Myth 8: The Myth of Disruption
Most leaders in the middle of a major transition carry a quiet, private verdict about themselves:
I should be handling this better than I am.
It sits underneath the meetings, underneath the performance, underneath the carefully maintained composure. The sense that the disorientation they’re feeling is a personal failing — evidence of inadequacy rather than evidence of change.
That verdict, Elizabeth argues, is wrong.
And the cost of carrying it is far higher than most leaders realise.