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CEO 30-Second Mindset Shift: If You’re Questioning Your Team, That’s the Signal

February is when many CEOs quietly realize something isn’t working and try not to say it out loud.

Author

Glenda Carnate
February 03, 2026

Read time: 2.5 minutes

You’re experiencing delayed decision-making, prolonged meetings, and a lack of alignment as well. You feel like the team is competent, but you continue to make decisions that aren’t yours to make anymore. This emotion is not impatience... it’s an indication.

A Guide for CEOs to Understand Leadership Doubt:

1. Questioning your team at the beginning of the year is not some random act.

When friction occurs at the start of the year, it often signifies that the strategy and the leader’s capability to execute it do not align with where they are right now.
How the CEO should act: See doubt as a signal, not a fault of character.

2. "They just need more time" may simply be comfort talking.

The passage of time will neither resolve role incompatibilities nor clarify authorities.
How the CEO should act: Ask whether time is leading to a resolution or just delaying the difficult decision.

3. The true test is not competence but fitness for this moment.

The question is not, "Are these folks good leaders?" The question is, "Would I hire this team again for this moment in time... today?"
How the CEO should act: Separate loyalty to individual people from loyalty to the needs of the company right now.

4. Leadership teams tend to fail first due to slowed decision-making.

Look for these traits: slowed-down decisions; continuous alignment processes; and unclear ownership of decisions.
How the CEO should act: Establish on the chart where decisions stall and who should be the owner of those decisions.

5. If I am carrying their decision-making, I already know the answer.

When the CEO becomes the bottleneck in decision-making for the organization, all leadership leverage is lost.
How the CEO should act: Identify those decisions you are holding that are not yours to hold.

6. Great CEOs act before resentment builds.

Delaying action to keep trust levels intact does not exist... rather, there is trust erosion.
How the CEO should act: Reset either roles, expectations, or people quickly.

💡Key Takeaway: 

When doubt arises about one's team's competence, the problem is not recognising it but rather ignoring it (i.e., delayed recognition). Doubt is a signal of something to follow later... acting now will save company resources by costing far less than waiting for evidence if your team member has competency problems.

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