Leadership blind spots can quietly drive turnover, lower morale and weaken dealership performance. While many managers move up from the sales floor with little formal leadership training, the habits that end up hurting their teams are often the ones they can’t see.
On today’s CBT Live segment, Les Csorba, CEO Coach, Partner at Heidrick & Struggles, and Author of Aware: The Power of Seeing Yourself Clearly, joins us to discuss the blind spots that hold leaders back and what owners and managers can do about them.
According to Csorba, self-awareness is the single greatest tool a leader has for transformation. He believes that leaders can control what they are aware of, and what they are unaware of controls them. Csorba said the most prevalent blind spots are people-pleasing, avoiding difficult conversations, micromanaging and a lack of presence caused by digital distraction.
Those habits matter for retention because people leave bosses more than they leave companies, Csorba said. Checking a phone, reacting in frustration, and not sharing credit all leave an impression, and they show up in exit interviews as turnover, low morale, and weaker performance. Leaders who move from peer to manager can build trust through their existing relationships. That means asking how team members are doing and showing empathy and presence beyond the numbers.
Csorba recommended several ways to get an honest read on how a leader is showing up. Options include formal 360 reviews, employee surveys and a board of advisors who have explicit permission to tell the leader the truth. Holding people accountable works best when leaders tie results to the organization’s mission and show the team a better future, he said. For dealership leaders, the most practical step is building a culture where feedback is welcomed and open, honest conversations happen about how employees show up and how customers are treated, he said.
