Overproduction Culprit#5 - Ego and Control

In our continued discussion on Pillar 1 of the Paint It Red Philosophy, we arrive at Culprit #5: Ego and Control. Two forces that quietly distort decision-making. Leaders can overcomplicate choices not because the decisions themselves are difficult, but because their need to protect their image. Instead of focusing on the most effective path forward, they get caught up in proving their expertise. The result? Slower progress and frustrated teams.

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How Ego Gets in the Way

Ego isn’t just about arrogance. It’s about identity. Leaders who tie their decisions to their reputation may overanalyze situations to avoid looking weak, uncertain, or uninformed. Instead of seeking the most effective solution, they focus on protecting their image. This can lead to the following:

Over-researching and delaying action: Gathering excessive data to justify decisions rather than moving forward with the best available information.

Dismissing input from others: Rejecting feedback because it challenges their expertise or self-proclaimed expertise.

Adding unnecessary layers to decisions: Creating complexity to demonstrate intelligence or effort rather than prioritizing efficiency.

Ironically, the desire to appear capable can have the opposite effect, making a leader seem indecisive or disconnected from reality.

Ego in leadership is often a mask for deeper insecurities. When leaders feel uncertain about their abilities, instead of addressing their gaps or improving their skills, they double down on ego-driven behaviors to protect their image. They resist admitting mistakes, dismiss feedback, and complicate decisions.

Rather than acknowledging areas where they need growth, they overcompensate by asserting dominance and insisting on being the smartest person in the room. This approach not only stifles their own development but also creates confusion and frustration within their team. True confidence comes from continuous learning and adaptability. Not from clinging to an illusion of infallibility.

I have seen this many times in my career when leading a project for a client. Everything is on track until an ego-driven manager starts pulling the team in the wrong direction. Instead of focusing on the best solution, they prioritize looking competent or proving their worth. They dismiss valuable input and derail progress by insisting on their own way, even when it’s not the best course of action.

The result? The team becomes frustrated and the project veers off course. Not because of a lack of skill or resources, but because one person’s insecurity takes precedence over the collective success of the team.

Confidence vs. Ego in Leadership

Confidence and ego may look similar on the surface, but they drive leadership in opposite directions. Confidence is rooted in self-assurance, a willingness to learn, and the ability to trust others. Ego, on the other hand, is fueled by insecurity, a need for validation, and a reluctance to admit mistakes.

A confident leader makes decisions with conviction but remains open to feedback and new perspectives. They don’t feel threatened by others’ ideas or expertise because they know their worth isn’t tied to being the smartest person in the room. They empower their team, delegate effectively, and adapt when needed. Their focus is on achieving the best outcome, not on proving themselves.

Conclusion

We all have moments where ego takes over. It’s human nature. The key is learning to recognize when it happens and shifting that energy toward confidence instead. When ego creeps in, it often signals insecurity or a fear of losing control. Instead of doubling down, take a step back and ask: Am I making this decision to serve the best outcome, or to protect my image? A confident leader knows their strengths and isn’t afraid to acknowledge their weaknesses. Be upfront about what you know and where you excel. But also trust others to make decisions in areas where they have expertise. Leadership isn’t about having all the answers. It’s about creating an environment where the best ideas can thrive.

Chris Ortiz.  

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