Megan Robinson is a coach, facilitator and public speaker. Her mission is to make leadership approachable and achievable for everyone.
How many times have you found yourself saying:
“This is something I shouldn’t have to deal with.”
“They should know better.”
Whether it’s stepping into a departmental conflict, reviewing an unexpected operational failure, or personally engaging with an issue, these are all things leaders often say they “shouldn’t have to do.”
But why shouldn’t you?
Leadership vs. Management: Are You Thinking Like an Executive?
When in a leadership role, it’s critical to distinguish between management and leadership. Management is about process, structure, and operational efficiency—areas where well-defined systems reduce ambiguity. Leadership, on the other hand, is about people, vision, and culture.
When you apply a management mindset to leadership challenges, frustration grows. You may assume your team should automatically understand priorities, communicate effectively, or align with the company’s strategic vision. When those assumptions aren’t met, resentment can build. But instead of viewing these moments as frustrations, consider them indicators for action—signals that your leadership is needed to realign expectations and clarify direction.
But it’s not your fault. When you learn, grow and see the world differently, it’s easy to assume that others see it too. Without tools, people and constant curiosity it’s easy to have a very different picture of your orgnaization’s reality.
The Cultural Impact of “Shouldn’t”
Assuming what your teams “should know” or why “it shouldn’t be so hard” can erode trust and create an unintended culture of blame. When you assume that challenges shouldn’t exist, you risk disconnecting from the realities on the ground.
For example, if a regional division consistently underperforms, an executive might assume the leadership team isn’t executing effectively. However, curiosity-driven leaders ask deeper questions: Is there a communication gap between corporate and regional strategies? Are cultural differences affecting engagement? Are leaders empowered with the right tools and resources? Reframing these challenges allows you to address root causes rather than reinforcing assumptions.
Your Leadership Challenge
At the core of leadership, there is nothing you “shouldn’t have to do.” Your role is to set the vision, clear roadblocks, and empower those around you. The most effective executives embrace challenges instead of dismissing them. If you find yourself saying “I shouldn’t have to deal with this,” ask yourself:
What expectation is not being met? Unspoken assumptions lead to misalignment.
What systemic issue is at play? If an issue recurs, it’s not just an isolated incident—it’s a leadership opportunity.
How can I provide clarity? Employees thrive when they understand the why behind decisions and directives.
The next time you or another leader expresses frustration over what “shouldn’t” be happening, push deeper. Ask why—multiple times if necessary—until you uncover the real issue. Find outside perspectives and tools designed to uncover the difference between what you are seeing and what your team is experiencing. When expectations don’t align with reality, there is an opportunity for communication, clarity, and transformation.
If you want to learn more about Megan’s business and how she creates an environment for executives to embrace curiosity, address core issues, and be just a little vulnerable, you can connect with her on LinkedIn or learn more about her company E Leader Experience.
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