On Leadership Blind Spots, Growth Plans, and Going First

Happy Thursday!

Welcome to Leadership Unscripted. Each edition, we share 1 Case Study, 1 Framework, 1 Question. These are real moments and practical strategies for rethinking your approach to leadership.

Let’s dive in.

Steve was a high-performing Senior VP in a fast-scaling company. He had the strategic chops, the industry experience, and the ability to execute under pressure. His team respected him.

But his organization saw something more: untapped leadership potential.

So they made an investment—not just in his team, not just in process improvements, but in him.

Steve started 1:1 executive coaching, and as part of the process, his coach conducted a live, conversation-based 360 review. Unlike traditional 360s with anonymous surveys, this approach involved direct, real-time feedback from colleagues across all levels—peers, direct reports, even senior leaders.

The results were… illuminating.

Steve had always considered himself a strong communicator. He prided himself on getting things done efficiently and assumed his team valued that most. But the 360 revealed a different perspective:

• Yes, Steve was effective. But he wasn’t as approachable as he thought.

• Yes, his team respected him. But they didn’t always feel heard.

• Yes, he gave clear direction. But he rarely invited input.

This was a leadership blind spot—an opportunity for growth Steve hadn’t even known existed.

And when his coach asked how he planned to address it, another realization hit him:

He had never been asked to build an Individual Growth Plan (IGP) for himself.

For years, Steve had pushed his team to develop their skills, refine their communication and working styles, and actively shape their careers, through development of their own IGP’s. But his own growth? He never had an IGP. This had been reactive, unstructured—something that happened in the margins, not something he intentionally designed.

It changed that day.

Steve created his first intentional IGP. With the support and encouragement of his coach, he mapped out specific leadership behaviors to refine, aligned them with business priorities, and identified accountability partners to track his progress. The next step was to share it with his coach and make further adjustments.

The shift was immediate. His leadership became more deliberate. His communication was more intentional. And his team? They took notice.

By modeling growth rather than just advocating for it, Steve created a ripple effect. His team started taking their own IGPs and professional development more seriously—because they saw their leader doing the same.

When leaders prioritize and model growth first, they don’t just talk about development— they embody it.

1 Framework

An IGP isn’t just about where you want to go—it’s about making sure you’re actively leading yourself there.

The Leadership IGP Blueprint 

Like Steve, if you’ve never built an Individual Growth Plan for yourself, it’s time. Here are some discussion prompts to support you (and others) in building your own IGP:

1. In what areas do I want to have the greatest leadership impact in the next 6-12 months?

2. What skills, habits, or mindset shift would make me a more effective and inclusive leader?

3. In what ways can I intentionally align my growth and development goals with those of my team and organization?

1 Question

Great leaders grow themselves before they grow others.

Consider how you are showing up for your team. 👉 If your team modeled your current approach to growth, would you be proud or concerned?

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Real Stories. Real Tools. Real Impact.

Forget the fluff. We’re that coach/company, revealing behind-the-scenes leadership wins and strategies that actually work.

Because all it takes is one bold move to shatter barriers, inspire your team, and make your mark.