Years ago, I was chatting about leadership development with one of my brothers. He worked for a well-known semiconductor company, and I asked if his organization provided leadership training. His response surprised me.
“The senior leaders here believe they hire the best and the brightest. If someone needs leadership training, they probably shouldn’t have been hired in the first place.”
That mindset shocked me. It assumes that knowledge and talent alone lead to high performance. But as Alan Fine, the founder of InsideOut Development and co-creator of the GROW Coaching® Model, often says:
“It’s not knowing what to do that’s the issue. It’s doing what we know.”
In other words, performance breakthroughs don’t happen simply because we hire the smartest people. They occur when we remove the interference that prevents people from applying what they know.
What Is Interference?
Interference blocks or diminishes a person’s ability to perform at their best. It can come from external factors, like organizational changes, a toxic workplace culture, unclear goals, or internal sources like self-doubt, fear of failure, or overthinking.
We often think of peak performance as a reflection of skill, but skill is only part of the equation. Interference can prevent even the most knowledgeable employees from executing effectively. While we can’t control every external factor, we can influence how we support our teams in navigating the internal noise.
Recognizing Interference in the Workplace
As leaders, we see the effects of interference every day. It’s not just about major mistakes or noticeable failures. It’s the subtle, day-to-day friction that erodes performance and morale. Here’s how it might show up:
Personal Interference
A leader may have a high performer who suddenly seems distracted, unmotivated, or inconsistent. Maybe their mind is preoccupied with a family member’s health crisis, a strained relationship, or financial stress. Even though they show up physically, mentally, they’re elsewhere.
Work Environment Interference
Imagine an employee excited about a big project, only to have it deprioritized by leadership without explanation. They start to wonder if their contributions matter. Unclear expectations, constant shifts in priorities, and a lack of recognition can all create interference.
Leadership Interference
Managers themselves can unknowingly create interference. Micromanaging, withholding feedback, or failing to provide clarity can confuse and demotivate employees. Even leaders struggling with their own confidence can pass that uncertainty onto their teams.
Interference Is Universal
It’s important to remember that no one is immune to interference. None of us shows up at 100% every day. Life happens. Employees are navigating layoffs, economic uncertainty, family challenges, and more. Leaders are often balancing similar pressures themselves.
The key is to recognize interference as a natural part of the human experience and learn how to minimize its impact. That’s where coaching comes in.
Focus: The Antidote to Interference
Focus is the most powerful tool we have against interference. And one of the most effective ways to build focus is through questions.
When a leader confronts an employee struggling with interference, it’s tempting to offer advice or instructions. But real growth comes when we ask questions that shift the employee's focus from what’s blocking them to what they can control. For example:
- “What’s the biggest challenge you’re facing right now?”
- “What part of this situation is within your control?”
- “If fear weren’t holding you back, what would you try?”
- “What’s one small step you could take today?”
These questions don’t ignore their interference. They help employees see it clearly, name it, and move forward. Leaders who ask powerful questions don’t just solve problems; they empower others to navigate interference independently.
Creating a Culture That Reduces Interference
While individual coaching conversations are essential, organizations also have a role in reducing systemic interference. Consider:
- Are your priorities clear? Misalignment between leadership and employees creates confusion and disengagement.
- Do employees feel psychologically safe? Fear of failure is a significant source of interference. Leaders must foster an environment where mistakes are seen as learning opportunities.
- Are managers equipped to coach? Managers often unintentionally contribute to interference. Providing coaching training helps them become part of the solution.
When leaders recognize interference and actively work to reduce it, performance skyrockets, employees gain confidence, problems are solved faster, and contributions are made more meaningful.
The good news? You don’t need all the answers to be an effective leader. You need to help your team shift their focus from what’s blocking them to what’s possible.
At InsideOut Development, we believe every leader has the power to unlock their team’s potential by reducing interference. If you’re ready to remove interference and create a more focused, empowered workplace, let’s talk.
