Hubris—excessive self-confidence that blinds a leader to their own flaws—can be one of the hardest behaviors to address. People trapped in hubris often don’t realize the impact they have on others. Their confidence may have fueled their success, but when left unchecked, it turns into arrogance, poor decision-making, and a toxic work culture. The challenge? People with hubris rarely see it in themselves.
As leaders, we’re not just responsible for our teams—we also have a duty to our peers. When a leader becomes toxic, their team might not feel safe enough to challenge them. That’s why we need to support and challenge each other, coach and mentor when needed, and stay open to being coached ourselves. A strong leadership culture is one where self-awareness is encouraged at all levels.
So how do you help a leader recognize their own toxic self-confidence and shift toward a healthier, more effective leadership style? Here are three practical approaches.
Mirror Their Impact, Not Their Intent
Many leaders with hubris believe they’re doing the right thing—they see themselves as confident, decisive, and visionary. Instead of telling them they’re arrogant (which will only put them on the defensive), help them see the unintended consequences of their actions.
How to do it:
- Use specific examples: “I noticed in the last meeting that when Sarah shared an idea, you quickly dismissed it. She seemed disengaged for the rest of the discussion. Do you think that might have impacted team morale?”
- Frame it as curiosity, not criticism: “Have you noticed how people react when you make a strong statement? What do you think that means?”
- Encourage self-reflection: “If you were in their shoes, how would you have felt?”
Help Them See the Ripple Effect
Leaders with hubris tend to focus on their own perspective, dismissing feedback as one-off opinions. To break through that mindset, show them the bigger picture—how their behavior affects not just individuals, but the whole team, company culture, and even business performance.
How to do it:
- Highlight repeated concerns: “I’ve heard from several team members that they feel hesitant to share ideas. Have you noticed this trend?”
- Use concrete data: “We’ve seen a dip in engagement in the last two quarters. Do you think leadership style might be a factor?”
- Share external perspectives: “Other leaders in the company have mentioned similar challenges. How do you think we can collectively address them?”
Appeal to Their Ambition and Legacy
Most leaders want to be respected, inspiring, and impactful—not remembered as overconfident and dismissive. Connecting self-awareness to their long-term success can be a powerful motivator for change.
How to do it:
- Shift the focus to their reputation: “What kind of leader do you want to be remembered as? Do you think the current dynamic supports that vision?”
- Highlight the connection between humility and strong leadership: “Some of the most successful leaders—like Satya Nadella at Microsoft—have thrived by fostering open dialogue and self-awareness. How do you see yourself in that space?”
- Offer leadership coaching or mentorship: “I know you’re always looking to grow. Have you considered working with a coach to refine your leadership approach?”
Final Thoughts
Helping someone recognize their own hubris is a delicate process. It requires patience, tact, and the right approach. But when done well, it can transform not just a leader, but an entire organization.
At the end of the day, the best leaders aren’t the ones who believe they have all the answers. They’re the ones who never stop questioning themselves.
