The Invisible Ceiling

Quite often people don't underperform—they hold themselves back by waiting for permission.

The Invisible Ceiling

We’ve run the numbers and everything seems ok from strategy to execution. Everything lines up—and still, something holds us back. We don’t ask it out loud, but the questions remain: Is this okay? Are we allowed? Should we wait just a little longer for someone to give us the go-ahead? It happens to all of us because somewhere along the way, we learned to wait for permission.

Recently, a good friend of mine was facing a major career decision—one of those rare opportunities that could shift many things. She’s smart, experienced, and more than qualified. But she kept circling the same question: should I wait until they ask me, or do I go for it? Somehow, she like many others had the belief that we need external validation to act, to lead, to be. But that moment of absolute certainty almost never arrives. And while we wait for it, the real opportunities quietly disappear.

The Hesitation Habit - What Holds Us Back

Our brains prioritize safety over progress. Thousands of years ago, belonging to the tribe was key to survival; standing out or challenging authority could mean isolation—or worse. Today, that ancient impulse still shapes so many. Psychologists call this authority bias—the subconscious tendency to trust the judgment of those with senior titles more than our own.

In organizations, it appears as a quiet hesitation: we have the authority, the expertise, and even the support of our peers. Yet we pause, instinctively waiting for someone higher up to nod first. It’s not strategy—it’s survival wiring. Left unchecked, it stalls good ideas and slows entire teams down.

Then there's the spotlight effect—the feeling that every mistake, every stumble, every less-than-perfect moment is being closely watched by everyone around us. Psychologist Thomas Gilovich demonstrated that we dramatically overestimate how much attention people actually pay to our actions. For high-performers, this translates into overthinking decisions and second-guessing every move—all while telling ourselves we're just being "strategic.

And let’s not forget imposter syndrome—that quiet voice whispering you don't really belong. Studies show that 75% of executive women and 71% of U.S. CEOs have experienced imposter syndrome at some point in their careers. If even those at the top still sometimes wait for validation, imagine the impact on everyone else.

But these aren’t just passing mindsets or personality traits. They’re deeply rooted cognitive patterns—biases and beliefs shaped by evolution and reinforced by workplace culture. Left unexamined, they don’t just affect individuals—they quietly scale, shaping organizations into cautious, risk-averse environments that lose momentum, creativity, and talent.

The Hidden Cost of Permission-Seeking

Seeking permission doesn’t just lead to missed opportunities—it creates a ripple effect, where every delay slows progress and makes it harder to move forward

- Strategic Stagnation - while we are chasing one more approval, one more data point, one more consensus meeting—our competitors are already executing. McKinsey research has shown that companies that make decisions quickly and well are more likely to outperform peers. Speed, in and of itself, becomes a strategic edge.

- Cultural Erosion - teams mirror their leaders. If they are signaling that bold action requires endless buy-in, they are training they organization to hesitate. Risk-averse leaders don’t grow risk-capable teams.

- Talent Attrition - top performers want autonomy, ownership, and trust. When they see red tape where there should be trust, they leave. It’s not personal—it’s structural.

The Green Light Illusion

The interesting thing we often overlook is that permission shows up after we move, not while we sit.

Kodak is a perfect example. Back in 1975, Kodak engineer Steve Sasson assembled the world's first digital camera. Management's response – “That's cute—but don't tell anyone about it." They were afraid that digital photography would threaten their highly profitable film business and that fear kept them from pursuing what they'd invented. While Kodak hesitated, competitors seized the technology. When Kodak finally tried to pivot, the market had moved on—the company filed for bankruptcy in 2012.

So waiting for an unambiguous "yes" can cost more than a failed experiment ever would.

Breaking Free: The Self-Authorization Framework

 Below are a few steps to start leading without waiting.

1. Audit Your Permission-Seeking Patterns

Track every time you seek approval for something within your authority. Notice the patterns. What’s driving it? Fear? Uncertainty? Habit? Remember, we've all been there. The key is to track it and understand the underlying reasons.

2. Redefine Risk Tolerance

- What’s the worst that could happen if I act?

- What’s the worst that could happen if I don’t?

One keeps you stuck. The other moves you forward.

3. Practice Micro-Authorization

Start with low-stakes decisions: reach out to someone you've been wanting to, adjust the timeline, reframe the message. These small moves build your self-trust.

4. Shift from Permission to Forgiveness

As the saying goes: "It's easier to ask forgiveness than permission.". That doesn’t mean being reckless but it means leading with intent and being willing to course-correct.

5. Document Your Decisions

Keep a record. What did you decide? Why? What happened? Patterns emerge—and confidence grows. So does credibility.

The Compound Effect of Self-Authorization

When we stop waiting for permission and start trusting our judgment, everything shifts. Innovation flows, results do the talking, and, most importantly, we build the confidence to shape what happens next.

The next time you're about to ask, "Can I?" Stop and ask instead: "Why not me?"

Leadership isn’t handed out but it’s claimed.  Chances are, the authority you’re looking for has been yours all along.

Curious about how blind spots might be holding your team back? Let’s talk about transforming those hidden challenges into unexpected opportunities. Get in touch Kaleidra Global Advisors,