Mindtraps

Mindtraps helps leaders notice the unhelpful mindsets and patterns that show up “when you’re not at your best,” and then pivot toward more effective behaviors. The participant resource includes a short self-quiz, a visual model, and plain-language summaries of leadership impact and common feelings for each trap. The diagram on page 11 depicts the six traps and their impact; pages 12–17 summarize the leadership impact and feelings for each (Pleaser, Critic/Doubter, Prover, Victim/Avoider, Martyr, Worrier). 

• Leaders & Managers: Build self-awareness and targeted strategies.
• Facilitators & Coaches: Use the model to frame reflections and action plans.
• Program / Project Teams: Embed the questionnaire in journeys and workshop prework/debriefs.

Six common traps that can undermine leadership when overused or triggered:

• Worrier: Caution becomes inaction; leadership can lack conviction. Feelings: anxiety, fear. 
• Prover: Task/achievement focus crowds out listening and engagement. Feelings: tense drive, stress. 
• Martyr: Over-shouldering work; passion and commitment wane. Feelings: resentment, irritation, apathy. 
• Victim/Avoider: Options shut down, blame shifts, thorny issues linger. Feelings: hopelessness, anxiety, exasperation.
• Critic/Doubter: Self/other criticism undermines confidence and capability. Feelings: frustration, anger, self-doubt, stress.
• Pleaser: Worry about perceptions leads to conflict-avoidant leadership. Feelings: low-grade anxiety, apprehension, guilt. 

How to complete: For each item, score yourself based on how often the pattern shows up: 1 = regularly (e.g., 2–3×/month); 0.5 = very occasionally; 0 = rarely. (See page 2 of the participant resource.) 

The questionnaire is organized into six numbered sections; total each section and then map to the traps as follows (also shown on page 9):

• 1 → Worrier
• 2 → Prover
• 3 → Martyr
• 4 → Avoider/Victim
• 5 → Critic/Doubter
• 6 → Pleaser

This same structure appears in the Mindtraps Questionnaire document (sections 1–6 with identical item wording and the 1/.5/0 rubric). 

1. Spot your top traps: Which section totals are highest? 
2. Link to leadership impact: Use the one-page summaries to reflect on how the trap shows up in your leadership and the feelings that accompany it. 
3. Note strengths behind the trap: Favorite traps are often linked to qualities that make you powerful as a leader—your growth is learning when/where/how much. 

Each trap has a constructive “quality” you can reclaim. Use these reframes with concrete actions in your context:

• Worrier → Concern/Conscientiousness: Keep legitimate risk-scanning, add a “decision by when” and one small test. 
• Prover → Ambition/Drive: Pair achievement with inclusion—ask two invites-to-speak before deciding. 
• Martyr → Responsibility/Care: Share load visibly; state boundaries; ask “What will you own?” 
• Avoider/Victim → Self-Care/Self-Preservation: Choose one thorny issue; block 45 minutes; identify first step + stakeholder.
• Critic/Doubter → Humility/Discernment/Good Judgment/Honesty: Name one strength you see (self/other) before raising a risk; replace “prove it” with “what evidence would move us?” 
• Pleaser → Empathy/Care: Acknowledge impact, then express a clear ask or boundary; practice one “clean no.” 

Use the leadership impact panels to tailor the reframe to the specific feelings and situations you notice. 

• Signals, not labels: Treat scores as starting points for reflection, not fixed identities.
• Context matters: The same quality that fuels a trap often drives your strengths—calibrate by stake, timing, and audience.
• Psychological safety: When using this tool in teams, create space for honest reflection before advice or problem-solving.
• Keep the language simple: Use the short descriptors from the participant resource and questionnaire for accessibility.