The Trap of Fault-Finding Leadership: Why Pointing Out Flaws Isn’t Adding Value

Have you ever worked with a leader whose primary mode of operation seemed to be finding what’s wrong? You know the type. After a team member presents a project they’ve poured hours into, the leader skips over the creativity, the effort, and the courage it took to present—and instead zooms in on the typo on slide seven, or the one minor oversight in a 20-point plan. Their intent, they say, is to “add value.” But is that really value?

The overly critical leader whose only contribution to their team is to point out the flaws and mistakes

In my years of supporting leaders and organisations, I’ve seen this pattern more often than I’d like. I have a collection of post-it notes, clipped together on my desk where I scribble down and collate ideas for blogs, generated from reading or conversations or coaching sessions and on the top, a little dusty, it says "my boss only adds value by pointing out the faults"

Some leaders genuinely believe that their role is to be the critic—the eagle-eyed observer who spots mistakes so others can improve. And while feedback is an essential part of leadership, there’s a shadow side to this approach that often goes unseen: it creates a culture of fear, disengagement, and risk-aversion.

Here’s the truth: leaders who focus solely on flaws aren’t adding value—they’re taking it away. When a leader makes fault-finding their primary contribution, they send an implicit message: “Your best is never good enough.” Over time, this erodes trust, stifles innovation, and chips away at psychological safety. People begin to hold back. They second-guess themselves. They play small, because sticking their neck out feels too risky.

And it’s easy to see why. If the only feedback you ever receive is negative, why would you try something bold or creative?

Let’s be clear: this isn’t about sugar-coating or avoiding difficult conversations. Honest feedback is vital and holding people accountable is a key part of the role. But great leadership is about balance. It’s about knowing when to challenge and when to champion. It’s about being as committed to spotting brilliance as you are to noticing the blind spots.

So why do some leaders fall into this trap?

Often, it comes from a place of insecurity. If a leader doesn’t know how else to contribute, pointing out flaws becomes a way to assert control or maintain authority. It feels safe. “I’m just being thorough,” they might say. But the deeper work of leadership lies in creating the conditions for others to thrive. That means being curious, generous, and trusting. It means recognising the effort before the error. It means asking: “What’s the intention here?” rather than defaulting to “What’s wrong with this?”

So if you’re a leader and you’ve noticed this tendency in yourself—pause.

Ask yourself: What would it look like if I led from a place of belief rather than critique? What if my team experienced me as someone who amplifies what’s working, not just audits what isn’t?

Catch people doing things right, not just doing things wrong. Be active and intentional (and authentic) about handing out praise and recognising the skills, talent and effort of your team. Value isn’t just found in what we correct. It’s found in what we elevate.

And when we lead from that place, we don’t just build better results—we build better teams and better people.