Leading Above the Line: A Transformational Leadership Mindset

As we continue our series on mindsets, it’s time to talk about one of the most transformational leadership mindsets available to us - the ‘Above the Line’ mindset. 

When we can adopt the Above the Line mindset, we gain a powerful lens that enables us to drive high performance, foster accountability, and inspire teams more effectively. The concept defines two distinct states of leadership: 

Above the Line: When leaders are open, curious, and committed to learning. They take ownership, seek solutions, and act with accountability. 

Below the Line: When leaders are defensive, reactive, and stuck in blame or denial. This mindset stifles innovation, collaboration, and performance. 

Why being Above the Line matters 

Every leadership moment is a choice. As I was once told, “you’re always leading, because someone’s always watching”. When we’re faced with a difficult situation - an aggressive colleague, a demanding customer, a seemingly insurmountable problem, or a costly mistake we’ve made, we have a choice. We can sink “Below the Line” and blame, justify, avoid, deny or defend. Or, we can respond “Above the Line” – with trust, openness, ownership, accountability and responsibility. 

One choice reinforces the limitations of the situation. The other creates possibilities and potential. The impact on performance, culture and engagement is profound. Not to mention your leadership brand! 

The difficulty 

The challenge is that going “Below the Line” is compelling. It’s almost human nature. The template for this behaviour is laid down very young. How many times do children tell us that they coloured in the carpet? Never – “the carpet got pen on it!” Do they acknowledge their part in smashing their sibling’s favourite toy? Of course not, “the toy broke!” 

As we go through life, this pattern of behaviour is reinforced. But as a leader, what got you here won’t get you there. This pattern needs upgrading. 

Embedding an “Above the Line” mindset requires intentional leadership because we will always have a tendency to go below the line. Our job is to notice when that happens and make the conscious shift back. To choose to look through the more effective, “Above the Line” mindset. 

This means modelling self-awareness, and being willing to be vulnerable, including acknowledging mistakes. It means asking better questions, and being genuinely curious about the answers. Most of all, it means making a powerful internal shift – from being reactive, to leading with responsibility. 

When leaders consistently operate “Above the Line”, they don’t just manage, they inspire - because the behaviour that results from this mindset is contagious. They create environments where teams thrive, problems turn into possibilities, and performance becomes sustainable. 

The question isn’t whether you’ll dip “Below the Line”, you will. The real test is: how quickly can you shift back?