Last week, I was in a meeting of leaders at an organization with which I am engaged as an executive coach and culture consultant. One participant highlighted a clear gap in process and thinking — an excellent opportunity for innovation and potential growth. But instead of leaning into a collaborative dialogue, a more senior leader quickly shifted the conversation tone from exploration to justification. The first leader continued to point to an issue, and the other leader continued to deflect perceived blame. Rather than asking follow-up questions to promote further discussion or determining that an offline conversation could be a great next step, they spoke past each other. The rest of the meeting participants were left on the sidelines, watching something I’ve witnessed many times before: scarcity mindset in action.
Scarcity in leadership is a viewpoint that sees resources, ideas, and success as limited and worth guarding, while abundance recognizes that collaboration, trust, and shared growth create more opportunities for everyone.
When leaders communicate from a mindset of scarcity — fearful of loss, control, or judgment — it shows. And it takes a toll on team morale, collaboration, organizational engagement, and growth.
Here are five signs that indicate leaders might be communicating from a scarcity mindset…and how to turn that around.
1. Defensiveness Instead of Openness
Leaders communicating from scarcity often take challenges or critiques as personal threats. Their reflex is to respond with rationalizations or arguments. They may even shut down a conversation entirely. Defensiveness creates distance and kills curiosity. It cuts off the potential for learning.
In contrast, abundance-minded leaders don’t treat feedback as a threat. They regard it as a gift. I often coach senior leaders to practice a simple shift when confronted with challenging information or unexpected perspectives. Instead of responding immediately in moments of tension, I advise them to pause and say, “Tell me more.” That small moment of curiosity creates space for collaboration and reduced reactivity.
It also opens the door to psychological safety, with team members knowing that their input will be valued and considered.
Leaders who ask open-ended questions, listen, and make space for dissenting views are more likely to surface better ideas and build stronger alignment…
2. Talking at People, not with Them
Scarcity-oriented communication often shows up as one-way dialogue with leaders dominating the conversation, issuing instructions, or offering blanket commentary without engagement. It may sound like a lecture or feel like a download. Either way, it signals, “This is about my voice, not yours.”
This is often rooted in a desire to maintain control. But control stifles innovation. Abundant communication invites participation. It values two-way conversation. Leaders who ask open-ended questions, listen actively, and make space for dissenting views are more likely to surface better ideas and build stronger alignment along the way.
Remember that meeting exchange I referenced earlier? A spark of insight got snuffed out when one leader defaulted to defensiveness rather than engaging in dialogue. It was a clear reminder: when we talk at each other instead of with each other, we don’t just miss opportunities, we silence them.
3. Holding Back Authentic Thoughts and Feelings
Scarcity-driven leaders often fear that being transparent or vulnerable will make them appear weak or uncertain. As a result, they withhold their genuine thoughts and feelings. They may sidestep difficult truths or over-simplify challenges, believing it’s better to project stability than to show complexity.
But in reality, when leaders hold back, teams notice. It can create confusion, erode trust, and invite speculation. A leader once told me that he didn’t share concerns about a project with the team involved, “I didn’t want to tell the team I had doubts; I didn’t want to rattle them.” But the team already sensed it. Without open dialogue, they filled in the blanks themselves.
Abundant-minded leadership embraces authenticity, recognizing that trust is built through honesty rather than perfection. Sharing what’s real, whether that is excitement, uncertainty, or hard-earned insight, helps teams feel grounded and engaged.
When everyone understands that the journey to success or completion is rarely without challenges or missteps, they can build resilience while working collaboratively toward accomplishment. If no one has a full picture other than a leader, the rest of the team misses out on opportunities to innovate and build problem-solving capacity.
4. Rumination and Overthinking
Another hallmark of scarcity is overthinking. Replaying past conversations, obsessing over word choices, and worrying excessively about how things landed can paralyze decision-making, delay action, or prevent progress.
This kind of mental churn is not just exhausting, it’s distracting. It pulls energy away from forward motion and keeps leaders anchored in fear.
Abundant-minded leaders make time for reflection, but they use it constructively. Instead of ruminating, they ask: What can I learn? What will I do differently next time? They stay focused on progress, not perfection.
I once coached a leader who often overthought decisions, which slowed down the process of reaching resolution. He shared that his hesitation stemmed from a fear of making the wrong call and losing respect as a leader. Ironically, his delay in making timely decisions was actually leading to that very outcome. In our work together, we explored the idea of breaking big decisions into smaller incremental decisions that allowed for the gathering of more information and theory testing while still keeping momentum. Initially, this shift was uncomfortable. But with practice, he grew more confident in making iterative decisions and involving others in the process, which ultimately helped him lead with more clarity and effectiveness.
Abundance-driven communication is clear and grounded. It doesn’t hide from accountability, but it doesn’t dwell there, either. It offers clarity, context, and forward-looking intent
5. Over-Explaining or Apologizing Excessively
When leaders feel uncertain or insecure, they often fall into the trap of over-explaining themselves. Every decision gets a backstory. Every shift comes with layers of justification. Similarly, some leaders over-apologize, offering repeated “sorrys” in an effort to smooth over discomfort or preempt criticism.
But over-explaining and over-apologizing don’t build credibility. They erode it. They signal doubt where confidence is needed and create an atmosphere of hesitation rather than direction.
Abundance-driven communication is clear and grounded. It doesn’t hide from accountability, but it doesn’t dwell there, either. It offers clarity, context, and forward-looking intent. Then it moves onward with purpose.
Here is an example of both kinds of communication:
Scarcity-Driven Over-explaining Over-apologizing:
“I know this change in team structure might feel sudden, and I just want to explain. We’ve been thinking about it for a while, and I kept going back and forth. I’m really sorry if this feels disruptive. I probably should’ve said something sooner. I just hope you understand the reasons behind it. It’s about alignment, and resources, and… I know transitions are hard. Again, I’m sorry for any confusion.”
Abundance-driven Direct Info Sharing:
“We’re adjusting the team structure to better align with our priorities and improve collaboration. I’ll walk you through what’s changing and why, and I’m here to answer questions. I trust this team to move through the transition with the clarity and momentum we’re known for.”
Which do you think a team member would prefer their leader to share?
Shifting from Scarcity to Abundance
Recognizing these patterns is the first step toward shifting them to create a more positive and productive work environment. When leaders communicate from a place of abundance, they foster trust, creativity, and resilience. If scarcity thinking is hampering your communication, here are four ways to start acting with an abundance-mindset:
- Embrace Vulnerability and Authenticity – Say what you really think. Be honest about what you’re navigating. Let your team see the human behind the title.
- Promote Collaboration and Listening – Invite others into the conversation. Ask for input. Make space for voices that don’t always speak first.
- Focus on growth and learning – Treat mistakes as data. Reflect constructively. Model a mindset that says, “We’re here to get better, not to be perfect.”
- Cultivate resilience and positivity – Don’t let fear of failure dictate your tone. Communicate with clarity, own your role, and move forward with intention.
As leaders, we’re constantly shaping culture with the words we choose, the tone we take, and the posture we bring into the room. So next time tension rises, ask yourself:
Am I communicating from fear, or from possibility?
The way you communicate could not only change the conversation, but also the culture.
