Why Struggle Is Essential to Real Growth in Leadership

As a father of four young children, I often find myself thinking about “the best” way for them to learn something. And since all four of them are so different, I know there isn’t one way that will work for all of them. But regardless of how they learn, what is often true for all of them, is getting them to move beyond the “this is so hard!” phase, and step into the part where, whatever that new thing is they are learning, can actually be fun, or at least, not feel quite so difficult.

As leaders, we often have this same challenge with the people we are leading: how do we help them push through the messy middle? How do we help them stay with something, even when it’s difficult, challenging, or even boring?

This is the question I asked Dr. Linda and Brian Schubring on this episode of the Leadership Vision Podcast: How do leaders help people stay engaged when learning gets hard?

The Critical Moment: Discomfort in the Learning Process

Early in any learning journey, energy is high. But as reality sets in, progress slows and frustration builds. According to Dr. Linda and Brian Schubring, this is the exact moment where leadership matters most.

“Struggle and discomfort and learning… those three words go together.”

Leaders often misinterpret this phase as a performance issue. In reality, it’s a learning issue. When leaders normalize this discomfort—framing it as a necessary part of growth—teams are far more likely to stay engaged.

Without that framing, people retreat to what’s familiar. They abandon the learning process not because they lack ability, but because the discomfort feels like failure.

Great Leaders Don’t Force Engagement—They Name the Learning

One of the more counterintuitive insights from Dr. Linda and Brian Schubring is that great leaders don’t simply try to keep people engaged at all costs.

Instead, they help people name what’s happening.

“This is an opportunity for us to learn… and when leaders recognize that moment, it frees people up.”

Rather than pushing through resistance, effective leaders acknowledge the emotional and psychological reactions that come with learning. Doubt, frustration, even disengagement—these are not problems to eliminate, but signals to understand.

At the same time, leaders aren’t solely responsible for learning. Teams themselves often contain “learners”—individuals experimenting, exploring, and modeling growth in real time. Strong leaders recognize and amplify these behaviors.

Learning Is Personal—and Collective

Another key theme in the conversation is that learning is not one-size-fits-all. Each person has a unique “learning style,” shaped by their experiences, environment, and identity. Leaders who understand this can better support their teams—not by prescribing one approach, but by creating space for multiple pathways to learning.

“Recognize the tune of your own learning.”

When individuals begin to understand how they learn best, they can engage more effectively. And when teams learn together, something deeper happens. Learning becomes a shared experience—one that builds connection, trust, and cohesion.

As Brian notes, teams that learn together develop a kind of relational bond that doesn’t emerge in more static environments.

The Role of Reflection in Growth

One of the most overlooked aspects of learning is reflection. Progress is often invisible in the moment. Like grass growing, it’s only noticeable over time. Without intentional reflection, individuals and teams can miss how far they’ve come.

“We don’t sit around and watch our grass grow. We only notice how much it’s grown when it’s time to mow the yard.”

Dr. Linda and Brian Schubring emphasize the importance of creating space—whether brief or extended—for teams to pause and reflect.

• What have we learned?
• Where did we struggle?
• What has changed?

These moments don’t need to be long or complex. Even short pauses can reinforce growth and re-energize the learning process.

Learning Requires Letting Go

One of the most important distinctions made in this episode is that learning is not simply additive. It’s not just about gaining new skills or knowledge—it often involves unlearning. Linda said,

“Learning is not additive… people are changing their mind and their approach.”

True growth requires releasing outdated assumptions, behaviors, and ways of thinking. This can be uncomfortable, even threatening. But it’s also the clearest indicator that meaningful learning is taking place.

Leaders who model this—who demonstrate curiosity and a willingness to evolve—create cultures where learning is continuous, not occasional.

Final Reflection

Struggle. Discomfort. Learning.

These are not separate experiences—they are deeply connected.

As you reflect on your own leadership, consider:

• What are you learning right now?
• Where is the struggle showing up?
• And how might that discomfort actually be a sign of growth?

If this conversation resonates, we invite you to listen to the full episode and share it with your team.