Why Smart Leaders Get Stuck - and How First Principles Can Save Them
Reboot Your Strategy For Driving Change In Cultures And Contexts That Don’t Play By Your Rules
“Why aren’t they responding?”
James,* a seasoned expat leader, stared at me in our coaching session, frustration radiating off him. He had led successful transformation programs in Germany, Singapore, and the US. But now, in Tokyo, nothing was clicking.
The leadership team seemed passive. Meetings felt scripted. His energetic proposals landed with polite silence. Even after months on the ground, his flagship transformation initiative hadn’t moved an inch. “In every other country, my playbook worked,” he said. “But here? It’s like shouting into a void.”
James isn’t alone. More and more leaders find themselves in uncharted waters, whether due to globalization, digital disruption, or managing in times of uncertainty. The strategies that once made them successful no longer apply. What’s worse? Their instincts betray them and relying on experience only deepens the disconnect.
That’s where First Principles Thinking comes in.
What Is First Principles Thinking?
Let’s start at the beginning - literally. First Principles Thinking is a mental model that breaks down complex problems into their most basic, undeniable truths, and builds up from there. Instead of relying on analogy (i.e., “This worked before, so it should work again”), you ask:
What do I know for sure? And what can I rethink from scratch?
The concept traces back to Aristotle, who taught that to understand anything, we need to identify and examine its most foundational elements - not assumptions, not patterns, but core truths.
In today’s complex leadership landscape, this way of thinking has been embraced by visionary leaders like Dr. Fei-Fei Li, AI pioneer and human-centered innovation advocate. Whether developing groundbreaking technology or shaping responsible leadership in fast-moving fields, she exemplifies what it means to slow down, ask the right questions, and rebuild from first principles; not precedent. Her approach reminds us that real progress comes when we stop assuming, and start listening, observing, and challenging inherited thinking.
In leadership, this mindset helps us pause long enough to ask:
Don’t ask “How have we done this before?”
Ask “What problem are we really trying to solve - and what’s true about it at the most basic level?”
It’s a shift from experience-driven to principle-driven thinking. And in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous) where our old blueprints fall short, this way of thinking helps us lead with clarity, curiosity, and fresh insight.
Why It Matters for Leaders in VUCA and Unfamiliar Contexts
In new environments - like James leading in Japan for the first time - past experience can become a trap. What worked “there” might backfire “here.” Cultural nuances, unspoken norms, and organizational inertia can’t be tackled by brute logic or copy-paste playbooks.
First Principles Thinking liberates leaders from outdated assumptions. It invites them to approach challenges with the mind of a curious scientist, or a 5-year-old who sees everything for the first time. And it’s especially powerful when you don’t have the answers, the experience, or the blueprint.
This is something the late David Peterson, legendary leadership psychologist and architect of Google’s internal coaching, embedded in his ACE framework: Act, Create, Experiment. Peterson urged leaders to get comfortable with not knowing, to be radically curious, and to see leadership as a lab, not a lecture.
What Gets in the Way?
Let’s be honest: We love the comfort of “I’ve seen this before.” But when we’re operating on autopilot, we risk misreading the situation entirely. Here’s what often blocks First Principles Thinking:
Cognitive bias: We filter new experiences through old beliefs.
Fear of being wrong: Rebuilding assumptions takes courage.
Speed and pressure: We default to what’s fast - not what’s fundamental.
Success trap: Past wins become the sacred cows we don’t question.
And in cross-cultural contexts, like James experienced in Japan, cultural blindness compounds the challenge. We don’t see what we don’t know - until we slow down and unlearn.
James’ Turning Point
Instead of throwing his hands up, James decided to shift gears.
Together, we peeled his challenge back to first principles. He asked:
“What do I actually know about how this team works?”
“What does ‘support’ look like in this culture?”
“What assumptions am I bringing from my previous roles?”
He started interviewing his Japanese leadership team with genuine curiosity - no agenda, no PowerPoint, just listening.
He asked open questions:
“How do you prefer to work through change?”
“What concerns do you have about the initiative?”
“What would make you feel excited about this project?”
He ditched the top-down launch plan and co-created a new approach with his team. Slowly but surely, he earned their trust. The transformation initiative? It started gaining traction; not because he pushed harder, but because he built from a deeper understanding.
James didn’t just change his tactics. He changed his mindset.
Three Practical Ways to Apply First Principles Thinking
Ready to give this a try? Here are three ways to use First Principles Thinking in your work and life:
1. Ask the “5 Whys”
Whenever you’re stuck, don’t just ask what isn’t working: ask why. Then ask again. Dig deep until you hit bedrock.
“The team isn’t engaging.”
Why? “They don’t speak up in meetings.”
Why? “Maybe they’re not comfortable.”
Why? “Because they’re unsure how their input will be used.”
Bingo - now you have something to work with.
2. Separate the Problem from the Pattern
Just because a solution worked before doesn’t mean it’s right now. Ask:
“What’s the core problem I’m solving?”
“If I had never seen this before, how would I think about it?”
Challenge yourself to start fresh. Suspend what you think you know.
3. Channel Your Inner Scientist
Treat leadership like an experiment. Don’t assume - test. Try small bets.
“If I try engaging the team with 1-on-1s instead of big meetings, what happens?”
“What if we let the team shape the milestones?”
Think in hypotheses. Gather data. Adjust.
Final Thought
In times of change, unfamiliarity, or frustration, First Principles Thinking can be your secret leadership weapon. It’s not about abandoning everything you know; it’s about knowing when to pause, strip things back, and start from the truth.
Like James learned: When nothing works the way it used to, that’s not failure. That’s your invitation to lead with fresh eyes, deep listening, and radical curiosity.
Or as David Peterson might say: Get out of your own way. Stay curious. Stay experimental. That’s how you grow - and how your team will grow with you.
*Client name altered to maintain confidentiality.
ABOUT THE AUTHOR
Karin Wellbrock helps leaders drive real impact - without losing what makes them human. As Partner and Head of Leadership Effectiveness at Tokyo-based Kay Group K.K., she works with executives who want more than results - they want teams that thrive and cultures that stick. With deep experience in both Japanese and global organizations, Karin brings a cross-cultural lens to leadership, blending sharp strategy with emotional intelligence.
She supports clients through coaching, team development, and organizational consulting - all tailored to fit their context. Outside the boardroom, she spotlights standout leaders in her Exceptional Leaders in Japan series and mentors startups and NGOs across Asia. Her mission? Help leaders grow organizations people actually want to be part of.
Connect with Karin to explore how she can help strengthen your leadership and transform your organization.
Discover more of Karin’s insights on leadership and organizational culture in her articles for Brainz Magazine—where she delves into the challenges and opportunities facing today’s leaders.
Source: ACE (Accelerated Coaching Excellence) Training by David Peterson, PhD and David Goldsmith (WBECS) 2022