The interview question that reveals more than you think:“Are you a glass half full or half empty leader?”
- Phil D'Adamo
- Oct 7
- 1 min read
It’s a bit of a trap.
We’re quick to answer “half full” to sound optimistic and growth-minded.
But sometimes, the “half empty” view is exactly what’s needed.
A “half empty” voice is invaluable when assessing risks, dependencies or readiness especially before a make or break contract, merger, acquisition or major change.
In coaching, I use this question not to label someone as “half full,” but to shape how we work together.
I’ve worked with “half empty” leaders whose growth was careful and calculated. They wanted progress, but not at the expense of risk.
And I’ve worked with “half full” leaders whose belief in their vision was so strong that failure wasn’t even on their radar.
Both are useful. Both are needed. Both mindsets can be successful, at the right time.
We need “half full” people to see potential.
We need “half empty” people to see risk.
We need both belief and realism to navigate change effectively.
Simon Sinek says it best:
“People who wonder whether the glass is half empty or half full miss the point. The glass is refillable.”
The glass level is just a performance indicator. What matters is noticing where you’re at, reading the signs and adapting your leadership continuously to the circumstances.
Because whether the glass looks half full or half empty doesn’t matter much if you’re the one holding the tap.
