In the mid-1990s, organizational theorists Jeffrey Pfeffer and Robert Sutton coined a phrase that still echoes today: the knowing–doing gap. They observed something painfully simple yet profoundly true—most of us already know far more than we consistently do. The problem isn’t ignorance. It’s integration.

At its heart, this idea challenges the very nature of mastery. We all begin in the same place: unconscious incompetence—we don’t know what we don’t know. Then comes conscious incompetence—that humbling but exhilarating moment when we become aware of our limits. Awareness opens the door to learning, to skill, to new insight. But learning alone is not mastery. It is the beginning of a long process of repetition, reflection, and refinement until what was once effortful becomes effortless—until we embody unconscious competence.

This is the great bridge between knowing and doing—and it can only be crossed through attention, intention, and disciplined practice.

Think about what we already “know”: how to eat well, manage stress, or listen deeply; how to align with our values, nurture relationships, or honor differences; how to set goals, plan strategically, and learn from feedback. These are the fundamentals of effectiveness and leadership—and yet, knowing them doesn’t mean living them. We can know all about trust and still fail to build it. We can know the value of reflection and never take the time to pause.

The truth is, doing takes deliberate attention. It requires energy, repetition, and a willingness to start small. Growth doesn’t happen because we know what’s right—it happens because we practice it when it’s hard.

So consider your own knowing–doing gaps. Where in your leadership, your craft, your relationships, or your wellbeing do you already have the knowledge—but not yet the habit? What’s one small behavior—a micro-improvement—that could begin to close that gap?

Perhaps it’s as simple as:

• Taking three mindful breaths before responding to frustration. 
• Setting a five-minute daily reflection at the end of the day. 
• Expressing gratitude to one person every morning. 
• Drinking one extra glass of water. 
• Asking one more question before offering an answer. 
• Spending 10 minutes a day reviewing your goals and priorities.

Micro-improvements matter because they compound. Each repetition carves new neural pathways, creating the muscle memory that turns awareness into action and action into identity. This is not just behavioral—it’s biological. Through effort and repetition, we literally change our brain and body, aligning our epigenetics with who we’re becoming.

As leaders, our challenge is to keep bridging the gap—between knowing and doing, between belief and behavior, between principle and practice. Because it’s not what we know that defines our leadership—it’s what we do consistently, especially when it’s difficult.

So this week, don’t try to do it all. Do one thing. Do it with intention. Then do it again.

Small steps, taken deliberately, close big gaps.

And that’s where transformation begins.