What Are Your Ghosts in the Machine?
Last year, I read Jerry Colonna’s Reboot: Leadership and the Art of Growing Up, and it left an indelible mark on me. It wasn’t a book I could devour in a weekend or breeze through while sipping coffee. I had to take my time with it. Every chapter felt like a gut punch—a sharp, unflinching mirror that reflected truths about myself and how I operate. It was filled with insights so profound, I often had to pause, set it down, and let the words settle before I could continue.
One concept that hit particularly hard was what Colonna calls “ghosts in the machine.” These ghosts are the unseen, unresolved pieces of our past—the beliefs, coping mechanisms, and patterns we adopted at some point, often to survive or navigate challenging circumstances. Over time, these ghosts take on lives of their own, quietly influencing how we think, lead, and interact with the world around us. They’re like the outdated operating systems running in the background, slowing us down and keeping us from upgrading to something more aligned with who we are now.
I realized I’ve always had a name for these ghosts. I’ve called them “old ideas.” They’re the things I’ve believed about myself or the ways I’ve learned to behave that once served a purpose but no longer do. These old ideas might have been helpful at one point—they may have even felt essential—but now they hold me back. And yet, they’re often hard to let go of. Ghosts linger until we recognize them for what they are and actively choose to release them.
This idea stuck with me because it’s so easy to live on autopilot, carrying around these ghosts without even noticing them. They shape how we respond to challenges, how we lead our teams, and even how we perceive our worth. We might avoid conflict because an old ghost whispers, “You’re not strong enough to handle this.” Or we overwork because another ghost insists, “You’re only as good as your productivity.”
The work of addressing these ghosts isn’t easy, but it’s necessary. It requires curiosity, vulnerability, and the willingness to sit with discomfort. It asks us to pause and ask ourselves the deeper questions: Why do I do this? Where did this belief come from? Is it helping or hindering me now?
For me, this process has been deeply personal and also transformative. Bringing these ghosts into the light has allowed me to lead with more intention, clarity, and authenticity. It’s not about exorcising them completely—that might not even be possible—but about understanding them, honoring where they came from, and choosing to rewrite the stories they tell.
If this idea resonates with you, here are three questions to sit with as you reflect on your own ghosts in the machine:
- What beliefs, behaviors, or habits am I holding onto that may have helped me in the past but no longer serve me today?
(Think about how these might show up in your relationships, decision-making, or work life. What “old ideas” are quietly running the show?) - How do these “ghosts” influence my leadership or the way I show up for others?
(Consider where they might be creating fear, avoidance, overcompensation, or other patterns that don’t align with the person you want to be.) - What would it look like to acknowledge these ghosts and start to release them?
(This might involve a specific action, a conversation, or simply naming the ghost and deciding it no longer holds power over you.)
There’s a quote that has stayed with me: “You are not your past; you are what you do next.” Bringing your ghosts into the light doesn’t erase where you’ve been, but it allows you to make conscious choices about where you’re going. That’s the work of growth and leadership—not just for others, but for yourself. And the best part? You don’t have to do it all at once. Sometimes, all it takes is one small, intentional step forward.