Practice vs. Performance: Why Leaders Need More Reps, Not Just More Results
Nov 04, 2025
You’ve seen it in every sport.
Athletes spend the vast majority of their time training: practicing drills, conditioning, running plays, rehearsing responses. When game day arrives, it’s only 10% of their time. The other 90% is reps, not results.
But in leadership? The ratio flips.
Most leaders are “on” nearly 100% of the time; presenting, making decisions, solving problems, delivering outcomes. The only “training” might be a one-off workshop or an annual offsite.
It’s no wonder so many leaders plateau, burn out, or struggle to feel confident. Without deliberate practice, leadership becomes a performance-only role.
The Athlete’s Advantage
Performance is just the tip of the iceberg. Real growth happens in the unseen, intentional reps.
Athletes know that what we see in competition is simply the result of thousands of hours of practice. Showing up consistently, rehearsing skills, and learning from mistakes is what produces excellence under pressure. Leaders need the same rhythm.
The Corporate Inversion
In most organizations, practice is an afterthought. Leaders rarely get space to rehearse or refine. Instead, they’re expected to get it right in real time, with real stakes.
Just like an athlete wouldn’t debut a new skill at the Olympics, leaders shouldn’t navigate difficult conversations or crises without prior reps. Without practice, we default to old habits, avoidance, or reactive choices.
This also ties to working in the business vs. on the business. Tactical work consumes leaders’ days (see: meetings, emails, deliverables) but without stepping back to evaluate processes, meetings, and structures, we miss opportunities to improve how we work.
The Power of Practice for Leaders
Structured, deliberate practice accelerates growth. Psychologist K. Anders Ericsson, pioneer of expert performance, found that mastery is less about innate talent and more about repeated, intentional work over time.
Elite performers, from athletes to surgeons to CEOs, reach the top through consistent, focused, and examined reps. Leadership is no different.
What you can do this week to build more practice into leadership
→ Commit to daily growth habits
Example: Spend 20–30 minutes each day reading, reflecting, or studying a new leadership concept, whether it’s a book, article, podcast, or case study.
Put it into practice: Set aside a consistent time each day for focused growth. Take notes, highlight ideas, and jot down ways to apply them. Over time, these small, consistent doses of learning compound into significant improvement in your strategic thinking and leadership confidence.
→ Reflect and review your work.
Example: After a key presentation, conversation, or project, take time to reflect on how it went. What worked well? What could be improved next time?
Put it into practice: Request feedback from your colleagues or a coach to gain objective insight and perspective you might not have on your own. This reflective rhythm mirrors the “M&M (Morbidity and Mortality) meetings” that are common in surgery, where teams openly review outcomes to learn and continuously improve.
→ Practice communication and decision-making.
Example: Before a big board presentation, rehearse it with a colleague who can offer candid feedback.
Put it into practice: Ask them to note not just your words, but your pacing, clarity, and confidence. Treat it like film review for athletes, study and refine.
Shifting the Ratio
Even 10–15% of leadership time devoted to practice pays dividends. Leaders who embed intentional reps accelerate growth, sharpen instincts, and build confidence. When high-stakes moments arrive, they’re not scrambling, they’re ready.
Leading with perspective
Great leadership isn’t about performing endlessly. It’s about practicing deliberately so that when the spotlight hits, performance feels natural, grounded, and effective.
Reflect this week: Where in your leadership rhythm are you only performing? And where can you carve out space for practice?
I'm rooting for you!
CURATED PROFESSIONAL RESOURCES
for the leader who wants to dig a little deeper
The Expert on Expertise: An Interview with K. Anders Ericsson
Six Principles for Athletes that Work for Work, Too
