I had a revealing experience playing shinny hockey (I’m a goalie) that perfectly illustrates a critical leadership principle. One session, I was “in the zone,” seeing the puck well, stopping almost everything. The next, I was struggling, overthinking every move, and pucks were flying past me. Analyzing what changed, it hit me: the first day, I was just being a goalie; the second, I was trying to play goal. It’s a subtle distinction, but recognizing it immediately improved my game. This same “BE vs. Play” dynamic applies powerfully to leadership in your Small or Medium-Sized Business (SMB).

The Difference Between “Playing” a Role and “BEING” a Leader

When we consciously “play” a position, in sports or as a leader, we’re often stuck in our heads, constantly analyzing: “Should I do this or that? What’s the ‘right’ leadership principle here?” By the time we’ve processed all the options, the opportunity (or the puck) has often passed us by.

Conversely, when we simply are a goalie, or are a leader, we allow our instinct, training, and accumulated experience to guide us. Decisions become quicker, more intuitive, and often, remarkably better. The effort feels less forced, and we’re more attuned to the flow of the “game.” As a fractional CIO, my aim is to be that experienced IT leader for your SMB, drawing on years of practice to provide timely, effective strategic guidance, not just “play the role” by ticking boxes.

Cultivating the “BEING” Mindset: It’s Not About Stopping Thinking

This isn’t to say we should abandon thought and rely solely on gut feelings. We absolutely need to reflect on past decisions, continuously learn new concepts, and gain experience (from both successes and setbacks). But when the game is on the line, when a critical decision needs to be made, we need to trust that foundation and simply BE the leader our team and business require.

How can you cultivate this state of “BEING” a leader in your SMB?

1. Constantly Learn and Grow (Fill Your Arsenal):
   • The more knowledge, tools, and experiences you accumulate, the richer the foundation your instincts can draw upon. In business, this means understanding your market, your customers, your team’s capabilities, and emerging trends (including technology). Observe, reflect, and absorb.
2. Practice New Approaches When the Stakes Are Low:
   • Don’t try out a brand-new leadership style or a radically different decision-making process during a crisis. Use quieter times, smaller projects, or internal initiatives to experiment, push your comfort zone, and gain experience with new methods. This practice builds the “muscle memory” for your leadership instincts.
3. Relax and Trust Your Foundation:
   • The more stress or anxiety you bring to a leadership moment, the more likely you are to revert to overthinking (“playing” the role). Cultivate a sense of calm and trust in your accumulated learning and experience. This allows your more intuitive, experienced self to guide your actions.

Embracing Imperfection on the Path to “BEING”

Even when you operate from this state of “BEING,” mistakes will happen. A metaphorical “puck” will get past you. You might lose a key employee, or a business deal might not pan out as hoped. But these moments, when approached with a learning mindset, simply add more valuable experience to draw upon next time you’re called to make a crucial play.

What’s Next

Stop consciously “playing” the leadership role as if it’s a part in a play. Instead, focus on cultivating the knowledge, experience, and mindset that allow you to authentically BE the leader your SMB needs. Your team, your business, and your own effectiveness will thank you for it, helping everyone “Succeed Sooner.”

Is your SMB leadership team sometimes caught “playing” at strategy or overthinking decisions instead of confidently “BEING” the strategic leaders your business requires? If you’re looking for an experienced partner to bring seasoned, intuitive IT leadership to your team and help you cultivate this decisive mindset, let’s connect with Succeed Sooner Consulting.