The pace of change today is accelerating. As leaders, we are expected to respond to shifting consumer behaviours, emerging technologies, evolving markets, and cultural dynamics, often all at once. Priorities can change overnight, while expectations continue to rise.
For those in leadership positions, the question is: how do we deliver at speed without without overwhelming, demotivating and sacrificing the wellbeing of our teams, as well as sacrificing quality?
Lessons in leadership from… sports
As a sports enthusiast, I often draw lessons from training. Two phrases have stayed with me: “slow is smooth, and smooth is fast” and “keep some fuel in the tank.” Both are about pacing yourself, sustaining effort, and reserving energy for when it matters most. The best performances come from consistent effort executed with precision, with a few well-timed bursts where they have the greatest impact. Leadership works the same way.
I believe the same applies to leadership. Progress happens when we find a sustainable pace that allows us to move quickly and deliver high-quality work, with bursts targeted for maximum business impact.
Constant pace, high quality
In high-intensity sports, starting too fast almost always leads to collapse. Leadership is no different. The temptation to chase every opportunity or respond instantly to every trend can be overwhelming. Speed without control turns into chaos. The best leaders know when to accelerate and when to pause to protect quality. They create space for reflection before reaction, ensuring that the drive for speed never comes at the expense of clarity or craftsmanship.
The other risk is paralysis. As Paul Arden said, “When it can’t be done, do it. If you don’t do it, it doesn’t exist”. Too often we fall into the trap of over-thinking and over-validating, or hiding behind process, finding reasons not to act. Acting fast is about moving with intent and fostering a culture where teams feel safe to experiment, learn, and adjust. When that happens, speed becomes empowering rather than exhausting.
Double-down on what matters
Focus is the other critical skill. Not every problem needs solving immediately, and not every opportunity deserves urgency. The key is to be choiceful and constantly ask where we can make the biggest difference and what is strategically right for the business.
In fast-moving environments, it is easy to be distracted. The best leaders anchor speed to direction, keeping teams aligned to the bigger picture while empowering them to act
decisively. Prioritisation and the courage to say no separate busy teams from effective ones. By focusing on fewer and better battles, we create space to think deeply, test bravely, and deliver work that moves the needle. Like in sports, success comes from a steady, sustainable pace, plus well-timed bursts where it matters most.
Showing up as your best-self
Speed is often associated with urgency and motion, yet calm is one of the most underrated qualities of leading at speed. When the environment is volatile, people look to leaders for stability and clarity.
The best athletes and team captains know this well. When the game gets chaotic and pressure builds, they are the ones who stay composed, read the field and make decisive calls. Leadership works the same way. A clear head enables clear decisions, confidence builds confidence, and balance turns pressure into performance. Effective leaders bring energy when momentum is needed and stillness when the team needs to reset, turning pressure into performance.
Bringing it all together
Leadership at speed is an exercise in balance. It combines pace with precision, focus with intensity, and urgency with empathy. Like in sport, leadership is not about constant acceleration but knowing when to hold steady, when to recover, and when to sprint. It is about keeping ourselves and our teams aligned to what truly matters, protecting quality, and showing up with calm clarity.
When we achieve the balance between speed and discipline, energy and composure, pace and purpose… we stop chasing change and start shaping it.
