Leadership Beyond the Bench: First-String or Coming off the Bench, Embrace Your Role
In business or leadership, pressure is often felt to be a first-string player, leading the charge and making those critical decisions. This feeling can make you feel inadequate and worst as a failure if you don’t always succeed in your role. I hope you can indulge me by allowing me to use this sport’s analogy to help us explore a unique perspective on leadership roles. Let’s look at both situations and search for value in both.
The First-String Leader:
We all remember, perhaps in our childhood sports experience, that there were natural players who excelled in their positions, and they even seemed to have much more leeway with the coaches when they made mistakes. The first-string leader is always in the driver’s seat, setting the vision, making critical decisions, looking and feeling successful, and guiding and growing others. Although this is a crucial position, this role does not define leadership.
Often, first-string leaders feel inadequate, unsure, and unsuccessful. Whether this perception is accurate or not, the feeling is authentic to the leader.
Blind spots for the first-string leader can be confirmation bias, overconfidence, lack of self-awareness, inability to seek and accept feedback, and much more.
For first-string leaders to be influential and make informed decisions that benefit the team and organization, they must practice self-reflection, openness to feedback, and a commitment to personal and professional growth and improvement.
Having a mentor or a coach as a sounding board, a trusted advisor, and a partner can assist the first-string leader in navigating challenges, developing skills, and achieving goals.
Coming off the Bench:
While everyone who plays wants to be a starter, there is value in coming off the bench. This role for a leader adds the skills of flexibility, adaptability, and collaboration. Leaders who come off the bench contribute fresh perspectives, insights, and support when needed. They are less likely to micromanage and more likely to delegate, and they will be more attuned to their own emotions and the emotions of others. Coming off the bench is easier for a first-string leader when they must step back to assess or gain perspective after an unsuccessful event.
Blind spots for leading from the bench could include lack of visibility, feeling disconnected, potential for frustration, and risk of burnout.
By recognizing and addressing these potential negative traits, leaders can maximize their impact and influence, foster greater collaboration, and continuously improve their skills.
The Versatility of Leadership:
Whether a first-string leader or coming off the bench, you should strive to embrace your role. When I was coaching, I often would sit players to change the chemistry of the team or game or to give the first-string player some perspective by watching the game from a different position. Similar to starting someone from the bench. Sometimes this was a great incentive and motivator to get in and contribute immediately. Everyone quickly realized that each position or player had a role in our success.
Leaders willing to come off the bench are more likely to experience versatility, being in the background until needed and empowering their staff to shine. Leaders see that collaboration is at its best when the team feels empowered.
Achieving Success at any Position:
Each leader has a unique set of talents which, like an athlete, will help them to rise above others. But leaders must understand they can only excel at some things the organization does. By recognizing their strengths and limitations, leaders are more likely to create an environment that maximizes collective potential and drives overall success.
Leadership, like playing sports, requires practice, growth, and continuous improvement. Whether you have set your sights on being a first-stringer or coming off the bench, you need to understand your role at the time and how it aligns with the organization.
Conclusion
In conclusion, leadership is more than being a first-string leader or coming off the bench. To be successful, you should be both and recognize when it is crucial to become the versatile leader you need to be. Regardless of your position, embrace the opportunity each role presents and leverage them for your organization’s success.
About the Author
Ray Langlois, M. Ed. is an independent consultant and owner of Everyone Thrives Consultant Services . He is passionate about helping those in need to succeed. Whether in business, professionally, or in life, his mission is to see everyone thrive. Everyone Thrives is a purpose-driven company that focuses on leadership and strategic consulting.
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