Balancing the Sprint and Marathon Mindset
This is a McKinsey quote: “The CEO role is peerless, exciting, rewarding—and notoriously all-consuming. McKinsey’s research highlights the mindsets and practices of the best CEOs. Portfolio-company CEOs need to master these dynamics and add another layer: delivering a broad and challenging agenda within a short time frame. In short, these leaders must train for sprints and a marathon simultaneously. Typical CEOs look at their calendars to prioritize their week, while portfolio-company CEOs look at their watches.” (*)
The quote from McKinsey highlights the unique and demanding nature of the CEO role, particularly for those leading portfolio companies. The idea of simultaneously training for both a sprint and a marathon is a powerful metaphor for the balancing act that CEOs must perform. On the one hand, they must be able to execute quickly and make decisions under pressure, similar to a sprint. On the other hand, they must also have the endurance and sustained focus to complete the long-term journey of leading a company, similar to a marathon.
The previously written article also discussed balancing the sprint and marathon mindset in leadership. It emphasized the need for leaders to take a more sustainable approach to their work, viewing leadership as a marathon and investing in self-care to ensure they have the energy and focus on going the distance.
While both perspectives recognize the importance of balancing the demands of short-term execution with long-term sustainability, the McKinsey quote adds a layer of complexity for portfolio-company CEOs. These leaders not only need to master the dynamics of leading a company, but they also need to deliver a broad and challenging agenda within a short time frame. It emphasizes that the CEO role is difficult and time-sensitive, so they must simultaneously be prepared for sprints and marathons. This requires an even greater level of focus, discipline, and adaptability.
Is running a marathon at a sprint speed unhealthy?
Yes. Running a marathon at a sprint speed is unrealistic and unhealthy. A marathon requires a different pacing and strategy than a sprint; trying to run it at a sprint speed would likely lead to injury. Similarly, in leadership, sustaining a sprint mindset for the long term can also be detrimental to both the leader and the organization. Such a situation could result in exhaustion, suboptimal decision-making, and an inability to maintain the organization’s long-term viability.
However, the metaphor of “training for both a sprint and a marathon at the same time” does not mean running both at the same speed; instead, it means being able to switch between both strategies and mindsets depending on the situation. It means being focused, decisive, and quick to react when necessary, but also having the patience, endurance, and long-term vision to sustain the leadership journey.
Leaders must understand the distinction between sprints and marathons, adjusting their leadership strategy and methodology to suit the immediate context. This means knowing when to shift gears and when to slow down and take a more measured approach. This also involves leaders prioritizing their physical and mental well-being to guarantee optimal performance in immediate and extended scenarios in immediate and extended scenarios.
What are the essential qualities of success?
Several qualities are essential for a leader who can effectively balance the demands of short-term execution with long-term sustainability. Some of the crucial attributes include:
- Adaptability: Swiftly adjusting to fluctuating scenarios and making decisions amidst high-pressure situations.
- Vision: The ability to see the big picture and set a clear direction for the organization.
- Strategic thinking: The ability to think ahead, anticipate challenges, and plan for the future.
- Resilience: The capacity to recover from obstacles and uphold a positive mindset during challenging times.
- Emotional intelligence: The capability to comprehend and regulate one’s feelings, as well as empathize with and manage the emotional states of others.
- Self-awareness: The ability to understand one’s strengths and weaknesses and adjust accordingly.
- Self-care: The ability to care for one’s physical, mental, and emotional well-being to ensure one can perform at their best.
- Communication: The ability to communicate one’s vision and plans clearly and effectively to others and to listen to feedback and input.
- Decision-making: The capacity to make prudent choices, assess advantages and disadvantages, and undertake measured risks.
- Collaboration: Working effectively with others and building strong teams.
It’s important to note that these qualities are not mutually exclusive; they all work together to create a well-rounded and effective leader. Additionally, it’s not that a leader is born with these qualities, but they can be developed and nurtured over time through learning, experience, and self-reflection.
Quote: “Leadership is a marathon, not a sprint, but the best leaders know how to sprint when they need to.”
(*) A playbook for newly minted private equity portfolio-company CEOs | McKinsey. https://www.mckinsey.com/industries/private-equity-and-principal-investors/our-insights/a-playbook-for-newly-minted-private-equity-portfolio-company-ceos
