I'm not a surfer, but a number of my clients are, and it's a topic that comes up regularly in coaching sessions. A client was recently in Hawai'i, where a day on the beach resulted in these observations on surfing as a metaphor for leadership and organizational life:
1. You have to keep paddling, because the waves never stop.
Novices can find themselves daunted by the constant effort required to get past the churning foam out to where it's possible to catch a wave. Early in their careers leaders can find themselves daunted by the realization that, unlike when they were a high-performing individual contributor, they're never going to complete their to-do list. As Andy Grove once noted, "My day always ends when I'm tired and ready to go home. Not when I'm done... A manager's work is never done. There is always more to be done, more that should be done, always more than can be done."
2. But you can't surf forever.
Even the best-conditioned athletes get tired--and the most effective ones keenly appreciate the importance of rest. The same is true for leaders, and the most effective ones pay close attention to their need to recharge and rejuvenate themselves. This involves prioritizing sleep, of course, but it also entails creating the necessary space for reflection and strategic thinking on a regular basis, and knowing when to speed up and when to slow down.
3. Sometimes you're in the water, sometimes you watch from shore.
Surfing is an individual pursuit, but it's often a group experience, with friends--and rivals--congregating around the same breaks and competing for the same waves, and things go better when opportunities are shared. At times employees need the leader right alongside them, rolling up their sleeves, and participating fully in the effort. But as leaders get more senior, they need to know when to step back and do less--or even stop entirely--in order to create opportunities for others.
4. "Surfing" isn't just the 30-second ride.
The fleeting moments when a surfer is atop their board riding a wave are the most glamorous part--but everything else matters, too. Learning the breaks, scanning the weather, the patient waiting, the furious paddling, and the endless wipeouts are all equally part of the experience. And leadership isn't limited to those highly visible moments under a spotlight or at the head of the table. Time spent investing in others, the quiet one-on-ones, the sleepless nights, the lonely decisions, the lifelong process of self-development are all equally part of the experience.
Thanks to Matt Cook for the metaphor and the insightful observations.
For Further Reading
Open Loops (Leadership and Uncertainty)
High Output Management (Andy Grove, 1983/1995)
A compilation of articles on recent sleep research.
How to Think (More on Open Space and Deep Work)
"Work Hard or Work Smart?" Is the Wrong Question
How to Scale: Do Less, Lead More
Photo by Aristocrats-hat.
