This is the third post in the Leadership Lessons series — drawn from two decades as an international rugby referee and work now supporting leaders through complex transformation and cultural change.
The Best Decisions Often Happen Before the Moment Arrives
Great referees aren’t just reacting — they’re reading what’s about to unfold. They position themselves early, sense when tension is rising and make quiet adjustments that prevent bigger problems later. The goal isn’t control — it’s clarity. By anticipating rather than chasing the moment, they create space to act wisely, not just quickly.
That mindset is just as crucial in leadership.
In organisational life, leaders who think ahead are able to make more grounded decisions, avoid unnecessary escalation, and build team confidence — not through grand gestures, but through steady presence.
Anticipation Is a Skill, Not a Superpower
It’s easy to assume some people are just good at “reading the play”. But in reality, this is a practiced posture. Anticipation comes from paying attention to rhythm, noticing small changes in tone or energy, and creating the space to sense what’s underneath the surface.
In a leadership context, this might mean:
- Picking up on a shift in team morale before it becomes disengagement.
- Spotting misalignment between strategic intent and daily activity.
- Noticing when silence in a room isn’t calm — it’s withdrawal.
These are not loud signals. But they’re the ones that matter.
Moving from Reactive to Reflective
Modern leadership culture often rewards speed and decisiveness. But too much urgency can trap leaders in a reactive cycle — always responding, never steering.
What breaks that cycle isn’t slowing everything down. It’s building in moments to notice:
- What is this situation calling for — not just what’s next on the agenda?
- Are we making choices that align with our long-term intent, or just solving today’s problem?
- Have we created the kind of psychological safety where early signals can even be voiced?
Thinking ahead doesn’t mean predicting the future. It means staying close enough to the present to see what’s shifting — and responding with care, not just speed.
From Rugby to the Boardroom
In high-level sport, referees learn to anticipate not through instinct alone, but through preparation: watching game footage, understanding team dynamics, staying in close dialogue with their peers.
Leaders need the same. Whether it’s through reflection, honest conversations, or creating space for challenge, the aim is to stay ahead of risk — not just clean up after it.
When leadership becomes purely reactive, we end up firefighting. When it becomes anticipatory, we create cultures where fewer fires start in the first place.
Final Thought
Thinking ahead isn’t about over-planning or control. It’s about relational intelligence, systems awareness, and the humility to pause.
In the next pressured moment, you might ask:
- What’s shifting that we haven’t named yet?
- Are we preparing, or just bracing?
- What would it look like to act with foresight, not just force?
