To get ahead of yourself, why not?
- Phil D'Adamo
- Aug 10
- 2 min read
Updated: Aug 17
I recently came across a post (link below) with four-time AFL premiership player Isaac Smith suggesting that a team sitting on top of the ladder should begin preparing for Grand Final day weeks before they had even qualified.
It raised an interesting leadership question:
WHEN SHOULD LEADERS START PLANNING AND REHEARSING FOR SUCCESS?
The argument was simple.
If you genuinely believe you are capable of reaching the biggest stage, should you start planning and preparing for a championship, or ultimate success, weeks before you actually get there?
The logistics.
The routines.
The expectations.
The emotional challenge.
My first reaction was that it felt uncomfortable to rehearse for something that was probable but not yet certain.
Isn't there something arrogant about preparing for success before it has been earned?
We often hear leaders and coaches say:
"Don't get ahead of yourself."
"Stay focused on the next challenge."
"Take it week by week."
"Stick to the same routine."
"Don't assume success."
And there is wisdom in that.
Without discipline, confidence can quickly become complacency or a distraction.
But there is another perspective.
What if preparing for success isn't arrogance?
What if it is simply confidence in your team and good leadership?
I've seen organisations spend months implementing step-by-step change, carefully managing risks and focusing on what could go wrong.
But when the change starts delivering results, they aren't always ready to fully capture the opportunity.
They haven't helped people imagine what success looks like. They haven't built excitement about the future state.
They have been slow in building on that success. They miss the momentum that comes from people seeing what is possible.
For me, the best leaders don't assume success. But they also don't wait for certainty before preparing people for what comes next.
Perhaps the real lesson is:
Don't assume success. But don't be afraid to prepare for it either.
Great leaders create belief in the future while keeping people accountable for the work required today.
When should leaders start preparing and rehearsing for success — only when it is certain, or while it is still something to be earned?
