In a world where competition is fierce and time is always limited, what matters is not only doing things right but, more importantly, doing them fast. Organizations that take too long to make decisions get left behind. Teams that wait until after five meetings to take action miss crucial opportunities. Modern leadership requires a different approach: it’s not about controlling but about accelerating. It’s not about working harder but about leading smarter. Above all, it’s about having the courage to act swiftly when it truly matters.
This article outlines three leadership principles at the heart of what we refer to as competitive speed. Not hollow management jargon, but science-based insights that help leaders gain real momentum with their team: Set a Goal, Clear the Road, and Floor It.
Speed without direction is recklessness. The first principle revolves around setting a clear, shared, and meaningful goal. That seems like an open door, but research shows that only 42% of employees know where their organization wants to go (Gallup, 2023).
A powerful goal:
Kotter (1996) argues that for change to gain real momentum, there must be a “sense of urgency” and a compelling vision. And that vision must not only live in PowerPoints, but also in the minds and hearts of the team.
Hackman (2002), the authority on team performance, states that clear goals are one of the three core conditions for well-functioning teams, in addition to proper composition and supportive context.
But note that direction only works if there is also buy-in. That requires leadership that listens and connects. According to Quinn (2015), real movement only occurs when the goal resonates with what people truly care about.
At the same time, it is important to recognize that goals are not always static. In complex and rapidly changing contexts, leaders must hold space for emergent strategies (Mintzberg, 1994), where direction emerges through interaction with reality. In this sense, leadership is not adhering to a single course of action, but instead deliberately navigating between direction and responsiveness.
Not the team, but the circumstances often put the brakes on. Real acceleration is only possible when leaders actively make room in systems that are naturally resistant to change. More often, it is in the way: bureaucracy, vague assignment formulation, clashing interests, resources arranged too late, and incomplete teams.
This is where the second principle comes in: Clear the Road. The modern leader is not a commander, but a traffic controller and clearer. Facilitating, relieving, and proactive.
Gary Yukl (2013) refers to this as “supportive leadership,” which involves ensuring that the team can perform by removing barriers and providing necessary resources.
What that means in practice:
According to Goleman (2000), this requires emotional intelligence: leaders must not only understand structures, but also ánd sense where teams get stuck.
At the same time, it is essential to recognize that many obstacles cannot simply be “removed.” Organizations often face conflicts of interest, political games, and structures that can hinder change.
It therefore requires leadership that negotiates, looks systemically (Follett), and dares to enter into conflict (Argyris). Clear the Road, thus, also means recognizing and working through friction, not denying it.
Finally, the organizational structure itself is also sometimes an obstacle. In matrix organizations, project teams often have to fight against line interests. Floor it? Forget it. Leaders must then provide temporary autonomy and protection: a pressure cooker in which the team can really accelerate.
Now that the goal stands and the way is clear, comes the moment when leadership makes the difference: Floor It. Not waiting. Don’t muddle through. Step on the gas pedal.
This principle is about bringing rhythm and urgency without causing burnout. It requires:
According to Deci & Ryan (1985), people thrive best when they feel competent, connected, and autonomous. Thus, the leader who applies “Floor It” must excite without micro-managing, and direct without stifling.
Goleman (2000) calls this a mix of pace-setting, coaching and visionary leadership. It takes an exceptional feeler to know: who needs recognition, who wants autonomy, who thrives on competition?
“Floor It” means accelerating with policy. Not pushing to overload, but creating a rhythm that people want to get into. According to Schaufeli & Taris (2014), sustainable performance is only possible with a good balance between effort and recovery. Floor It, therefore, also requires knowing when to slow down.
Note that not everyone thrives on the same gear. In diverse teams, rhythms can clash. Where rapid iterations energize one person, another feels overcharged. Leadership here means dynamically attuning to different motivational profiles and normalizing the conversation about it.
Use reflective stops as part of the rhythm. What works? What inhibits? What can we recalibrate? Accelerating rhythmically also means: daring to adjust without losing face.
Therefore, a smart leader does not work with rigid, long-term plans, but with an agile mindset: breaking down the end goal into manageable, challenging sub-goals. Each milestone achieved acts as dopamine for the team.
Together, these three principles form a powerful and current leadership model. Not theoretical, but directly applicable in any organization that wants to combine speed with quality.
Leadership is no longer a role. It is a skill. A profession. A dynamic ability to provide direction, space, and rhythm, so that teams can cash in on their potential. Not in ten years. Not in six months. But now.
But let’s also be honest: accelerating is exciting. It takes courage, self-knowledge, and daring to make mistakes. It means not only pacing, but also enduring silence. Not only steering, but also learning.
So:
Floor it. And learn along the way.
Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum.
Follett, M. P. (1924). Creative experience. Longmans, Green and Co.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
Hackman, J. R. (2002). Leading teams: Setting the stage for great performance. Harvard Business Press.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Mintzberg, H. (1994). The rise and fall of strategic planning. Free Press.
Quinn, R. E. (2015). The Positive Organization. Berrett-Koehler Publishers.
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the Job Demands-Resources model: Implications for improving work and health. In G. F. Bauer & O. Hämmig (Eds.), Bridging occupational, organizational and public health (pp. 43-68). Springer.
Weggeman, M. (2007). Leading professionals? Don’t. Scriptum.
Yukl, G. A. (2013). Leadership in organizations (8th ed.). Pearson Education.
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