If you live in Australia, especially in Brisbane, Geelong, or Melbourne, you’ll know that a few weekends ago was the Australian Rules Football Grand Final, played between my team, the Geelong Cats, and the Brisbane Lions.

Brisbane won the game, and my team lost – hugely disappointing – but I’ve moved on from that now (you know the perspective thing: you can’t change the result and there are other things happening in the world that are a little more important to keep in focus).

A few weeks ago, however, I was in a very different head space. I was immersed in the build-up that comes before big games.

Reading articles about what the experts thought might happen on the day, watching clips my kids passed on from TikTok and Instagram, and listening to interviews.

One particular interview I watched, just before my son Charlie and I headed to the “Big Dance,” was with sports commentator Nigel Carmody and Gary Ablett Jnr (former AFL Player for Gold Coast Suns and Geelong Cats). During the interview, Gary said:

“I am more nervous about the game because I am not playing. When you are playing you have some form of control.”

That comment got me thinking about how true this is if you’re on the sidelines with a vested interest – wanting to see an outcome or a goal achieved but not being able to directly influence it.

Almost every leader I’ve worked with, at all levels, has felt this way at some point.

And sometimes it’s a tricky feeling to navigate, because there’s this urge and desire, sometimes even a strong temptation, to jump in, take over, and make sure the outcome you want happens.

In Gary Ablett Jnr’s case, he couldn’t act on that temptation, but as leaders, we often can. There’s an open gate to run onto the field, so to speak.

And while there are times when it might be wise to put on the boots, play the game, and kick some goals, there are also occasions when it’s not – like when your people need to own what they’re doing, build their confidence, learn, grow, find their own rhythm, or prove themselves.

Honestly, I could keep going with a long list of reasons.

When you’re in leadership, it’s something to be really mindful of. So this week, here are a few questions to reflect on:

• Where might I be tempted to jump in and take over, rather than letting my people work it through?
• What’s the impact when I step in too quickly – on me, on them, on the bigger picture?
• How could I decide when to play, and when to stay on the sidelines?

I trust this has got you thinking and has been helpful, in some way, shape or form.

Until next week, be well and lead well.