Written by Brisbane Catholic Education Executive Director Dr Sally Towns. Originally published in Australian Council for Education Leaders magazine Australian Educational Leader, AEL 46 Issue 3: Leadership Challenge. Republished with permission.
I am a runner. I am also a leader. As a leader who runs, I am often drawn to the marathon as an analogy to understand leadership. While leadership and running may seem like two vastly different challenges, they have much in common. Both require determination, perseverance, and the ability to overcome obstacles. Just as a marathon runner must train and prepare for the race, a leader must also develop the skills and knowledge necessary to guide their organisation to success. The following leadership challenge explores the parallels I find between running a marathon and being a leader and how lessons learned from one can be applied to the other.
Preparing for a marathon is a long-term process. So is leadership. For instance, I have had to build the foundations of my leadership, similar to the training that is required to cross the finish line in a marathon. I have a faith grounded in my family and education, and a career in many Catholic education schools and systems within rural, regional and metropolitan areas. I have spent decades of my life refining and adjusting my leadership behaviours within a faith-based organisation and cultivating my professional relationships. In running terms, I have the experience of training in my legs.
As with any marathon, my leadership needs a good strategy. Before the race, I set race goals and milestones that are similar to good organisational strategy. However, in every marathon I have finished, this strategy has never worked out exactly as I had planned. The conditions on the day, energy levels, race preparation, nutrition and hydration, chaffing and blisters can all affect the success of the race outcome. Likewise, within leadership there are many emerging opportunities and challenges that need to be navigated, some of which are foreseeable, most of them are not. Nevertheless, it is vital that my leadership approach adapts and responds to the various and diverse challenges that come my way.
I have learnt over the years of running that people are only too willing to give you advice on how best to complete a marathon. It is often in the form of what to eat, what not to eat, how many kilometres you should run, what you need to do in training each week, what to wear, and what shoes are best. The list is endless, and much of this advice is conflicting in nature. I have found in my work as a leader that advice is also free-flowing, and it can clutter my mind if I allow it. Over the years, I have become comfortable letting some of it stick and other advice I have treated as interesting points of view.
Starting a new leadership role is, in many ways, like the beginning of a marathon event. I always feel both excited and scared, often simultaneously. My thoughts are all over the place, and it is often hard to silence the inner critic of my mind – Have I prepared enough? Am I competent enough? How will people around me affect my performance?
As soon as the race starts, I begin to run. Leading an organisation is similar to this. I soon find out that the course is not easy and flat as I expected. Instead, it has hills and other challenges that can make me slower. But there are also may parts of the course that are beautiful and smooth, where I feel comfortable and confident, and the crowd is cheering loudly for me and the other runners. I am focused and motivated, and this is what all runners and leaders want to achieve.
I have learnt in running, as I have in leadership, that it is essential to expect the unexpected. After decades of experience, I now know that I need to pace myself, that self-care is key, that a personal cheer squad is a must if I want to go the distance; that it is important that everyone is on the course together, heading in the same direction; that there will be plenty of tough points along the way but none of the insurmountable; and that the journey is as important as the destination.
The marathon is a gruelling test of endurance and determination, posing many challenges – both physical and mental. While the physical challenges are apparent – the long distances, muscle strain and lactic acid build-up, it is the mental challenges that are the most formidable – the self-doubt, the temptation to quit, the mental fatigue that sets in long before the physical exhaustion. Similarly, leadership is not without its own set of challenges. It demands resilience, adaptability and a strong sense of mission. Similar to a marathon, leadership is a test of endurance and determination, but instead of physical distances, it's about leading people, managing resources and striving towards a vision. But it is in these challenges, both in running and leadership that I draw deeply on my values and faith. These provide me with a sense of purpose and direction. They give me the strength to persevere in the tough times and the courage to stand up for what I believe in. My personal values serve as a guidance system, acting as a compass in my decision making, actions and interactions. My values keep me focused on what matters and enable me to lead authentically.
I am a long way from the end of my leadership journey. I am, I suppose, at its mid-point – I've come a long way, but I have further to go. In leadership and in running, this is the hardest part. I must prepare for the hard work ahead but with the assurance that I am on track. As I have matured in both running and leadership, I have a deeper appreciation for the role that great support systems have in making me better. My mentors, coaches, peers and colleagues provide the guidance and encouragement that are crucial for my success. They also help me cope with the emotional highs and lows that come with both pursuits. There are times when I feel frustrated, discouraged, or overwhelmed by the challenges I face. There are times when I doubt myself or question my choices. There are times when I need to celebrate my achievements or acknowledge my mistakes. In all these moments, I rely on the people who know me well and support me unconditionally. They help me stay positive, motivated, and confident. They remind me of why I do what I do and what I have accomplished so far. They inspire me to keep going and growing.
In drawing it all together, both running a marathon and being a leader require preparation, strategy, and the ability to adapt to unexpected challenges. Just as a marathon runner must pace themselves, stay hydrated, and have a support system, a leader must know themselves, practise self-care, and have a strong team around them if they want to succeed. The journey may be long and difficult at times, but, with determination and perseverance, the finish line can be reached with joy and purpose. Like a marathon, leadership is not just about the destination but also about the journey and the lessons learned along the way.