Mastering the Inner Game of Leadership

Our minds are often consumed by incessant chatter. Past experiences, future anxieties, and ingrained biases constantly collide in this stream of self-talk. Unfortunately, much of this chatter tends to skew negative—a result of our biological programming. Early humans had to prioritize survival, evading danger at every turn. The principle of “better safe than sorry” is deeply embedded in our genetic makeup.

For leaders, this internal noise can pose a significant challenge. They are required to make decisions constantly, and any negative self-talk or bias can lead to flawed judgments.

In the 1960s and 1970s, tennis player and coach Timothy Gallwey introduced the concept of the “inner game.” According to Gallwey, every game operates on two levels: the outer game and the inner game. The outer game takes place on the court, competing against an opponent. The inner game, however, unfolds within the mind, wrestling with anxiety, self-doubt, and self-criticism. It is this inner game that can cloud judgment and hinder excellence.

Humans navigate life with two minds: the conscious and the unconscious. Their interaction, mediated by intricate neural circuits, plays a critical role in determining success.

By applying the principles of the inner game, leaders can elevate their performance. This involves cultivating a state of relaxed concentration—trusting the subconscious in moments of uncertainty, observing without judgment, being more aware and honing the ability to listen and learn. Abraham Maslow describes this state as “relatively egoless, fully functioning, and in the groove.”

Operating from this mental space enables leaders to make sound decisions, even in the face of ambiguity, limited information, and rapid change.