In the dynamic and ever-changing world of sport, holding onto old ways of thinking and acting in relation to performance and applying them to a modern, fundamentally different context presents a threat to goal attainment, continued development, and ultimately success. In short, leadership – whether it be provided by coaches, team managers, or the athletes themselves, must be adaptable.

Bit of a buzzword if you ask me – what does adaptability actually look like?

Well, according to recent insights1, a distinguishing characteristic of a modern-day and adaptable leader is the ability to hold ‘paradoxical mindsets’ – the ability to balance a set of conflicting beliefs, attitudes, and values which influence the way we operate.

What is a mindset?

The term mindset has no set definition, but consensus agrees that a mindset is commonly seen as the beliefs, attitudes, and values that filter the way that we see the world. This can influence our thought processes, and in turn how we think, feel, and do. For example, think of the Threat/Challenge Mindset. Those who consider events which impede our goals as a threat would act in a more reserved, even nervous way whereas those that perceive goal-blocking events as a challenge are more likely to embrace the experience from the front foot with their actions being more positive and approach-minded (e.g., set more challenging goals, work to eliminate the threat to their goal). Makes sense? If not, have a look at our Instagram (@Leading.Edge.Performance), where you’ll find more examples, including an explanation of ‘Growth Mindset’.

Naturally, mindsets change over time, being influenced by what is important to us, what is important in society, and what is seen as most important to getting to where we want to be. Think 100 years ago. An individual’s mindset is completely different to an individual’s mindset in today’s society – we don’t have to think twice about getting in the car to go to a supermarket for our shopping, but back in 1925 we couldn’t just call into a supermarket on our way home to pick up something to eat right? It may sound like a trivial example, but to me it highlights how it’s safe to say that out mindsets are inextricably linked to the times and society we live in.

But a danger of this is becoming stuck in an outdated mindset which isn’t grounded in current reality. Think of the coach that often refers to how things were “done differently back when I was playing”, or how “this drill/training/style of play used to work well” when results start to wane. Mindsets have to change, and it’s so important for leaders (e.g., coaches, team managers, performance directors) to keep in tune with their mindsets and how they are moving their beliefs, attitudes, and values move with the times that they operate in. Enter paradoxical mindsets…

So, what is a paradoxical mindset?

Good question! Let’s start with what a paradox is. A paradox is defined as ‘a seemingly absurd or self-contradictory statement or proposition which when investigated or explained may prove to be well founded or true’2.

For example:

            “Less is more”

            “The only rule is that there are no rules”

            “The word ‘impossible’ is not in my vocabulary”

Get the picture? The idea itself is contradictory to what the line is saying – how can having no rules be true when that is a rule itself?

How do paradoxes refer to mindset and improve performance?

A paradoxical mindset refers to a mindset that holds seemingly contradictory beliefs in an approach that is more ‘being both’ rather than ‘either-or’ way of thinking. In holding a paradoxical mindset, people become more comfortable in operating on a spectrum of one extreme to another in a way that fits best rather than dismissing one contradiction for another, all in the name of achieving high performance.

What we don’t want to do is amplify one area to the detriment of another but work with both sides of an argument to hit a sweet spot. This is important when managing a group of individuals who no doubt will all have their own preferred mindset and ways of working.

Have a look below at some of these paradoxical mindsets.

Confidently Humble

Confidently humble leaders exude self-assurance without arrogance. They make decisive choices while remaining eager to learn from those around them. With strong self-awareness, they acknowledge their limitations honestly, which strengthens their credibility.

“I inspire confidence in my abilities and actions while staying honest about my limitations. I recognise that ambitious goals cannot be achieved alone.”

Ruthlessly caring

Ruthlessly caring leaders are deeply committed to both results and people. They value interpersonal, human connection, treating others with respect while providing both support and constructive challenges. They navigate tough decisions with emotional resilience and compassion.

“I make difficult decisions to drive high performance, but I never lose sight of the need for empathy.”

Responsibly daring

Responsibly daring leaders are audacious, embrace boldness, and seek opportunity in challenge. They feel responsible for making a difference in their environment. Always finding the positives over negative, focus on the future rather than the past, drive innovation over stagnation, and take responsibility for their brave actions.

“I believe in pushing boundaries because everything is worth trying and anything is possible. As a leader, I am accountable for both our progress and the way we achieve it.”

Politically virtuous

Politically virtuous leaders are those who demonstrate integrity and are seen as genuine, yet savvy. They influence those around them, live their values, are open about what they can and cannot talk about, and effectively navigate tough decisions where there is no ‘right’ answer.

“To enhance performance, I must be both astute and principled and I always have to do the right thing.”

Ambitiously appreciative

Ambitiously appreciative leaders are relentlessly driven, always pushing for excellence in themselves and others and often they are never satisfied with their own and other’s standards. Yet they maintain perspective. They set demanding objectives, celebrate achievements, while recognising and appreciate the values that matter to people in life.

“To achieve ambitious goals, I need to be relentless and determined but I also need to ensure sustainability and keep a balanced perspective.”

Conclusion

Developing leaders are driving performance by holding elements of five contradictory mindsets, which support themselves and others around them to perform effectively within their context, whether this be sport, business, or other areas of high performance. Simply put, to excel in a modern environment, leaders must let go of outdated ways of thinking and embrace this new set of seemingly contradictory beliefs, attitudes, and values. These more modern mindsets follow the ‘both/and’ way of thinking, which those who aim to become leaders must master to become future-fit.