Think You Can Handle a Supercar? What Racing a Ferrari Taught Me About Leading a Team

"To finish first, you must first finish."

— Rick Mears

Thinking I was Michael Schumacher

I was all geared up, standing in the pit lane, next in line to get behind the wheel of a Ferrari for my turn around the track. Having just toured the Ferrari factory, I was part of a unique trip made available to customers of a company I previously worked for, now getting the opportunity to take one of these beautiful machines around Ferrari’s legendary test track near Maranello, Italy.

The first lap was with a professional driver, who demonstrated how to handle the car on the track—navigating the corners, straightaways, and chicanes with precision. I learned when to brake hard, when to hit the throttle, how to approach corners with the perfect line, and when to let the car drift wide.

Then it was my turn. I had grandiose visions of returning to the garage and seeing my name at the top of the leaderboard, the Michael Schumacher of this group of newbie supercar drivers. I accelerated hard out of the pit lane, the engine roaring as I pushed the Ferrari faster than I’d ever driven before. This was a car built for speed, and the combination of raw exhilaration and the thrill of taming this $200k+ beast was palpable.

After completing my laps, I rushed back to the garage, eager to check my lap time on the screen. When it finally appeared, my average speed of 122 km/h was humbling—nowhere near the top speeds of the day, and roughly equivalent to my usual highway commute. It was a fun but humbling experience.

The Beginner’s Fallacy Trap

What I encountered on the track that day was the beginner’s fallacy. I overestimated my abilities, assuming that my experience with everyday driving would easily translate to high-performance driving in a supercar. But driving a car is one thing; driving a supercar at its limits is a different challenge entirely.

As leaders, or new managers, we can fall into the same trap, overestimating our abilities to lead a team simply because we’ve been part of one. When I first started managing, I was determined to lead my team the way I wanted to be led. But I didn’t account for the subtle nuances and skills required to manage people effectively.

So, how do we ensure that we step into a leadership role without falling victim to the beginner’s fallacy?

Five Ways to Avoid the Beginner’s Fallacy in Leadership:

1. Seek Guidance Early

Just like the professional driver guided me on the track, seek out mentors or experienced leaders who can provide insights and feedback. You can do this by identifying someone in your organization or industry with leadership experience and setting up regular check-ins with them. Use these meetings to discuss challenges, seek advice, and get feedback on your leadership approach. This will provide you with a solid foundation and help you avoid common pitfalls.

2. Embrace Continuous Learning

Leadership is an evolving skill, much like mastering the art of driving a supercar. Commit to ongoing education by enrolling in leadership courses, reading management books, or listening to leadership podcasts. Dedicate time each week to learning something new about leadership. Additionally, attending workshops or webinars that focus on specific skills, like conflict resolution or strategic thinking, can significantly enhance your leadership toolkit.

3. Understand the Terrain

Just as I had to understand the track’s layout and conditions, you need to understand the unique dynamics of your team. Conduct regular one-on-one meetings with each team member to uncover their strengths, challenges, and motivations. By gathering insights into how your team operates, you can tailor your leadership approach to better support them and ensure you’re leading effectively.

4. Be Humble

Driving a Ferrari at high speeds taught me that there’s always more to learn, no matter how experienced you think you are. Similarly, in leadership, practicing humility is key. Make it a point to listen more than you speak in team meetings. Ask open-ended questions and encourage your team to share their perspectives. Acknowledge when you don’t have all the answers and be willing to learn from your team members. This approach fosters a collaborative environment and demonstrates true humility.

5. Adapt and Adjust

Track conditions can change in an instant, and so can the dynamics within your team. Implement a feedback loop by regularly seeking feedback from your team on your leadership style and their working environment. You can use tools like anonymous surveys or suggestion boxes to gather honest input. Review this feedback and be prepared to make changes based on what you learn. Being adaptable means continuously evolving your approach as new information and situations arise.

Closing Thoughts:

"The moment you think you’ve got it figured out is the moment you stop improving."

— Tony Stewart

It’s been about 15 years since I first started managing people, and while I’m more confident in my abilities, I know I don’t have it all figured out. Adaptability is critical—because just when you think you’ve mastered the track, the course changes, and you’re faced with a whole new set of leadership challenges.