The two engines of hidden potential
What if growth depends less on pushing harder and more on choosing the kind of effort that boosts the moment you’re in?
See if you recognise yourself in this pattern:
A deadline approaches, pressure rises and your instinct is to tighten the system, which means more review, structure and discipline.
High performers often turn to precision when they feel stretched. Refinement stabilises performance and builds reliability – and yet many leaders notice after weeks of controlled effort that the needle has moved only slightly.
Chapter 4 of Adam Grant’s Hidden Potential offers a valuable reminder that performance has two engines: one built for refinement, the other for possibility. When those two work together, the brain responds with the kind of adaptability that fuels sustained performance.
The first engine: Deliberate practice
This is a structured space where skills are sharpened through intention, repetition and feedback. Neuroscience shows that focused repetition forms stronger, more efficient neural pathways, especially when attention stays anchored on a single element at a time.
Neuroplasticity research reinforces that deliberate practice strengthens circuits through focused attention, targeted effort and repeated activation. This is the subtle work of progress:
- refining a movement,
- strengthening a behaviour or
- shaping a habit through purposeful action.
It brings meticulousness, strengthens identity and anchors confidence through evidence of improvement.
The second engine: Deliberate play
Deliberate play brings a different kind of acceleration, introducing variety, curiosity and creativity into the learning loop.
In the brain, “play mode” lights up reward pathways, reducing threat responses and opening the door to experimentation - all of which are crucial for innovation and long- term engagement. When learning feels expansive rather than pressured, the brain stores information more deeply and retrieves it more flexibly.
Contrary to what many believe, deliberate play is highly focused. It allows you to explore purposefully, grow your skills in unexpected directions and reveal capacities that structured practice alone overlooks.
It widens your field of view.
Knowing when to switch engines
High performers alternate between these engines with awareness. They move from discipline to exploration and from structure to curiosity, depending on what their goals - and their nervous system - call for.
The rhythm looks different for each person, and the decision usually comes down to the question, “What state of mind will enhance my next step?”
Some moments invite focus, while others invite discovery. Both serve performance when used intentionally.
Here’s a practical example
In many of my workshops, we explore deliberate practice and deliberate play through a series of role-play scenarios.
- In one specific case, the brief was intentionally far-fetched: convince a colleague that the Earth is flat, that the company is about to open its first boutique on Saturn, or that Wonder Woman visited the store to purchase a specific pair of shoes.
The goal wasn’t to “win” the argument, but to practise the deeper skills behind trust- building - logic, authenticity and empathy - without the pressure of real-world stakes.
When the scenarios were absurd, the brain relaxed its threat response. This opened space for experimentation, humour and creative problem-solving.
Once the team shifted back to their daily interactions, those same communication skills became easier to access because they had been trained in a low-pressure, high-curiosity environment.
This is the essence of deliberate play in a B2B context. It’s a structured yet imaginative exercise that strengthens the very capacities teams rely on when the situations become real.
Why this matters for leaders and teams
Leaders often encourage deliberate practice while unintentionally restricting the play that sustains motivation. In contrast, teams thrive when their work invites progress and breathing room for exploration.
Deliberate play strengthens cognitive flexibility, nurtures creativity and builds psychological safety because the environment signals openness rather than pressure. On the other hand, deliberate practice anchors stability, direction and competence.
Together, they encourage individuals as they move toward the clarity and coherence required by the neural leadership journey.
Practical ways to apply this
For individuals:
- Choose one behaviour to refine through short, focused practice rhythms.
- Create low-stakes spaces for experimentation, like new formats, questions and approaches.
For teams:
- Set micro-goals for deliberate practice during projects.
- Build moments of deliberate play into workshops, like scenario shifts, role swaps and creative problem frames.
For leaders:
- Model both disciplined refinement and thoughtful experimentation.
- Signal permission for curiosity.
Why does the brain benefit from this dual approach? Because one engine strengthens capability, while the other expands it.
Your invitation
When practice has intention and play has direction, growth becomes easier to sustain. Selecting the learning state that elevates your next step brings balance, and alternating between structure and exploration keeps performance adaptable.
Grant’s message serves as a guide to design the rhythm that works for you. Use the engine that fits the moment, and shift when your mind signals that a different approach will move you forward.
About the author
I’m Dorothée Oung, Executive Coach and Neuroleadership Expert. I work with senior leaders and executive teams to apply neuroscience in practical, results-driven ways. My goal is to guide emerging and established Neuroleaders through deliberate, evidence-based practices that elevate how they lead, think and show up in the world.
