Arthur Ashe is a name many people remember, both for his pioneering accomplishments in professional tennis, as well as his world-class demeanor in the face of incredible odds, on and off the court. The Stadium Court at Flushing Meadows, where the U.S. Open is held annually, is named in his honor. Ashe once offered this insight to the attendees at a tennis clinic where he was teaching:

“The single most important difference between the professional money players and the really good amateur players is “speed to execution.” The professionals are one critical second faster in their decision-making than the best amateurs. The best amateur players are one second faster than the average players, and so on and so forth. A mere one second in decision–making makes all the difference between a world–class player and a good club player.”

I’ve thought about that recently, as I watch the world continue to “flatten” at rapid speed. Stop and think about it: things that were once “impossible” – like sharing large video files over the Internet – are now part of our everyday lives. A company that didn’t even exist during the 2004 election cycle is now changing the face of politics and culture, with a $1.6 billion buyout from Google adding to the legend and lore of the Y ouT ube phenomenon. Everywhere you turn, it seems, technology is heating up and speeding up, increasing the pace of our lives.

Which means that the “speed to execution” that Ashe spoke of is all the more crucial for leaders. While it may not be reduced to “one critical second” as it is in tennis and other sports, today’s leader needs to be fully aware that technology is radically changing the speed at which important, critical decisions will have to be made. Often, the luxury of “having a meeting about it” or delaying the decision is no longer an option.

To separate yourself from the amateurs and play at a pro level, you’ve got to be ready to execute when your leadership skills are needed at a critical moment. Among other things, that means:

• Sharpening your skills on a daily basis. Good decisions beget good decisions – and you’ll gain the confidence you’ll need for “speed to execution” by simply stringing together a succession of solid “non-critical” decisions on a day-to- day level.

• Paying attention to the needs of your body , soul and spirit. Simply put – you cannot execute and be “on top of your game” when the chips are down, unless yourl ife is in balance. You need to mak esure that you’re getting the res tyou need, attending to your diet and exercise requirements, and feeding your soul and spirit with nourishment that stretches and strengthens you.

• Keepingupwiththechangesaffectingyourparticularbusinessor industry . Leaders are readers – they stay abreast of the latest developments and trends, and take the time to “think ahead” about how those might affect their particular company or organization. The more you know , the more likely you are to avoid being blindsided by something that you never saw coming.

Improve your “speed to execution” and you’ll also see your leadership skills increase, from amateur to professional – and with it the success of the enterprise that you find yourself