Perform Or Else!

Lessons for business from sport.

1. Recruitment
   
   Sports Model
   • In many sports you only get a few chances each year to bring in new athletes, so it is crucial to be constantly looking for potential leaders.
     
   • Recruitment is usually done by former athletes who scour the nation in search of talent. Recruiters are held accountable for their selections.
     
   • Sports recruitment is focused predominantly on observing targets in the field of battle and how they perform under pressure.
     
   • Once the skills are acknowledged, the rest is to ascertain cultural fit.
   
   Business Opportunity
   • Business rarely spends enough time getting to know prospective employees. You cannot learn about a person's cultural fit with your organisation from commonly used techniques.
     
   • Consider using a contractor, rather than rush in to fill a pressing vacancy. Contract market has an abundance of capable people available.
     
   • Involve team members in the interview process, don't delegate responsibility to the Human Resources department.
     
   • It is imperative to do your own reference checking with independent sources. "A leopard never changes its sports." People revert to their natural style under pressure.
   
   
2. Welfare and Well Being
   
   Sports Model
   • Philosophy is to take care of all the "off field" issues and to assist the athletes to achieve some "balance" in their lives.
     
   • Welfare managers work closely with the recruiters and the coaching staff and act as the conduit between the organisation and the athletes' families.
     
   • The ultimate aim of the welfare programme is to faciliate the reinvention of the athlete into another career once their playing/competing days are over.
     
   • In elite sport you cannot perform to your physical capacity, unless you are attuned to the task at hand.
   
   Business Opportunity
   • The work/lifestyle balance is a real issue for most people. Working longer does not normally enhance productivity. (8 till late is common.)
     
   • Improved performance is more likely to come from taking a personal interest in your employees and providing support mechanisms.
     
   • High achieving employees are constantly looking for new challenges, as they calculate their value on the basis of tasks achieved. They are comfortable working in an unstructured environment.
     
   • Reinvention programmes can be of great benefit to longer term employees who will have difficulty adding value in future years.
     
   • Who is the Welfare Manager in your organisation?
   
   
3. What Gets Measured Gets Done
   
   Sports Model
   • Almost everything is measured, appraisals received within 24 hours, athletes are given one on one feedback. No opportunity for denial, facts are always on hand.
     
   • The process is so well defined that it allows you to predict outcomes.
     
   • Having the information enables positive reinforcement, rather than constant criticism, particularly in the context of team based performance.
     
   • Most of the goals are set by the team members or the Leadership group, not by the coaching staff.
     
   • Individual egos must be subjugated for the good of the team.
   
   Business Opportunity
   • Measurement is common in business, but very little of it is usually team based.
     
   • Performance targets must be bought in to by those who do the work.
     
   • The organisation has to be broken down into manageable pieces (50 or less).
     
   • Allow the team members to develop their own measurement indices.
     
   • Techniques are available to measure team effectiveness against Australian business norms. (See www.integrosystems.com.au)
     
   • Performance data, makes it easier for continuous one on one or group coaching.
   
   
4. Leadership at Every Level
   
   Sports Model
   • Sport has always placed a lot of emphasis on leadership. Caring about your athletes as people is recognised as the starting point.
     
   • Athletes are often given minor leadership roles early in their careers.
     
   • Flexibility is a vital part of sports leadership. It is important to adjust styles depending on the level of experience in the group.
     
   • Sport has instituted the "Team at the Top" concept in recognition that the task is too big for one person.
   
   Business Opportunity
   • Leadership is about accepting responsibility and accountability for your actions. Leadership qualities should be a priority during recruitment.
     
   • In business caring about your people means teaching them new skills, setting stimulating challenges and giving due recognition.
     
   • Project teams and breaking the business into manageable pieces provide additional opportunities for leadership experience. Encourage measured risk taking.
   
   

Paul Bourke, Director, BrienBurke and Associates; Melbourne, Victoria; Ph: (03) 9620 3500; Email obrienm@hotkey.com.au; Web Site www.integrosystems.com.au. Paul is the co-author of PERFORM or ELSE!
First published: 24 March 2001.
Last updated: 15 November 2004.