What do you do if your sports team or franchise is struggling to launch and manage successfully?

Dig in and start asking questions, go in with an open mind and find out is it the People, Process or Product or what combination of all three?

Creating an open atmosphere of discussion where everyone can put across three points which they realise is the root cause. Rectification of all points one by one . Making team realise and work on their strengths and go all out .

Well thought out and presented. It’s important to be objective, identify and recognize the strengths while addressing the challenges so that your team is motivated and not discouraged

In my experience, it is better to prepare and execute all aspects of the management and execution process. In the excitement of wanting to launch quickly you can miss some of the major milestones like completed Sponsorship, enough investment dollars to cover an entire year, the ability to cover Staff and their salaries. One thing I learned is that once the doors open, teams are traveling, venue rentals, merchandise expenses are kicking in, the amount of time, energy and finances needed is astounding. Pre-planning for the What if's is important, its more than righting a textbook Strategic Plan. As a General Manager you have to prepare to launch, manage, maintain and elevate while providing the appropriate support system for the entire team.

Start by examining the mission statement. Is it clear, concise, and reflective of the team's purpose? Does it inspire passion and commitment from both internal stakeholders (players, staff) and external stakeholders (fans, sponsors)? Does the vision paint a compelling picture of the team's future - a roadmap? If the vision statement lacks clarity or seems disconnected from reality, it may require reevaluation. Assess if the stakeholders are living the core values of the team or franchise. Do they resonate with the team's culture and identity?

One thing I've found helpful is to have a plan, delegate areas of others people strengths to where they are interested and good at their role. Hire people in the right areas that you need because if you try to take on roles you don't know about you'll get swamped. Delegate and let people help is always a smart choice, if you have the right people.

Planning needs to be owned by the ones executing the plan and ownership/management have to be clear on the message that is being sent. The message must hvae the correct support and all parties must be bought in to what the plan is. If a plan is directed from the top down without proper buyin from the ones executing the plan, the results will not be as favorable as could be. Assuming everyone on the team knows each team members responsibilties to reaching the strategic plan without, fully describing and or gaining acceptance from the rest of the team may isolate team members who think they are operating for the benefit of the entire team and plan but who do not have internal support from others who question and or don't understand.

Leadership must lead once the team aligns on a strategy and lays out its game plan. How many teams succeed when everyone does their assignment and stays focused? Marching in one direction is easy on day one but gets more challenging every day after. The classic quote from Bill Belichick, "Do your job," comes to mind when staying on point to stick to your strategic plan.

En el plan estratégico, siempre encontramos 'diferentes caminos' para revertir la situación. Sin embargo, lo importante aquí es establecer fechas de acción que se cumplan y evaluar una vez ejecutadas en el tiempo. Por ejemplo, podemos dividir el proceso en diferentes fases y asignar una fecha de entrega a cada una para garantizar la implementación efectiva del programa

Not much you can do after the fact here unfortunately. If your ownership and leadership team hasn't provided a buffer to get things going properly you are doomed to fail, Too often you'll see (in any business) an organization not have enough money to launch, cut resources early to make it work, and shortchange the EXPERIENCE resulting in a poor product. Looking for new revenue streams is always important but if the foundation wasn't there to begin with you are facing a difficult uphill battle.

Look to create collaborations across other sectors to introduce your assets to new markets at low cost. Sport itself is a silo with stagnant thinking in large organisations. Looking to the creative and tech sectors provides valuable insight into fast product development and marketing while remaining efficient in process.

Breaking down the silos in an organization helps everyone understand how important they are to the overall success of the team. Ticket ops depend on marketing driving attendance; ballpark ops depend on ticket ops selling tickets to fans, and so on. When everyone understands how they contribute to the team's success, they will take ownership of the overall financial health of the team. When each department understands how they contribute, they will be more open to bringing in needed added revenues or look for ways to be more efficient in their expenses.

En cada país y comunidad existe su propia fiscalidad. Lo importante aquí es asesorarte con un experto financiero que pueda evaluar tu salud financiera y fiscal, y te brinde consejos para tomar decisiones importantes que te ayuden a progresar y consolidar el plan estratégico planteado

Financial stress causes all types of issues and pressure to perform that makes individuals and management teams become more reactive than active in moving forward. Expenses tend to always be the start if not the root of all financial troubles so taking a close look at overhead and making sure you are operating as lean as possible is the first step. Identifying where time is spend and all the areas of revenue opportunities needs to be reviwed to ensure time spent is in the areas of the greatest return. Identifying additional revenue streams and making sure each department is maximizing their offerings can jumpstart production.

Team performance is critically built around everyone pulling the wagon in the same direction. As soon as one person on the team begins to go against the direction, problems begin to arise. If one person recruits other people on the team to pull in a different direction you become combat ineffective and there is no chance to achieve company goals. In all cases, management should make the Hard-Right Decisions in order to provide firm leadership which addresses a team member that is not onboard. Teammates that can not address issues head on and lack the ability to communicate with their fellow co-workers or bosses, tend to be weak links that bring others down. Focus on what you have going on and have faith your teammates are doing the same.

Un equipo unido y saludable es más productivo y trabaja mejor. Cuida el ambiente de tu oficina o lugar de trabajo con formaciones continuas, atención al bienestar del trabajador mediante fisioterapia o psicología, reuniones periódicas y actividades para romper la rutina. ?Así podrás contar con un equipo en pleno rendimiento!

Accountability will make or break your team. A good organization has managers that hold their team accountable, a great team holds their manager accountable.

Compromete al equipo completo con el mismo objetivo, jugadores, cuerpo tecnico, staff y personal administrativo debe estar en sincronia con las metas que se desean cumplir. TODOS deben de trabajar de la manera mas inteligente y esforzarse al maximo para dicho objetivo. Identifica a las personas toxicas y hazlas que se comprometan con los demas o de lo contrario lo mejor es eliminarlos del equipo

Being as real and instantaneous as possible adds value opposed to very commercially driven campaigns that portray perfection. You must always be as professional as possible but also be vulnerable enough to where fans can relate to the true meaning of the person who is posting. Engaging fans and allowing them to author and interact within threads that benefit from feedback , allow all perspectives to be presented. Always, ask the fans and listen.

Do you have fans that come to your stadium, or do you have guests that come to your house? Because we put on so many games year after year, we need to step back and remember why we are here. I would often carry a foul ball around in my backpack when I walked through the ballpark, and if I saw a kid who looked like they were at their first game, I would give them a baseball and thank them for coming to the game. I have seen fan hosts who would buy baseball cards out of their pockets to hand out to kids in their section. So, if you are having trouble connecting with your fans, ask yourself, does your team have cast members who attend to the needs of their guests like Walt Disney or ushers who take tickets from fans?

Fans contribute a large amount to the atmosphere and entertainment value at your club. Finding out what they enjoy and providing them with reasons to come back and continue to support are paramount. It can be music that turns into a team song, successful plays on the pitch that create long term memories for the fans. Personalising season tickets and seating areas tocmake your supporters feel valued for their contributions.

Tentamos transmitir todos os nossos jogos e, quando n?o é possível, eu acho a grava??o e subo no canal do YouTube: Futsal UFOP. Além disso, todas as competi??es que participamos eu divulgo no Instagram do projeto: @futsalufop e nas redes sociais oficiais da UFOP. Dessa forma, conseguimos engajar n?o só a comunidade universitária, como também a comunidade ouropretana sobre as nossas equipes de Futsal, o que acaba gerando um engajamento interessante para nós.

First, involve your key staff. Listen. Then work to make sure they are aligned on the vision and key priorities. A comprehensive approach centered on setting a clear vision, establishing strategic priorities, engaging employees, and assigning effective leadership to each strategy is essential. By clearly articulating a vision, strategically prioritizing efforts, involving employees deeply, and assigning dedicated leaders to spearhead each priority, you can increase your chances of overcoming initial struggles and setting a course for long-term success. This approach not only propels the team forward but also fosters a strong, unified culture that can withstand the challenges of competitive sports management.

If you are launching a new league or team your Community Relations effort has to go hand in hand with Sales and Marketing. You cant expect to be the 800 LB Gorilla in your market if you aren't making an effort to give back to the community. Figure our strategic ways to do things for the community that work simultaneously to open doors for sales. Its a win-win.

O Futsal adulto da UFOP faz parte de um projeto de extens?o dividido em 3 a??es: 1. Um projeto de inicia??o em Futsal voltado para crian?as e jovens ouropretanos dos 04 aos 17 anos; 2. Os times adultos da UFOP; 3. Treinamento para goleiros. Esse projeto acontece desde 2014 e serve como se fosse uma "categoria de base" para as equipes adultas. Já colocamos o sub-17 para treinar com o adulto masculino e tivemos 3 ex-alunos do projeto entrando para estudar na UFOP. Além disso, toda vez que ganhamos alguma competi??o, levamos os troféus para que as equipes menores vê-los, criando um sentimento de pertencimento com a UFOP.

If your sports team or franchise is facing challenges, start by assessing the situation to figure out what's causing the problems – whether it's financial hurdles, management issues, or underperforming on the field. Don't hesitate to reach out to experts in sports management, finance, marketing, and coaching for advice and insights tailored to your specific needs. Next, Invest in talent by recruiting top-notch players and coaches, and make sure to support their growth and development to boost the team's competitiveness. Keep a close eye on progress, regularly reviewing your strategies and making adjustments as needed to set your team up for long-term success.

I assisted in launching an ECHL team in 2008, the Ontario Reign. That team began operations in 2007 for a launch in October 2008. Our runway was over a year in advance of opening. When you see a lot of these teams or leagues fail its because their runway for sales and marketing are far too short. When you launch a new business you have to expect the beginning will be rocky. Most businesses give themselves enough time to figure things out whereas some of these startup teams and leagues cease operations because they tried to accomplish too much too soon. Crawl before you walk.