Mentorship in Sports: Developing the Next Generation of Leaders

Could mentorship be the game-changer for your company’s next generation of leaders?

I joined Daimler’s management program in 2014 as a “CAReer Trainee” in Logistics Planning. At the time, I had leadership proclivities but little to no experience with the subject. Thankfully, the program did a good balancing job between “throwing you in the deep end”, but also providing you with a lifeline (a whistle maybe?) should you be in need of help before drowning. I had peer-to-peer mentorship opportunities, access to senior & executive management and regular check-ins with my excellent & driven key-accounts to monitor progress.

What’s more, in the lead up to our company’s management entrance exam, I had countless discussions with, and feedback opportunities from, seasoned leaders whom I pro-actively solicited for their expertise and leadership style. Having finally cleared the exam and being grateful to all who had been instrumental in this achievement, it was only right for me to “reach back” and mentor my peers facing the same challenge; and so, the cycle should go!

But then the pandemic happened, and with business slowing down so did the business of developing talent.

But who was to blame? The world was in a crisis, and you were working from home, if at all. The international political economy paused for an indefinite period, company resources were squeezed, and investing in people was generally halted.

For apparent reasons, even seasoned leaders got into the habit of focusing on themselves and their own career agendas, rather than encouraging growth within their teams. And that’s never a good thing. Quite the contrary, the need for mentorship and guidance surges during a crisis.

Imagine a struggling sports team (euh-hmm, Man-Utd, at random, I swear...) paid millions for a promising new international transfer. Now imagine the coach does not take him under his wing, but rather lets them roam around the club without guidance, feedback and performance debriefs, without information on how to handle communication on the pitch, how to maintain focus in away games, or envision a path to success. This would just not happen.

Mentorship is more than a transfer of skills; it’s about nurturing potential, inspiring growth, and passing on a legacy. And it starts at employee on-boarding!

Leaders in both sports and business play a crucial role in developing the next generation, offering guidance, encouragement, and perspective. By drawing on sports mentorship practices, businesses can create mentorship programs that are engaging, impactful, and enduring.

I believe that every company needs to build and follow a mentorship program. Mentorship (irrespective of what shape/form it takes) should be an institutional part of every organization looking to hire the best, develop top performers and retain key talent to actualize ROI.

Here’s how the best do it.

Active Shadowing: Learning Through Observation

One powerful mentorship technique is active shadowing, often used by elite coaches to expose emerging players to decision-making at the highest level. Arsène Wenger, who managed Arsenal F.C., was known for having young players shadow experienced team members to observe the nuances of tactical planning, decision-making, and communication on the field . Wenger’s mentees, like Fàbregas, gained early exposure to real-game dynamics by observing their more seasoned counterparts, enhancing their understanding of high-level strategies. (see: Fabregas on coaching inspirations)

In business, shadowing can offer emerging leaders exposure to critical decision-making processes without the immediate pressure of accountability. If done with intention, encouraging young employees to sit in on strategic meetings allows them to witness how experienced leaders evaluate options, consider impacts, and make difficult choices.

Quick Tip: Assign mentees to shadow key meetings once a month. Afterward, schedule a brief one-on-one with them to discuss their observations, fostering a deeper understanding of business strategies.?

Hands-On Training: Learning by doing.

In rugby, mentorship often involves hands-on training to build resilience and adaptability. England rugby coach Eddie Jones emphasizes simulated high-pressure training sessions for his mentees, giving younger players the chance to practice skills in controlled but intense situations (see: Sky Sports ). By exposing them to high-pressure drills, Jones equips his mentees to handle stress in actual matches, developing their ability to remain composed and effective under pressure.

Creating hands-on experiences for mentees is a powerful way to accelerate learning. For example, the CAReer program consisted in assigning young professionals challenging yet manageable projects where they could apply new skills and grow their network as well as more confident in their future roles. These projects, could have high stakes but low risk to the organization, enabling mentees to make mistakes, learn, and adapt.

Quick Tip: Offer mentees a low-risk “practice” project, where they can lead from start to finish. Regular feedback sessions can help them learn and adapt in real time.

Personalized Feedback: Growing talent, building Confidence and creating trust.

Providing feedback tailored to an individual’s strengths and weaknesses is a key part of mentorship. For instance, Michael Jordan received constant, individualized feedback from coach Phil Jackson. Jackson recognized Jordan’s leadership potential but guided him to become a team player who could lead by example rather than by force. Through feedback on both his strengths and growth areas, Jackson helped Jordan not only enhance his own game but also elevate his teammates (see Netflix series “The Last Dance”)

You don’t know what you don’t know. In corporate environments, personalized and timely feedback allows mentees to refine their strengths and work on areas for improvement. Constructive, specific feedback helps build mentees’ confidence, while also demonstrating the mentor’s investment in their development.

Quick Tip: Establish regular feedback sessions with your mentees, focusing on observed shortcomings and concrete actions they can take to improve until the next session. This personal attention builds trust and makes mentees feel supported.

Harnessing technology and media opportunities: e-Mentors

The idea of “e-mentors” came from my wife, Nora Sar (all credit to her), when discussing about mentoring opportunities and time management.

I guess the more successful you are in your profession, the more “solicitation” you can expect to receive but due to physical limitation, cannot honor all. Indeed, mentoring takes time and for busy people, time is money.

Today, however, we live in the age of the internet. You can follow the individuals you aspire to become and who are ahead of you in your pursuit of similar goals.

For example, Phil Daru, a Strength/Conditioning & performance coach for elite athletes I follow, provides guidance and knowledge I need to get the most out of my training regiments.

He often comments how he would not be where he is today if it were not for active (people who coached him directly) mentors and passive mentors (people who don’t know they’ve coached him by inspiring him and of whom he read/consumed the teachings).

Similarly in your company or leadership journey, you can seek “e-Mentors” that provide a roadmap for success, give perspective on challenges and can fast-track your growth.

Quick Tip:

After a Mid-term & Long-term goal setting session, get your team to look & find 1or2 e-mentors they can follow regularly for inspiration and growth.

Creating Mutual Growth Opportunities

Finally, Peer mentorship is not a one-way street. Experienced athletes benefit from the energy and fresh perspectives of younger players, creating a dynamic of mutual growth. NBA star Kevin Garnett has shared how training with younger players helped him adapt and remain agile, learning from their innovative approaches to the game. This dynamic exchange fosters continuous improvement for both mentor and mentee (See: The Undefeated, “Kevin Garnett on Learning from Younger Players…”).

Mutual mentorship benefits both the mentor and the mentee, bridging generational gaps and fostering innovation. Senior employees gain fresh insights, while juniors acquire valuable skills and perspectives from seasoned colleagues.

Quick Tip: Encourage reverse mentoring sessions where newer employees share recent insights or skills, such as digital fluency, with senior colleagues, fostering an environment of shared growth

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