Why Leaders Should View Organizations as Professional Sports Teams, Not As Families
Henrik H Christiansen (Dr.)
ORC4 CEO | Leading the Most Advanced Self-Mutating Cyber AI | The Future of Security is Genetic!
As business leaders, we often grapple with the question of how to foster a sense of unity and loyalty within our organizations. The metaphorical comparison of an organization to a “family” has been deeply ingrained in corporate culture. However, I propose that leaders should shift their perspective and consider their organizations more like professional sports teams. Let’s explore why this shift is essential and draw parallels from the world of sports to the business arena.
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The Family Analogy: A Double-Edged Sword
The notion of an organization as a family is rooted in noble intentions. Families are built on trust, loyalty, and emotional bonds. When leaders refer to their employees as “family,” they aim to create a supportive environment where everyone looks out for one another. However, this analogy has great limitations:
Inclusion vs. Exclusion.
Families are inherently exclusive. You don’t choose your family; you’re born into it. In contrast, organizations are inclusive, comprising diverse individuals with varying skills and backgrounds.
By emphasizing the family metaphor, leaders unintentionally exclude those who don’t fit the team, hindering diversity and innovation.
Emotional Expectations.
Families prioritize emotional well-being over performance metrics. While empathy is crucial, businesses must also focus on performance and results.
When leaders treat their teams like family, they may hesitate to make tough decisions due to what could easy become an emotional attachment.
Stagnation vs. Adaptability.
Families resist change. Traditions and routines provide stability. Organizations need agility and adaptability. Sports teams constantly evolve strategies, train for enhancement of skillsets, adapt to opponents, and scout new talent, etc.
The Sports Team Analogy: A Winning Approach
Clear Roles and Goals
Sports teams: Each player has a specific role (e.g., striker, defender, goalkeeper). Their goal is clear: win games, championships, or titles.
Business: Define roles, responsibilities, and performance expectations. Align everyone toward a common organizational goal – “play” as one team (team work).
Performance Metrics Matter
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Sports teams: Metrics like goals scored, assists, and defensive stats drive decisions. Players are benched or sold / let go, based on performance.
Business: Evaluate employees based on KPIs, productivity, and impact. Reward excellence and constantly address underperformance.
Talent Acquisition and Development
Sports teams: Scouting, and developing talent are ongoing processes. Teams invest in promising new potential players and seasoned players.
Business: Recruit strategically, what does “the team” need to win? invest in training, and nurture talent. Don’t hesitate to bring in external expertise. When did you and your team last trained as an athlete – in your specific are of expertise?
Adaptability and Strategy
Sports teams: Trainers adjust tactics based on opponents, weather, and player availability. Flexibility and adaptability to any given situation is key.
Business: Be agile. Adapt to market shifts, technological advancements, and most importantly, (really) understand what your customer needs and how your team can fulfil these.
Team Chemistry and Culture
Sports teams: Chemistry matters. Culture matters. Players must collaborate, communicate, and trust each other. There might be “star players” but they only perform well if the team perform well to.
Business: Foster a positive work culture. Encourage collaboration, celebrate wins, and learn from losses – nobody should lose by themselves!
Accountability and Performance Reviews
Sports teams: Regular assessments both at training and during games determine playing time. No one is immune to scrutiny. Stakeholders like the owners, management, press, fans etc also have a vested interest in the team’s performance.
Business: Conduct fair performance reviews regularly (not yearly). Address issues promptly and transparently. Set clear rules for evaluation so they do not become objective.
Strive for Excellence, Not Familial Comfort.
As leaders, our role is to make our organizations worthy of being considered at par with one’s own family but set the labels aside. Instead, let’s aim for the professionalism, discipline, and teamwork exhibited by successful sports teams. Remember, a championship-winning team isn’t built on sentimentality alone—it’s built on strategy, talent, and relentless pursuit of excellence.
So, manage your organization like seasoned coaches, fostering a winning spirit, adapting to challenges, and celebrating victories. After all, in the game of business, the scoreboard doesn’t lie.
Factory Manager Qasioon Trailers FZE
1 年This perspective implies a focus on performance, competition, and specialization, similar to how professional sports teams operate. In contrast to the familial approach, which may emphasize loyalty and emotional bonds, the professional sports analogy suggests a more results-oriented and dynamic approach to leadership. My view is that this perspective encourages a more pragmatic and business-centric mindset, emphasizing individual contributions, skill development, and adaptability. It underscores the importance of meritocracy, strategic planning, and achieving collective goals, akin to a sports team aiming for victory. However, it's crucial to balance this approach with maintaining a positive and inclusive organizational culture to ensure employee well-being and satisfaction. ??
Operations Director - Steel Industries | Master of Engineering (M.Eng.)
1 年Interesting article! Fully agree with your view to view organization as professional sports team to win the organizational goals!
Head of People & Culture @ Aldar Education | LLB
1 年That's an interesting analogy, and I have to admit it makes more sense to view corporates as pro sports teams. Much like in sports, this perspective helps manage expectations in the face of fierce competition, rewards hard work, cheers success, and fosters a culture of teamwork. However, it seems particularly applicable to companies operating in a red ocean, where competitiveness, alertness, and being on point are crucial for survival. On the other hand, this may not be the ideal adaptation for blue-ocean-operating companies. In these environments, fostering creativity, long-term planning, and prioritizing the physical and mental well-being of employees become crucial management priorities
Chief Procurement & Supply Chain Officer / Chief Operating Officer / Transformational & Pioneering Spirit
1 年Dear Henrik, Thanks for sharing, always nice to read your posts. I partially agree with the point however, at the same time, I would like to challenge the concept of "family" as described. Just few days ago, my wife and myself were having a conversation with my 18 years old son. He challenged and ask to evolve in our dynamic as family. He said that any family could perform much better with open and honest communication and without "idealization" of the members. Things need to be discussed first, no create the right ambience of empathy, secondly, to discuss the hard points and finally, to commit and to account for improvement. For sure, in most of the cases, our families and family members were given but, it does not mean that we are pre-destinated for the rest of our life. Families evolve, change, progress and adapt specially in recent times; many of us have lived in different countries and regions that have conformed and evolved our way of thinking and interacting. Sorry for the long message but, just sharing with the community to get opinions.
CEO at Junckers Industrier A/S
1 年Interesting perspectives Henrik. Having worked many years in family owned businesses, I can see your point and see the “good emotion” of family business but also the potential performance constraints. Thank you for sharing.