Complexity and turbulence in the business environment may be here to
stay, but they present opportunities as well as challenges for leaders.
As a business school dean, I run a more than $80 million business in an
increasingly competitive marketplace. With over 33,000 stakeholders, I
know the pressure isn’t going away, and so do other leaders in my
organization. More likely, it will intensify. Still, I say, “Bring it
on!”
Let me explain.
My son plays soccer in a competitive league. He practices three days a
week and trains in specific skills with his coach. Also, he and I train
together. Not only do we run sprints and engage in long bike rides to
build speed, endurance and strength, we also work on the mental game
associated with playing competitive sports.
Research and common sense tell us that top competitive athletes
succeed because of their physical talents and their dedication to
training. However, they also succeed because of their dexterity in
dealing with the psychological pressures of a sport. In short, mental
toughness and resilience are tremendously important for any athlete
aiming to be the best in a sport.
As a result, many athletes engage in training their psychological
readiness. At the root of mental training in sports is this question:
Are you mentally tough enough to compete?
It is not simply a matter of my son’s knowledge, ability and skill in
soccer. It is also his psychological preparedness for the game,
including skill in dealing with the stress of strong competition,
recovering from mistakes and failure quickly, determining strategies to
tackle tough situations, adjusting with each circumstance and game,
collaborating with a team, celebrating successes but not becoming
overconfident and keeping positive before, during and after the game.
Using research and literature from sports psychology, such as James Loehr’s
The New Toughness Training for Sports,
my son and I actively work each week on his mental game. When we do so,
I recognize dramatic similarities to conversations that I have with
business executives.
Many have shared with me that their companies have taken a brutal
pounding for the last two years, and even those who have had some
success are citing fatigue in this new complex game of business. But,
just as with athletes, they don’t rely only on knowledge, skills,
ability or past success to traverse difficult situations. They draw on
an attitude, a toughness that allows them to push through hard
situations and face adversity with confidence. As businesses look to the
future, their top people need to think about whether they have
game-ready leaders who not only have technical skills in business but
mental toughness as well.
There are at least six markers of mental toughness from sports
psychology that apply equally well to business situations. As with
athletes, business leaders need to ask, am I mentally tough enough to
compete?
1. Flexibility. Game-ready leaders have the ability to
absorb the unexpected and remain supple and non-defensive. They maintain
humor even when the situation becomes tough. If something isn’t going
well or doesn’t turn out as expected, they remain flexible in their
approach and look for new ways to solve the problem. Just like a
quarterback faced with a broken play, a leader may have to decide
quickly on a different way to get the ball down the field.
Also, leaders must continually be open to re-educating themselves,
even in the basics, which they may have taken for granted for too long.
They need to exercise caution in defensively falling back on ideas they
know and are comfortable with rather than looking for new ways of doing
business.
2. Responsiveness. Game-ready leaders are able to remain
engaged, alive and connected with a situation when under pressure. They
are constantly identifying the opportunities, challenges, and threats in
the environment. They understand that they need to think differently
about how their environment and business operate.
The problems we encounter now are messier and more complicated than
ever before. They often can’t be solved in the ways others were.
Game-ready leaders look for new ways to think about these problems and,
more important, look for fresh ways out of these problems. They have a
sense of urgency about responding to the changing face of business.
Just as a coach may change strategies at halftime in response to the
way a game is going based on the opponent’s strengths and weaknesses,
game-ready leaders in business must respond to changes in the
environment and the players.
We must pay close attention to and understand global, national,
regional and local economic trends, market trends, consumer trends,
industry trends and competitor responses. Relying on old assumptions
about how business operates and assuming that last year’s trends still
hold today is dangerous. Leaders make decisions and act based on
up-to-the-minute and in-depth knowledge of what is really going on in
business now.
3. Strength. Game-ready leaders are able to exert and resist
great force when under pressure and to keep going against
insurmountable odds. They find the strength to dig deep and garner the
resolve to keep going, even when in a seemingly losing game. They focus
on giving their best and fighting hard until the end, with persistent
intensity throughout the game.
The story of Team Hoyt, Dick and Rick, is an inspirational example of
drawing on both inner and physical strength. Rick was born in 1962 to
Dick and Judy Hoyt and was diagnosed as a spastic quadriplegic with
cerebral palsy. His parents were advised to institutionalize him
because”there was no chance of him recovering, and little hope for Rick
to live a ‘normal’ life. This was just the beginning of Dick and Judy’s
quest for Rick’s inclusion in community, sports, education, and one day,
the workplace. In the spring of 1977, Rick told his father that he
wanted to participate in a 5-mile benefit run for a lacrosse player who
had been paralyzed in an accident. Far from being a long-distance
runner, Dick agreed to push Rick in his wheelchair, and they finished
all 5 miles, coming in next to last. That night, Rick told his father,
‘Dad, when I’m running, it feels like I’m not handicapped.’ At that
moment, they formed Team Hoyt and have run many races together with now
impressive times. The 2009 Boston Marathon was officially Team Hoyt’s
1,000th race.” (Adapted from the Team Hoyt website.)
Just as athletes dig deep to find the physical and psychological
strength to continue through adverse and tough situations, game-ready
business leaders must exhibit the same strength. As James Loehr puts it,
top athletes think, “While this is tough, I am a whole lot tougher.”
Game-ready business leaders bring the same intensity, through all the
continual pounding.
4. Courage and ethics. Game-ready leaders do the right thing
for the organization and the team. They suppress the temptation to cut
corners or to undermine others so they come out on top. They have the
courage to make the hard but right decisions for the organization.
A famous story I share with my son as an example of courage and
ethics in sports is that of the tennis player Andy Roddick. In 2008
Roddick was the No. 1 seed at the Rome Masters. He was at match point
and about to win. The umpire called his opponent for a double-fault
serve. Walking to shake his opponent’s hand, Roddick noticed a ball mark
on the clay–in bounds. Roddick got the umpire’s attention and pointed
out that the ball had nicked the line but was in fact in bounds. The
match continued. Roddick went on to lose the match, and his
beyond-the-call-of-duty honesty made him famous as an upstanding person,
an opponent who would do the right thing. Game-ready leaders in
business do the same.
PepsiCo
provides a great business example of this. A disgruntled
Coca-Cola
employee and two other individuals attempted to sell proprietary
information to Pepsi. Pepsi received a package containing a sample of a
new Coke product and other information. Pepsi immediately informed
Coke, which contacted the FBI. Game-ready business leaders ultimately
win by making the right and courageous decisions.
5. Resiliency. Game-ready leaders rebound from
disappointments, mistakes and missed opportunities and get right back in
the game. They have a hardiness for enduring the downs of a situation.
They remain optimistic in the face of adversity and quickly change when
necessary.They resolve to make things better and are experts at figuring
out ways to do more with fewer resources. How about the resiliency of
Detroit Tigers pitcher Armando Galarraga, who was just one out away from
pitching a perfect game when Jim Joyce, the first-base umpire, called a
runner safe who was indeed out? Joyce had made an error. Galarraga was
certainly deeply disappointed, but he continued to pitch and get the
next batter out. Afterward, Joyce admitted the error and apologized.
Galarraga shrugged it off, saying, “Everyone makes mistakes.”
6. Sportsmanship. Game-ready leaders exhibit sportsmanship.
They don’t let the opponent know when he or she has gotten them down.
“Chin up,” I say to my son. Clearly we all experience disappointment,
attacks from others, an occasional blow to the stomach. However, the
behavior exhibited by game-ready leaders after losing or being attacked
by others or the situation sets the tone for the rest of an
organization. Additionally, top athletes support their teammates and
their roles. If teammates start competing with and attacking one
another, it is definitely difficult to win.
Living in Denver, I follow the Denver Broncos. Kyle Orton has done an
outstanding job of displaying sportsmanship while under public
scrutiny. Brought to the Broncos last year, he has been the subject of
constant press speculation about possibly being replaced. The drafting
of Tim Tebow brought on another press outcry, that Kyle was out and Tim
was in. Kyle handled it with grace and dignity. Putting his mind to the
game and the team, he got on the field and simply practiced hard,
welcoming his new teammate. In the face of even internal competition,
Kyle Orton exhibits the mentality of “Bring it on!”
We all need these same markers of toughness to succeed and lead in
today’s business environment. We cannot succeed on technical skill
alone. Companies have tough questions and situations to address.
Game-ready leaders go into today’s business environment with their best
mental game and with the attitude of “Bring it on!” After all, who
doesn’t love the challenge and fun of a demanding, complex game?
Christine M. Riordan is the dean and a professor of management at the Daniels College of Business, University of Denver.