Lessons learnt in sport, it is a results orientated business after all, can generally translate quite well into business.
For example, Team Sky cycling, and indeed the British Olympic team, have worked on continual improvement for many years. Small incremental gains that put together as a whole give their team a significant advantage. Very transferable.
The concept of team in football, or rugby, the idea of defined, clear roles. The idea of a group of people walking working together towards a common goal. All of these things learnt in sport translate well into business.
And what about lessons learnt in business? I heard the other day that a number of coaches, in this case in rugby, were looking at the way business itself recruits. It was not just enough for them to study athletic performance, fitness levels, playing record. They wanted to look at decision-making, especially under pressure. And to this they were turning to personality profiling.
Now my experience of recruitment in business is mixed. Some companies do it really well, some continue to do it appallingly. In addition the use of personality profiling can, at times, be questionable. Not because the idea of a personality profile is wrong, it is just that candidates can learn how to answer them the way that pleases an audience, and that some tests are way better than others, especially in recruitment terms.
So I wondered really whether personality profiling was the best way to watch people under pressure. After all, the selection process itself is surely pressure enough. Watch people’s decision-making in that environment and it should give you a good idea of how they will cope in a tight game. A game when everything is on the line, just like during the selection process.
I have no idea whether recruitment in sport will change, it will be interesting to see how this is adopted long-term, and whether the ideas stick.
But you cannot deny that it is a two-way street – sport and business are very similar.
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