In a lot of recent posts, I’ve talked about the importance of the team. Whether it’s elements of a strong team or championship-level team performance, there are some correlations between sports and business. Every organization has the same goal, and that is, they want to win. The prize, whether it is fantastic results, increased revenue, or high levels of customer satisfaction, they’re trying to win. I managed teams for the last 15 or so years across a variety of different industries. Regardless of where I’ve always looked at the teams that I have led the same way. I’ve tried to manage the teams as though I am the general manager of a sports team.
Business, Sports, and Managing Your Team
I’m from London, Ontario, Canada, so my favorite sport, of course, is hockey. I often talk about what’s going on in the NHL and my favorite team, the Toronto Maple Leafs. With this in mind, I lead teams I manage pretending to be a General Manager. There many common characteristics between managing in sports and business that I hope to illustrate in this article.
Having the Right People is Critical
Both in sports and business, you must have the right personnel. It would be best if you had key players that can deliver when called upon. On every team, some key roles and responsibilities must be filled. What’s a team without players also? Essential personnel required to fill out the roster include those doing most of the team’s core functions, like providing support to customers. Every team needs to have an appropriate leadership and support structure, too, of coaches and trainers. My role as a GM is to ensure the team has all the necessary components to succeed.
Signing Free Agents While Managing Your Team
One of the essential responsibilities of a GM is to sign free agents. Every year organizations are doing the same thing. They are trying to recruit the best talent available to fill open spots to make their team more productive. This is a crucial responsibility that I view as essential to managing and leading a team. It would be best if you found the right players to make your team better. I’m always looking for a variety of different skill sets to play specific roles within the group.
In sports, you can’t have all players with the same abilities. Between forwards, defense, and goalie, each person plays a specific role on the team. The same applies to business when managing teams. You might need to have people who are customer focused on your team (these are my forwards, scoring goals for the team). There might need to be more data-driven people, report builders (defense, backing us up with logic). Some people are incredibly gifted at problem-solving when conditions go awry (goalie who can make the big save). Critical to team success is also having a good leadership core, and that could involve hiring the right coach (supervisors). Surround yourself with capable coaches who help you run the operations, coaching people to bring out the best they can deliver.
Managing the Team & Making Trades
There are times when a general manager must trade for other players or move players out of the lineup. Sometimes some people are better suited for different positions within an organization. Through coaching and developing, you could move them into a new role better suited for their skillset. I’ve had to do these many times throughout my career when managing teams, whether it was trying to move somebody from a different branch or location because their personal needs necessitate that type of move or that they’re just filling a gap in an area that is looking for that skill set. The truth is, there is a lot of orchestrating trades that happen in many businesses.
Bumping Players Up & Down the Lineup
In hockey, there are four main lines. Lines 1 through 4 are a hierarchy. Your best players are on the first line, with those less skilled on the 4th line, fulfilling specific roles. Those on the number one line are typically the superstars on the team, putting up points winning the games for you. They represent the top tier talent that you want to mold and develop. Lines 2, 3, and 4, you are talking about supplemental or role players. You need bodies to fill out the roster and compete.
Those lower in the lineup might not receive as many minutes (opportunities) than those more deserving in business. For example, one could use project work to reward your top talent when managing teams. It’s important to note that there is a minor league – those who are maybe just out of training or haven’t made their way up to the big club yet. They’re not quite ready to step up, as they’re going through training. At some point, maybe they will secure a spot and move up the lineup and take another person’s position on the team. They might be given more opportunities, but only when the time is right.
On some teams you manage, there are also might be scratched players. In sports, this means that they’re sitting on the bench, not actively participating or getting much in the way of attention. Perhaps they have done something wrong or are on a performance plan and need to improve before getting back into being a key contributor.
How I Use the Lineup
I will regularly look at the team and rank everyone in terms of their performance to determine their position. When thinking about those on the first line, I will contradict many authors about leadership and admit that superstars get additional time, resources, and attention. There isn’t supposed to be favorites, but let’s be honest, there is. Evolving one’s management approach means that they recognize and embrace those deserving of more of your focus. The coach understands this and must sometimes make concessions and give them more favorable conditions to succeed. Usually, you’re going to lean on your superstars to get the best, and sometimes that means you’re going to be catering to what they need.
Now, of course, there are times when people think that they are superstars, but they are a third- or fourth-line person, and that’s okay if you’re having those conversations with them. Make sure they know their role and how they contribute to the team. Maybe they will eventually make their way up the lineup and take someone else’s spot, which is encouraged.
If you are fortunate enough to be leading a team of leaders, I also highly recommend ranking them as well, despite them being coaches too.
Championship Caliber Teams
In the NHL, the goal of every team is to win the Stanley Cup. In business, it is the same thing in that you should be trying to win and develop a championship-caliber team capable of consistently executing the fundamentals well. It is only through consistent execution that teams can become considered championship caliber. Champions don’t do extraordinary things all the time, but they do the fundamental things extraordinarily well consistently.
As a GM of a team in the business, you have a tremendous responsibility for the future success and growth of all your team members. Managing a team in business is like being a General Manager of a sports team in that it’s all about accountability, and that accountability rests with you.
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