Tough Corporate Lessons in a Tough Sport

Every organisation employs staff who bring a whole lot of baggage to work, some which is constructive and enables them to perform; some of which seriously gets in the way. The organisation never asks for it but bottom line, has to manage it. Organisational history can be rich and proud or torrid and unfulfilled but changing contexts demands that they change too.

Not every organisation has the luxury of building their culture from scratch. If we take high performing football teams that used to be marred in controversy as examples, we see even organisations with notorious legacy cultures can change. That is heartening if we think about how many companies around the globe are trying to do that as we speak.

How do we drive a winning culture?

1. Companies must have a crystal clear picture of whre they are going. Their people need to 'get it'. For football clubs this might be paraphrased as "winning premierships on a sustained basis" and perhaps also "making our players into better people by the time they leave our Club". Whilst these visions may also be accompanied by tribal passion, big dollars, high player profile, their formula is compelling as a blueprint for any successful organisation.

2. Organisations must remember to inspire their people about why the business exists and successfully attach a social or moral cause to strategic goals. People have to connect emotionally with why they do what they do. That is, they need to be 'moved by it'. Too often leaders dwell on what has to happen i.e. business outcomes and forget to actively promote why that matters.

3. Professional sporting teams jealously guard good culture and show in their actions they are prepared to do what it takes to preserve it. Whatever the organisation's code, their people need to 'live by it'. Whereas in the past few years, international attention surrounded Cricket's legendary spinner, Shane Warne, there has been a lot of publicity in the past two weeks about famous football player scandals and improprieties. It appears that one Victorian football team, Carlton, has made good on its promise to trade Brendan Fevola, a decision more remarkable when one considers he has been their leading goal scorer for several consecutive years.

How is that relevant to us? Every organisation has their perforer who is good for business even if they frequently attract attention for "doing naughty stuff". What message does it send to clients, suppliers and "players", when the ends justify any means? What do vastly different but successful enterprises have in common? Yes, a football club in any code enjoys important differences to other enterprises. Government agencies and public companies are not trying to 'win flags' nor can they easily 'delist' players but they are most certainly trying to kick goals, need a diverse team to do that and teamwork, discipline and focus to get there. They also need to manage their brand, attract sponsorship dollars and talent. They need to create the optimal environment for success; enabling critical success factors and removing impediments to that success.

Being clear, intentional and consistent about the vision and the expected behaviours to go with it are hallmarks of enlightened organisations serious about sustained success and "premier" reputation.


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Leanne Faraday-Brash MMgmt BA Hons(Melb) MAPsS,is an Organisational Psychologist, executive coach, speaker and facilitator with two decades of experience in organisational capability, culture,workplace justice, conflict resolution and leadership. Leanne is Principal of Brash Consulting and co-founder of the Workplace Justice Consortium. Visit her website at http://www.brashconsulting.com.au or Leanne's blog at www.leannefaradaybrash.com