Sport has always been used to learn about others but how can this be taken forward?

We have previously written by the CEO who would never interview candidates for senior roles but simply invite them out for a game of golf. His belief was that golf is like life; a good course will test each player's skills and temperament, and much can be seen by how one plays the game.

Of course, not everyone plays golf, but the rationale is sound. How can one test the character of a candidate without asking a single question?

The rationale is to take each person outside of their comfort zone and see how they respond; how do they react when they are vulnerable? Or can abdicate accountability or hide behind process? How do they act when they fail for all to see?

The argument is that you will learn much from a person when they are vulnerable in a way that one never will see in the corporate workplace.

There is an increasing resurgence too in not only executive retreats becoming popular again which provide time for senior teams, to both spend time talking to one another but also bring in those from other worlds who can provide insight into how to manage and face other challenges.

This is where there is a role for top sports players since most recognize that top sports players operate and live under the greatest microscopes and level of scrutiny, doing so today with increasingly impressive professionalism. Sport too has evolved from being a “game” to being big business with high reward and the players need to be able to manage all tests and pressures thrown at them. Sport has led business in the way that he has developed mind-sets, handling pressures and ensuring behaviors are correct.

It is interesting how sport is still maybe one of the best ways of discovering character and supporting the evolution of talent. This was a big discussion led by EP between 2017-19 and one which many CEOS and MDs enjoyed and understood. However, as many privately noted, their internal processes and systems would never allow them to bring in a sports player to work full time with talent. This was understandable and was maybe a step too far; however, this still does not mean there should be better and stronger utilisation of the lessons which can be learnt from both.

It is interesting as many leaders accept that their greatest challenges today are the need for advanced thinking of how change is manifesting itself and helping train people to think differently. How can we free up people from being too narrow in their mindsets as was arguably the case from 2009 to 2020? How can we support executives being more open-minded and adapting to changing circumstances? How do we encourage all to seek to constantly learn and grow, to ask questions of their businesses and themselves?

All fair questions and the argument is that this can be learnt from the sporting arena so there is an importance to help bring the two together. Or do you disagree?

Written by Chris Sheppardson, founder of EP Business in Hospitality