Lessons taken from the sporting world can help companies create a high-performance environment that increases the chances of success. Much has to do with providing clarity surrounding a team or organisation’s culture, roles and responsibilities, goals and purpose. These are the things that bring unity, build team spirit and encourage people to want to succeed together.
That’s why project delivery business Stellarmann sought the advice of Bangor University’s Professor Dave Richardson, Head of the School of Psychology and Sport Science, for their latest whitepaper highlighting the processes at play
SHARED CULTURE
Professor Richardson is a leading authority and advisor in high performance organisational culture, with experience of working with talent pathway professionals within Premier League clubs. This he translates in order to provide professionals with examples for business environments.
Team success requires more than talented individuals. Traits of a winning team also include good organisation, a coherent culture and strong leadership.
Professor Dave Richardson sees parallels between the cultural alignment needed when recruiting a project team and how English Premier League teams utilise the loan system.
He says,
“Cultural alignment is key. You can see the strategic intent in the way players are being placed by Premier League clubs. They look to find the right environment where the player, the coach and the style of play all match up.”
NURTURING TEAM SPIRIT
When it comes to building and supporting the team, Dave Richardson says,
“Anyone going into a new environment wants to understand the people they’re going to work with. They will spend time in the organisation and align themselves with the staff.”
“For a young Premier League footballer walking into a lower league club this involves taking the time to get to know their new team-mates, spending time in the canteen and in the gym – whilst learning the language of the coaching staff and observing, and understanding, the nuances of their new environment and the formal and informal hierarchy.”
