Four Leadership Lessons from the Tour
When the Tour de France came to London I caught the pro-cycling bug and started to grasp the fundamentals of pro-cycling which until that point I had not fully understood. Like all trainers I use stories and anecdotes to explain my learning points. These stories have to be real and have to come from your own passion so it is only natural that the Tour starts to seep into my leadership and trainer development programmes.
Lesson One: It’s All About the Team
Road racing is a great example of team work. Way better than the examples of football we used to wheel out when I worked in the law sector. In a cycling team you have clearly defined roles both on and off the road. One of the fascinating aspects is each team has a team leader and the job of the rest of the team is to protect and support that person so that they can get a win for the rest of the team. This means a real sacrifice of personal ego and also means “burying yourself” in pure physical effort to get your team leader to the front. Listen to Mark Renshaw talking about his role in supporting Mark Cavendish to get to the front. Mark Renshaw could win a sprint but he clearly defines his job is to support Cavendish and Mark Cavendish will always talk about how the team made it possible for him to achieve his win. This article from the sports Guardian outlines these roles
Tour de France 2011: Inside the Team HTC-Highroad engine room http://bit.ly/q8QarF
Lesson Two: Support Staff are Essential
The domestiques are a bit like our admin teams in business. They do the jobs which are essential for the smooth running of the operation. They work incredibly hard to provide water and supplies at the right time and place. The difference is that in Pro-Cycling there are no plans to cut the domestiques! The admin team in cycling is not seen as a soft cut option as it is in business. They recognise that without the support of the domestiques the team leaders would not be able to achieve their race wins because they rely on this backroom support to do their job effectively.
Lesson Three: Observational Coaching and Feedback is Key
During the race the riders are given constant observation about performance of their team members and other teams. They agree a strategy at the beginning of the day and then update the strategy as the race develops. The coaching and management team see what is happening and adjust the strategy minute by minute. There is constant follow-up on the plans and how these were implemented by the riders.
Lesson Four: Set and Monitor your Ethical Standards
Pro-cycling has had a dubious ethical background with high levels of cheating by doping and other methods. This caused challenges for teams finding sponsorship. Now many of the teams such as Garmin, HTC High Road and Sky have established a clear team ethical code which defines expectations of the team members and creates a culture where a cyclist knows that any attempts to use any drugs is just not acceptable. The equivalent of a phone hacking scandal is unlikely to happen in contemporary cycling because the team managers have set a clear code, monitor the team against the code and make the consequences of code violation really clear. Team managers do not write an ethical code and then ignore it.
So 4 lessons, can we learn something from the model? Is sport ever relevant to the organisational world?