Professional sport is a high pressure, high stakes industry where success rests on split-second decisions and the ability to perform under pressure. Combining decades of experience advising senior leaders and coaching elite sporting teams, Ivan Zuvela – a Partner for Gerard Daniels – recognises many similar traits in the demands on elite sporting professionals and senior corporate leaders.
“Corporate leadership roles can be equally fast paced and pressured, requiring individuals to lead in conditions that can at times be quite challenging,” he says. “This includes roles that determine significant financial outcomes, carry responsibility to preserve life or mitigate severe risk, and attract extreme public or stakeholder scrutiny.”
Here Ivan draws on deep market insight to reveal some important leadership skills and attributes and consider what it takes to lead effectively under pressure.
1. Decisiveness
Fast paced work environments require leaders who are capable of making quick decisions – especially when information is limited. “The leaders that thrive in professional sport and other high pressure corporate environments, are those with strong decision making skills and the ability to take quick and decisive action,” says Ivan. “These individuals have the self-belief to back themselves and the conviction to remove doubt – qualities that allow others to trust in their leadership and support the decisions that they make.”
2. Agility
Operating conditions change rapidly or without warning, making the ability to adjust strategy and tactics a valuable leadership skill to have. “From the sporting field to the boardroom, leaders must be able to pivot quickly in response to changing industry demands, shifting priorities and any other obstacles that stand in the way of success,” says Ivan. “Looking to sport for inspiration, this requires individuals with the mental agility to make quick tactical adjustments; the ability to quickly shift from understanding problems to implementing solutions; and the skill and discipline to stay focused on the primary agenda.”
3. Mental strength and resilience
High pressure roles exist in many industries, but they vary in nature and severity – from the extreme pressure placed on first responders and Team Principles in F1, to the relatively low but ongoing stress levels for senior executive roles such as CEO, COO and CFO.
“In high pressure roles it is rarely smooth sailing. What matters is how effectively a leader can operate in the conditions that they face,” says Ivan. “In sport you don’t have to look far for examples of coaches losing their cool, and the chain reaction it triggers on trust, culture and performance.”
“When leaders regulate their emotions, stay calm under pressure and limit the impact of stress on decision making, it builds the trust and psychological safety that empowers people to perform,” says Ivan. “Individuals with mental strength and resilience are therefore better equipped to lead effectively, retaining their composure and easily navigating any challenging conditions that occur.”
4. Trust
Trust is another important dynamic in high pressure environments. “To drive performance in rapidly changing environments like professional sport, it’s important for teams and individual athletes to feel supported in building trusted relationships at all levels – be it among peers, with coaches, line managers or mentors,” says Ivan.
In both sporting and corporate leadership roles, the ability to work calmly under pressure is key to building and maintaining trust. “To earn market confidence, leaders in these environments must also stick to their core values, as values are the cornerstone of performance-driven culture and building a reputation for excellence,” Ivan continues.
5. Accountability
In professional sport and corporate environments, there is a strong connection between accountability and excellence. “Not every decision that you make will be the right one, especially when decisions must be made quickly or with limited information,” says Ivan. “But when the stakes are high, taking accountability for your decisions and actions is a critical factor in building trust and lifting the performance of your team.”
6. Communication
In high pressure environments, leaders must be able to communicate in a way that is clear and concise. “Effective communication removes ambiguity, supports strong relationships with internal stakeholders and fosters alignment around culture,” says Ivan. “Achieving internal unity and alignment also makes it easier for leaders to engage with external stakeholders when faced with external pressures.”
7. Planning and structure
The best leaders in any environment are prepared and bring important structure and process to high pressure situations. “In my experience, high performing leaders in professional sport tend to be pragmatic and methodical in their approach,” says Ivan. “They also align the collective effort of their team or organisation by setting actionable and measurable targets and remaining professional at all times – principles that apply equally to corporate leadership roles.”
8. Mentoring
Professional athletes have a unique opportunity to develop skills that support future mentoring roles, both inside and outside of sport. “As athletes mature, those with natural leadership qualities often end up providing guidance and support to younger athletes, drawing on considerable first-hand experience with developing talent and leading effectively in high pressure environments,” says Ivan. “Similar opportunities exist for individuals in high pressure corporate environments that look to share valuable stewardship as they progress to senior roles.”
For advice on developing the right skills and attributes in senior leaders or support appointing talent to high pressure executive roles, connect with Ivan or reach out to your local Gerard Daniels team.
