Washington, District of Columbia 2021-08-04 00:41:19 –
August 3, 2021
Tokyo Olympic athletes aren’t just showing off their athleticism, talent, and grit. They are also modeling new ways to become leaders, both inside and outside the competitive arena.
There are many sports in the Olympics, so you can compete and cooperate in different ways. Olympic athletes may seek victory, or they may decide to work with their teammates and rivals to showcase a heroic exhibit of goodwill and kindness. All of this is done under the challenges and constraints of the COVID-19 pandemic. At the end of the race, we’ve seen rival swimmers hug in the pool, cyclists take turns drafting, and runners pulling each other off the track.
The Olympics are reminiscent of another collaborative and competitive area, the workplace.
“How to implement the problem in individual contexts, based on the results of the group or team, both at the Olympics and at work.” Bruce Avolio, Secretary-General of the UW Leadership & Strategic Thinking Center and Professor of Business Administration at the UW Foster School of Business. He studies what constitutes true leadership development and other related areas of organizational behavior.
UW News asked him what he could learn about his work by watching the Olympics.
What does the Olympics have in common with the workplace?
In both the Olympic and broader organizational contexts, success requires a lot of discipline, concentration, self-sacrifice, support, feedback, mentoring, failure, resilience, sustainability, and essential motivation. Team members have a common mission and purpose, are coordinated, focused, supportive, rewarding, inspiring, empathetic, comprehensive, have clear expectations, and are willing to step up or down. To build a team with, you need the same qualities. ..
At the Olympics, a very diverse group of people can come together to compete with each other, respect their competitors and admire each other’s achievements. Some can even agree to share money from mutual praise, even if they compete with each other... Sports teams whose members have this team-based mental model can take years to build, and the same can be true for most organizations dealing with more complex and dynamic changes. ..
Your research is about positive forms of leadership. How do you see this example on the Olympic stage?
Leadership comes in many positive forms: ethical, servant, compassionate, inspiring, humble, genuine, transformative, instrumental, innovative, supportive, instructive, empowering. All positive forms of leadership are the behavior of athletes and how they work together, their coaching, the support they receive from friends and family, and this high level of competition.
It is also likely that all of the above negative forms exist. Some athletes take banned performance-enhancing medications, and coaches and families keep them physically or mentally away. The organizations responsible for running these Olympics allow years of abuse before they stand up to eliminate it. Sponsors leverage the careers of these young athletes, and peers promote themselves more than other athletes.
I do not suggest that good and evil are equal. Rather, when gathering so many stakeholders, it would be naive to think that things wouldn’t go wrong.
During the Olympics, we have seen athletes alternate between cooperating and supporting each other and competing “for money.” How do people in your organization balance these two options?
Often people balance the way they engage with each other very well and often very poorly. Companies need to build an overall culture that promotes cooperation and competition. Companies live and die on the basis of competition, but they can also work together to succeed. This now happens more often from a drug research perspective. There, large groups collaborate and at some point open up to competition, perhaps in later drug trials.
At the Olympics, athletes need to compete with each other, but they can also help each other before and after the event by providing feedback, support, encouragement, and direction. You can still compete at the top of the game, and even if everyone is working together, the best competitors at the moment can succeed.
Many workers are beginning to return to their offices after working in remote areas. What lessons can they learn about teamwork from the Olympics?
Be aware of the various contingencies and challenges you face and be as prepared as possible to deal with them. Athletes spend years preparing their minds and bodies to compete with their best competitors in complex routines. It’s the same as going back to the complex world of work and knowing that people’s expectations are very different about where and how they are supposed to work together.
Each organization can see this as an Olympic challenge. There, you need to explore many paths that can lead to success, customized to the individual needs of your employees. Test and experiment with new methods, and if that doesn’t work, be prepared to adapt and change. The pandemic was a large experiment for our world. Getting back to work also requires wise experimentation.
Ask yourself like any other good athlete. What feedback do you need or need to maximize our potential and success? How can you treat all members of your team fairly based on your performance needs? How can you provide just-in-time support to facilitate team development? Ask yourself, do I know what people are afraid of? Do I know what people want? How can my team share the responsibility of experimenting with different ways of working? What are the “new” norms, rules, or boundaries about how we should work? What is victory? What is the difference between how to earn points before the pandemic and the points score between the current workplace and the workplace? All of these questions apply to work and what’s happening at the Olympics.
What the Olympic Games can teach us about the workplace Source link What the Olympic Games can teach us about the workplace