Blog Entry | Wed 1 Jul 2009
A sporting lesson in performance under pressure
Nigel Watson
In 2000, as I was setting up my current consulting organisation, I was asked to contract a portion of my time to an organisation run by a fantastically inspirational guy called Humphrey Walters, which I gladly did. At the time, Humphrey and his team were working alongside Clive Woodward in his quest to win the 2003 Rugby World Cup.
Because of the difference in standard of game between the Northern and Southern Hemisphere teams (principally South Africa, Australia and New Zealand) much of the nation believed this to be a somewhat ambitious if not outrageous goal, but Clive was adamant that this was more than just a goal. He believed that by learning to out-think the Southern Hemisphere teams, we would make winning the 2003 Rugby World Cup a reality!
Because of the difference in standard of game between the Northern and Southern Hemisphere teams (principally South Africa, Australia and New Zealand) much of the nation believed this to be a somewhat ambitious if not outrageous goal, but Clive was adamant that this was more than just a goal. He believed that by learning to out-think the Southern Hemisphere teams, we would make winning the 2003 Rugby World Cup a reality!
Throughout the Rugby World Cup, the hosts, Australia were forever whinging and whining that the rugby-game England were playing was ‘boring,’ and they were right! It was never designed to be anything else. Quite simply, it was about a very well-formed team playing the basics really well and continuing to play the basics really well, putting safe points on to the board (primarily via the kicking boot of Johnny Wilkinson).
The risks associated with pulling off something overly complex under the degree of pressure associated with the later matches of the World Cup, and in particular the final itself were too great. It was a simple strategy, that was executed well and then repeated and repeated, and it worked.
The risks associated with pulling off something overly complex under the degree of pressure associated with the later matches of the World Cup, and in particular the final itself were too great. It was a simple strategy, that was executed well and then repeated and repeated, and it worked.
A Lesson from the Marines
As part of their training, we had the Rugby squad spend a week with the Marines to build on their team spirit and performance. Like the sporting world, the military also have an exceptional approach to performing under pressure. The Royal Marines are so highly trained and so skilled at what they do in the most difficult of circumstances that they are in a permanent state of readiness to be deployed anywhere across the globe, and are a core component of the UK’s Rapid Reactionary Force.
You see, the Marines do not just achieve this because they are trained to do it. It’s much deeper than that, and forms part of their whole ethos, and sense of belonging and being. Their values underpin how they operate, and provide the fundamentals and pillars for how they work. And this is the only way that you can really influence performance, be it on the rugby pitch or in the boardroom, when it is in the team’s core being and forms part of who they are and how they ultimately react when put under pressure.
Back to Business
Imagine then a business scenario whereby people were so highly skilled and trained in use of the correct business processes to affect a workable and profitable outcome, whatever surprises are introduced. Where these people were not only able to visualise a successful outcome, but assume complete ownership for it too, enabling the process to be delivered unfalteringly, with no compromise, every single time, like the Marines.
Often in business, we seek to over-complicate things, when more often than not if we just focus upon doing the basics well, and repeatedly do this we could create a repeatable formula for success. As the pressure rises, people buy confidence, and in extreme situations, they look to buy hope. In simple terms if you aren’t displaying an authentic showing of confidence/hope, don’t expect it from your people. As the leader, you are the barometer for success, which your people will look to, and determine just how far they will follow you.
Nigel Watson is one of the most experienced performance culture specialists in Europe. He has been managing director of Q4 for almost a decade and has over 20 years experience in serving corporate household names. For more information visit www.q4solutions.co.uk
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