The four things a professional athlete wants from a CEO, and what they mean for every business.
It can be an unorthodox mix; a young, high performing athlete interacting with a much older, experienced CEO.
Both are dependent on each other, but initially there is little trust and neither has much influence over the other.
We’ve worked with professional athletes for more than a decade and this is what they have told us they want from the CEO of their club or national body. Why is this important? Because when leadership creates the conditions for peak performance their staff and teams will win more often than not.
So we’ve taken the sentiment of elite athletes and applied the principles to any team of people working in a business or organisation.
Understand what I am going through
Athletes Perspective
“Don’t just see me as a privileged athlete living my best life. Understand what it takes for me to perform and how this impacts me as a person. Issues like performance anxiety, self- doubt, isolation from friends, social media trolls, pressure on my family, discipline around diet and recovery, the training grind, working with commercial partners, fear of injury and planning for a future after sport. Unlike ‘front office’ staff, I can’t shut the laptop at 5pm and be who I want to be. I am a professional athlete 24/7 and nothing about it is easy”.
Business Interpretation
In business, leaders must recognise the unseen pressures their teams face. Employees may be balancing demanding workloads with personal challenges, navigating office politics, poor managers and handling the constant need to upskill. A CEO who actively seeks to understand these realities can foster loyalty and sustained performance.
Specific Actions for Leaders
Schedule regular one-on-one check-ins focused on personal and professional wellbeing, not just performance
Implement anonymous feedback channels to surface hidden issues
Attend team activities or informal gatherings to understand the team culture first-hand
Implement flexible working arrangements specific to the needs of each employee
Provide access to EAP resources and promote their use without stigma
2. Give me the resources I need to be successful
Athletes Perspective
“It doesn’t need to be gold plated, but with expectations of me comes a responsibility to provide the best environment for me to achieve my potential. I need consistency and people I trust, I also need variety and new stimulus. I need to be learning. I can’t focus on performance if I have to fight to have the right people and facilities around me. Give me a voice in decisions that affect me. I know the more I am given the more that is expected. So let’s work together to achieve the best of both”.
Business Interpretation
For a business team, resources mean more than budget. They include access to professional development, clear delegations, and productivity enabling technology. When leaders provide what’s needed, they free their teams to focus on innovation and delivery and create the opportunity to develop a competitive advantage.
Specific Actions for Leaders
Conduct a bi-annual 'resource audit' with team leaders to identify and address gaps
Invest in relevant training and upskilling programmes
Streamline and document processes that slow down execution and create unnecessary stress
Stay up to date with industry developments in software and relevant systems and competitor uptake
Ensure there is a clear channel for employees to request resources without excessive bureaucracy
Ensure there is sufficient budget allocated each year based on a resource development and maintenance plan
3. Always have my back
Athletes Perspective
“I understand I am accountable at every level, but please stand by me through thick and thin, don’t throw shade or be ambiguous about where I stand. Manage the stakeholders, raise issues with me in private. Use plain language not corporate speak. Recognise my commitment, own the organisation’s mistakes, help me feel I have your genuine support not just when I am winning. Involve my family in the journey as they are my support network”
Business Interpretation
Trust in leadership is built when employees know they are supported during setbacks, not just when results are strong. In business, this means addressing issues privately, owning organisational mistakes, and standing up for your people when pressures mount.
Specific Actions for Leaders
Publicly recognise team efforts, even when outcomes are not perfect
Provide constructive feedback in private, ensuring it is specific and actionable
Own your own mistakes and be humble
Be transparent with stakeholders about organisational challenges rather than shifting blame
Include family or personal networks in recognition events where appropriate to build deeper connection
4. Get out of the way
Athletes Perspective
“You take care of business, I’ll take care of my performance. You are not my coach or selector. Don’t be a fan. I respect the pressure and challenges you have to deal with, but too many voices just make it harder. Let’s collaborate to support our commercial partners and celebrate our wins but let’s stay in our lanes”.
Business Interpretation
Micromanagement kills momentum. In a business context, leaders must empower their teams, trust their expertise, and focus on enabling rather than controlling. This creates a culture where individuals take ownership and deliver their best work.
Specific Actions for Leaders
Define and document clear roles, responsibilities, and decision-making authority
Explain the background and importance of business decisions that affect your team
Resist the urge to override decisions unless there is a serious risk
Set clear objectives and success measures, then allow teams to determine the path to achieving them
Regularly review your own involvement and step back where you may be unintentionally blocking progress
Are you ready to Sportify your business?
The key is mutual respect and understanding. Make sure your team has a clear purpose, develop their skills and provide them with the resources they need. Genuinely understand what it takes for them to be successful, and give them a sense of autonomy about how they can go about their work aligned to the business need. Then get out of the way.
We have developed a framework that trains leaders to explore these four pillars within their specific sector and organisational functions to allow them to unlock the potential in the teams.
Learn more about how the four pillars can be applied in your business. Click below to get in touch.