Football Managers and Business.

August 13, 2016 the BBC website.

Here is a headline that caught my eye -

''What can football managers teach business?' 

As a ‘crossover’ sports and business coach I thought two of the points from Jose Mourinho were worth expanding on.

Firstly: Mr Mourinho expressed the idea that it isn't just good enough to hire someone with skills. Time has to be spent making sure the newcomer performs as expected.

To me this point revolves almost entirely around the change in culture (and systems) that all new recruits face in their new role.

How do you stop the inevitable culture shift crushing a new recruit?

This is an issue that all managers/employees face every time they recruit people into an existing team. 

The reality is that any newcomer will have some difficulty in fitting into an existing structure and the people within that structure will have some difficulty accepting the new member. 

It is important then that the new employee, the employer and the existing team, all have a clear view of what is wanted.  To this end: good preparation and planning will make for smoother transitions.  To help with this I have used the following sequence to great effect -

1. An initial team discussion about what's needed from the new person.
2. The creation of a detailed job description.
3. The creation of a detailed description of the ideal candidate.
4. The creation of comprehensive induction pack and job specific employee manual.
5. A training schedule to cover the first few days/weeks/months of the new appointment.

When applying this throughout an organisation I keep in mind that the preparation for an administrative person may well be less involved than what would be needed for a senior manager. But, it always holds true that: the better the preparation, the more likely your new recruit will be a success at any level.

As an added bonus I have found this approach also helps attract better quality recruits.   The attention to detail displayed in this approach shows that your organisation takes a professional and serious approach to recruitment. This, in turn, demonstrates your willingness to invest time and effort in their future success.

The second point raised, that I strongly identify with, was the notion that, for most people, it's not all about the money.

Why does ‘showing people the money’ not always work?

I learned a long time ago this almost never just about the money. Whilst money, benefits and perks are all important there are other things to consider. It is reported, in the article, that Mr Mourinho talks about 'a greater good’ and a ‘joy' of doing something.

I liken this to 'hot button sales'. It is important to find out what motivates people beyond money. Once you have identified what drives an individual you can decide if it suits your organisation and culture and you can then build it into your planning of their success.

This is a broad subject but it is my experience that there are three main drivers in business today: recognition, team loyalty and work-life balance. 

• Recognition within a group can be a powerful motivator. Publicly recognising an employee’s status or how well they are performing can be a massive boost to confidence and always promotes a feeling of satisfaction within the workplace.
• Team loyalty is one of the hardest things to achieve but once it exists it will drive groups to achieve incredible results. A sporting example of this being the 2015/16 Premier League winners Leicester City FC. They started the season as 5000/1 outsiders and finished as champions. Their success being widely attributed to an amazing team spirit and selfless play. 
• Work & life. A willing acceptance by an employer that people have a life outside work can be a hugely motivating factor.  A family oriented company that allows for flexible working hours and family emergencies will foster a sense of caring and employee loyalty that cannot be bought by money alone.

I want to conclude by emphasising that, past performance may be a huge indicator of future success.  BUT success, especially where change is involved, almost always needs a helping hand. Typically my way of helping starts with detailed planning and a clear-view of what everyone is trying to achieve.

Note: As usual, everything here suggests as many questions as it answers and not everything can be covered in one session.  If you are a member why don’t you contact me directly and I will answer any questions you may have.  

James.