Can Olympians Teach Executives to Win? Only If Boardrooms Have Starting Blocks

 

The pressure to achieve Olympic-level success in business can lead to a toxic work culture, where the emphasis on winning at all costs mirrors the darker side of competitive sports, including unethical behavior and corner-cutting.

When it comes to success in the boardroom, some executives seem to believe that catching the Olympic spirit might be their ticket to gold. After all, if Olympians can teach us to run faster, jump higher, and endure longer, why shouldn't their lessons apply to the corporate world? But before CEOs lace up their metaphorical track shoes, it is worth asking whether the parallels between sports and business are more than just a sprint of the imagination.

The allure of connecting athletic success with corporate leadership is nothing new. High performance, whether in sports or business, is a seductive concept, promising a formula that can be learned, replicated, and mastered. The syllogism goes something like this: I want to be successful. That person is successful. Therefore, that person can teach me how to be successful. This logic has fueled a booming industry of podcasts, books, and seminars, where Olympic athletes share their secrets to success with eager executives.

At first glance, the connections seem obvious. Olympians and CEOs both require dedication, resilience, and the ability to perform under pressure. The podium finishers in Paris, like their counterparts in the C-suite, didn't get there by accident. They worked hard, often sacrificing much in the process. This is the message that has led to a surge in demand for leadership courses that draw on case studies from the world of sports.

Simone Biles, the American gymnast who became a symbol of mental strength by withdrawing from the Tokyo games and then making a triumphant return in Paris, has been celebrated not just for her athletic prowess but for her leadership qualities. Bob Bowman, the coach who guided Michael Phelps to Olympic glory, has written a book on the "Golden Rules" of success, which has found a receptive audience among business leaders. Léon Marchand, a French swimmer and one of Bowman's latest protégés, has continued this trend with his recent triumphs, likely boosting sales of Bowman's book even further.

But is the corporate world really the same as the world of elite sports? The differences are as vast as the oceans that some of these swimmers cross in their daily training. Unlike the clear, measurable outcomes of sports competitions, business success is often murky, subject to a myriad of factors beyond an individual's control. The Olympic cycle, a four-year march to a single moment of truth, has no real parallel in the business world, where success is usually measured in quarterly earnings, not in gold medals.

Moreover, while it's easy to admire the discipline and drive of an Olympian, it's worth remembering that these athletes are often blessed with extraordinary natural gifts. Michael Johnson, the legendary sprinter, once remarked on "The High Performance Podcast" that he was born with more speed in his little finger than most people have in their entire bodies. It's a humbling reminder that no amount of executive coaching can transform an ordinary manager into an extraordinary athlete. In the corporate world, where the real task is to get the best out of a diverse workforce, the analogy falls short. After all, how often do you hear a CEO say, "As soon as I saw that employee log on, I knew they were special"?

This brings us to the question of what exactly we are trying to learn from these Olympians. Cath Bishop, a former Olympian turned consultant, offers a cautionary note in her book "The Long Win." She argues that a rigid focus on winning can be self-defeating, both in sports and in business. Instead, she advocates for trusting in the process, focusing on performance rather than results. This is a lesson that could indeed benefit many companies, where the pressure to deliver immediate results often leads to poor decision-making and a toxic work culture.

The darker side of the Olympic analogy is also worth considering. The pressure to win at all costs has led to numerous scandals in the world of sports, from doping to match-fixing. The same pressures can lead to unethical behavior in the corporate world, as we've seen in countless examples from Enron to Wells Fargo. The intense drive for success can sometimes lead to cutting corners, fostering a culture where cheating is not just tolerated but encouraged.

Yet, despite these significant differences and potential pitfalls, the myth persists. Executives flock to hear stories of Olympic glory, hoping to glean some nugget of wisdom that will propel them to the top. They listen to tales of how Bowman broke Phelps's goggles before a race to teach him resilience, or how Johnson perfected his famously upright running style. These stories are undoubtedly inspiring, but their relevance to the corporate world is questionable at best. They are more about vicarious thrill than practical advice.

In the end, the obsession with Olympic analogies in business might say more about the desire for easy answers than about any real connection between the two worlds. Executives want to believe that there is a simple formula for success, a set of rules that, if followed, will lead them to the top. The reality, of course, is far more complex. Success in business, like success in sports, is a combination of talent, hard work, timing, and often, a bit of luck.

So, while it might be tempting to believe that what works on the track or in the pool will also work in the boardroom, it's worth remembering that business is not a race. It's a marathon, one that requires a different kind of endurance and a different set of skills. And as for those who still insist on drawing lessons from Olympians, perhaps they should consider this: if success were as simple as copying the best, we would all be wearing gold medals by now. But as we know, the world doesn't work that way—no matter how fast you can run.

As the Olympics in Paris draw to a close, the real lesson for executives might be this: sometimes, the pursuit of gold is less about the finish line and more about the journey. And if that journey leads to a conference room full of executives stretching before a meeting, well, at least it is a step in the right direction—albeit a spurious one.