In Australia, where sport is ingrained in our national identity, we are presented with an intriguing paradox.
While we watch our sporting heroes achieve astonishing feats, an unsettling trend remains:
Only 41% of Australians aged 15 and above engage in sport-related activity weekly, and a meagre 14% volunteer annually in the sport and active recreation sector.
This suggests that while we’re captivated by sport, our participation and community involvement leave room for improvement.
Sport is not merely a matter of physical skill and tactical brilliance; it’s a condensed microcosm of community, relationships, and psychology. While watching Nina Kennedy and Katie Moon share the women’s pole vault gold medal at the world championships, one can’t help but think about the countless people—coaches, psychologists, and communities—that propelled them to that shared moment of glory.
Sports are a foray into the complexities of human psychology and social dynamics. The practice I lead at Synergy Group, creativeXpeople, embodies this intersection by harnessing the expertise of psychologists, sociologists, marketers, creatives and more to explore questions such as: How can we retain kids in sport? What causes young women to leave? How can we mitigate athlete burnout?
Elite sports present us with a double-edged sword. On the one hand, the aspiration for elite performance trickles down to community levels, creating an intense, competitive environment that can fuel progress. On the other hand, this drive for excellence can compromise the joy and inclusivity of participation. This phenomenon isn’t isolated to the sports field; it manifests in organisational cultures prioritising high-performance metrics at the expense of employee well-being and psychological safety.
Our obsession with performance indicators often eclipses the importance of fostering a culture that enhances the human experience at work—equally a requirement for high-performing teams. Such a culture embraces psychological safety, minimising employee burnout and optimising productivity—a concept backed by a two-year study on team performance by Google.
Where does this leave us in the grand tapestry of sports and organisational culture? This is where the social sciences—once considered the softer, more introspective cousins of hard, empirical sciences—enter the fray.
Answering questions about human behaviour in sports or organisations requires professionals deeply engaged in behavioural science. The social sciences can offer profound insights into human motivation, teamwork, and emotional resilience—elements crucial in both elite sports and high-performing organisational teams.
While strengths such as competitiveness, ambition, and diligence are valuable, they become detrimental when overemphasised—whether in sports or the workplace. This correlates with the unintended consequences of a strength overdone, like reduced adaptability and a narrow focus that excludes innovative possibilities.
A well-rounded approach, therefore, seems to be the key. It requires giving equal importance to soft skills such as communication, emotional intelligence, and empathy. In organisations, this translates to a balanced culture where high performance is rewarded but not at the expense of well-being or inclusivity.
The pressing challenges of stagnating participation rates in sports and deteriorating employee well-being in organisations can seem overwhelming. However, a plethora of evidence-based solutions can guide us toward brighter outcomes. Taking a leaf out of the most effective practices seen in elite sports and corroborated by organisational psychologists, here are several strategies that promise to infuse new life into both spheres:
Psychological Safety: The Cornerstone of High Performance
Amy Edmondson, a professor at Harvard Business School, pioneered the concept of “psychological safety,” which was further endorsed by Google’s Aristotle Project as a key predictor of high-performing teams. In the sports arena, coaches like Steve Kerr of the Golden State Warriors endorse a culture where players can take risks without the fear of ridicule. Open communication and failure tolerance aren’t just buzzwords but are essential for innovation and growth.
The eXperience in action: Leaders and coaches should establish a non-threatening environment where team members are encouraged to express their ideas and concerns openly.
Mindfulness and Mental Resilience Training
Mindfulness and resilience training have received considerable attention in organisational settings and elite sports. Backed by a study published in the Journal of Applied Sport Psychology, mindfulness interventions showed positive impacts on athlete performance. Companies like Google and General Mills have also implemented mindfulness programs, reporting increased productivity and reduced employee stress levels.
The eXperience in action: Introduce regular mindfulness and mental resilience sessions to help team members focus better and cope with stress more effectively.
Cultivating Emotional Intelligence (EI)
Daniel Goleman’s ground-breaking work on emotional intelligence revolutionised our understanding of peak performance. Coaches such as Phil Jackson, renowned for managing complex player egos, utilised EI as a cornerstone of his coaching philosophy. Organisations are catching up, too, with a study published in the Journal of Organizational Behaviour indicating that EI is a key predictor of team performance.
The eXperience in action: Invest in emotional intelligence training for team leaders, which can cascade down to all team members to build stronger interpersonal relationships.
Skill Variability and Cross-Training
The most effective sports teams often employ varied training regimens to build a comprehensive skill set. According to a Journal of Sports Sciences study, athletes exposed to multiple sports in their formative years were more likely to achieve elite status. Organisations like Tesla encourage cross-disciplinary knowledge, believing that innovation occurs at the intersection of different fields.
The eXperience in action: Encourage team members to cross-train in diverse skills and roles, enhancing adaptability and improving team cohesion.
Data-Driven Continuous Feedback
In elite sports, analytics and performance metrics are a constant companion. However, research from the Wharton School of Business suggests that continuous feedback loops in organisations can be just as impactful in driving performance.
The eXperience in action: Implement a real-time feedback mechanism through performance metrics in sports or regular employee reviews in organisations to provide actionable insights for improvement.
By incorporating these research-backed strategies, which represent a small sliver of what is possible and required in teaming, we can revitalise the spirit of participation in sports and enrich the experience of work, tapping into the full potential of human capability. After all, the ultimate objective is to perform and thrive in every facet of human endeavour.
In the complex ecosystems of sports and organisations, the focus should be on keeping the pathways to participation open and inclusive. Elite sports depend on the wide participation of athletes and audiences. Likewise, high-performing organisations benefit from a culture that allows for different skills, perspectives, and levels of performance to thrive.
To elevate our game—whether in sports, organisations, or life—we need to take an interdisciplinary approach, embracing the social sciences to understand the holistic experience of human beings. Only then can we create high-performing teams and organisations that excel and enrich the human experience.
Ultimately, it’s about connecting the qualitative and quantitative, the emotional and the rational, to achieve a greater purpose: human flourishing in all its forms. So, as we cheer for our athletes or strive for that next business milestone, let’s remember that the pathways to performance, enriched by social sciences, make the journey worthwhile.
