Reaching for the top
Sailing is not unlike conquering challenges in the business world: you need a clear goal, a motivated team and strong leadership to achieve outstanding performance. The skipper of the German America's Cup team shares his success recipe…
"If you change your goal too often, you will not be able to stay in the lead"
The America's Cup is one of the most important international sailing regattas. In contrast to business, decisions are made on the open sea that have an immediate impact on the boat's course and its distance from its competition. The crew is only as strong as the entire team, and the team can only be successful with a skipper that is in control of everything. Jesper Bank, skipper of United Internet Team Germany, spoke to us about leadership success factors.
A regatta is a competition. How do you set targets on a sailboat?
On sailboats that were built exclusively for regattas, there is no doubt about what the target is: a spot on the podium.
"If you change your goal too often, you will not be able to stay in the lead"
The America's Cup is one of the most important international sailing regattas. In contrast to business, decisions are made on the open sea that have an immediate impact on the boat's course and its distance from its competition. The crew is only as strong as the entire team, and the team can only be successful with a skipper that is in control of everything. Jesper Bank, skipper of United Internet Team Germany, spoke to us about leadership success factors.
A regatta is a competition. How do you set targets on a sailboat?
On sailboats that were built exclusively for regattas, there is no doubt about what the target is: a spot on the podium.
How can the crew be motivated to achieve this?
The goal has to be clear to everybody. A goal set by managers might be to achieve a certain profit, which has no direct relevance for each individual's everyday work. In sports, it is easier to understand what a goal means, because it has a direct impact on each person's behavior. I think a lot of people simply go to work without really having a clear understanding of their company's primary goal.
When is it necessary to adjust goals, or to change the course?
You have to hang on to a goal for as long as possible. If conditions or risks change, we can react to them to a certain extent and still stay on course. But if you change your goal too often, you will not be able to stay in the lead.
The goal has to be clear to everybody. A goal set by managers might be to achieve a certain profit, which has no direct relevance for each individual's everyday work. In sports, it is easier to understand what a goal means, because it has a direct impact on each person's behavior. I think a lot of people simply go to work without really having a clear understanding of their company's primary goal.
When is it necessary to adjust goals, or to change the course?
You have to hang on to a goal for as long as possible. If conditions or risks change, we can react to them to a certain extent and still stay on course. But if you change your goal too often, you will not be able to stay in the lead.
Look what else we've got...
Your boat apparently has a new team of individualists. What values are important for this team?
The team's stability is valuable and an unbelievable strength when it comes to competing. In business, people who do not perform well or fit into the team are thrown out, which leads to a loss of trust and destroys each team member's sense of belonging. In this respect, we operate very differently than companies.
On a boat, leadership is important for both safety and success. What role does the skipper play?
The skipper's role depends on the boat's position. If none of the competitors are close, the skipper stays in the background. As soon as other boats threaten your lead, the skipper takes over completely. There is so little space that the ship's movement can be controlled and decided on only by the skipper. Ideally, you hardly notice he is there. If the skipper is silent, then everything is under control.
How does the skipper deal with mistakes?
Mistakes are made. When they happen, we talk about why they happened and what we can do to prevent them in the future. We see ourselves as sparring partners. It is a constructive process that is usually initiated by a person who has a problem and requests help from other people. When you're sailing at such a high level, mistakes are necessary; without them, it is not possible to improve.
The interview with Jesper Bank was conducted by Oliver Jacobi. These excerpts were taken from the Roland Berger Strategy Consultants executive magazine, think:act.
If you have questions or comments regarding this or any other story, please do not hesitate to contact us:
The team's stability is valuable and an unbelievable strength when it comes to competing. In business, people who do not perform well or fit into the team are thrown out, which leads to a loss of trust and destroys each team member's sense of belonging. In this respect, we operate very differently than companies.
On a boat, leadership is important for both safety and success. What role does the skipper play?
The skipper's role depends on the boat's position. If none of the competitors are close, the skipper stays in the background. As soon as other boats threaten your lead, the skipper takes over completely. There is so little space that the ship's movement can be controlled and decided on only by the skipper. Ideally, you hardly notice he is there. If the skipper is silent, then everything is under control.
How does the skipper deal with mistakes?
Mistakes are made. When they happen, we talk about why they happened and what we can do to prevent them in the future. We see ourselves as sparring partners. It is a constructive process that is usually initiated by a person who has a problem and requests help from other people. When you're sailing at such a high level, mistakes are necessary; without them, it is not possible to improve.
The interview with Jesper Bank was conducted by Oliver Jacobi. These excerpts were taken from the Roland Berger Strategy Consultants executive magazine, think:act.
If you have questions or comments regarding this or any other story, please do not hesitate to contact us:
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