7 business lessons learned from the fall of Lance Armstrong
Published February 1, 2013 1:07 PM
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Updated February 1, 2013 1:31 PM
1 Min Read
1. Fierce individualism has no place in teams.
Just the fact that we think of Lance Armstrongs teams as Lance Armstrongs teams speaks volumes. We need to be sure that MVP syndrome is not allowed to define our teams, Piasecki says. Whether your efforts are centered on pay structure, group incentives, verbal recognition, or some other technique, seek always to send the signal that its strong teams not strong individuals that make up a strong company.
2. MVPs cannot be allowed to dictate to or pressure teammates.
The U.S. Anti-Doping Agency report regarding Armstrongs cheating made it clear that Armstrong was driving the doping culture of his team through intense pressure to conform. You cannot do more with teams in an atmosphere of intimidation, Piasecki says.
3. Do not give victors the benefit of the doubt.
In all teams there is an inherent desire to protect our superstars and keep them winning. Armstrong was able to perpetrate his deceptions thanks to a small army of enablers, according to the USADA report. However, Piasecki warns, leaders must be mindful of this very human tendency to look the other way. We must be willing to
bench the MVP, even to fire the superstar for the good of the team.
4. Ceaseless victory is a fantasy; keep a healthy sense of perspective.
When we dont learn to tolerate failure, we will do anything to keep succeeding.
I believe if others had taught Armstrong [a] tolerance of losing he would have proven a more dependable competitor, Piasecki says. Leaders must instill in teams that failure is a part of life and thus a part of business. We must refrain from punishing teams who give it their best shot yet fall short of victory. And after a defeat, we must insist that employees get back on the horse and ride full-tilt toward the next contest.
I believe if others had taught Armstrong [a] tolerance of losing he would have proven a more dependable competitor, Piasecki says. Leaders must instill in teams that failure is a part of life and thus a part of business. We must refrain from punishing teams who give it their best shot yet fall short of victory. And after a defeat, we must insist that employees get back on the horse and ride full-tilt toward the next contest.
5. Great teams revel in the pleasure of persistence.
It seems that to Armstrong the only acceptable outcome was winning at any and all cost. Taking a different tack accepting the reality of our imperfection takes the pressure off, Piasecki says, adding that striving brings with it its own unique rewards.
6. Successful teams share values, integrity and a commitment to one another.
There is nothing wrong with offsite team-building events or weekly social gatherings, but there is no substitute for real-world work, Piasecki says. Bring people together often so they can share their progress, brainstorm ideas to keep projects moving and generate the synergy needed to move from being a collection of individuals to becoming a team.
7. The right captains can help build teams strong enough to withstand the dark side.
In choosing and nurturing of captains is where all of the lessons coalesce. Piaseckis definition of a captain is someone who can rapidly recognize and leverage the key capabilities of their team members. They are able to see the capacity for harm and quickly disarm it as opposed to Armstrong, who promoted it and allowed it to flourish. Invest in your captains, Piasecki concludes. Choose them well and use them wisely. They will bring the results and the profits you are looking for.
