Leading the Field: What It Takes to Become a CEO in the Sports Sector

The Sports Industry

Working in the sports industry is not for the faint of heart. It is an incredibly dynamic environment that requires a lot of sacrifices from the people that are a part of it. Logging long hours, working during weekends, and travelling on a weekly basis are just a few things that professionals in the sports sector have to contend with. CEOs in particular often have to deal with a significant number of stakeholders such as supporters, civil servants, sponsors, and many more.

However, the rewards of rising to the top in this fast-paced, high-pressure industry are immense. Whether it's the satisfaction of leading a successful team, shaping the future of a sports organisation, or making impactful decisions that reach millions of fans worldwide, the journey to the top is as challenging as it is fulfilling.

To find out exactly what it takes to succeed in the world of sports, I interviewed ten CEOs from four different countries with the aim of answering the following questions:

1. What steps should you take in your career to reach the position of CEO in a sports organisation?

2. Which skills and qualities should an aspiring CEO have?

3. Are there any key failures or mistakes that they learned from during their careers?

4. How important is networking for a CEO?

5. How do you develop and communicate a clear vision for a sports organisation?

   
   

In this blog article I have summarised the key thoughts and insights of all the participants, based on the questions above. Considering the sensitive nature of the role of a CEO, this information will be presented anonymously.

1)What steps should you take to become a CEO?

The CEOs that were interviewed for this blog post had a varying background and had experience stemming from a wide selection of roles. However, there were a lot of things they had in common with regards to the steps they took in their respective careers towards becoming a CEO. One recurring theme, that was mentioned throughout the interviews, was that it was not a single bold move, but a series of intentional steps taken with courage and heart that helped them reach their current standing.

According to the interviewees, it starts with being proactive, or in other words not sitting back and waiting for the perfect opportunity. Contacting organisations to work as a volunteer can be a powerful way to get your foot in the door, showing future employers the willingness to contribute and learn.

When opportunities come, the CEOs recommended that they be seized without hesitation. Taking a leap of faith was one of the main similarities throughout all the conversations and this often involved accepting more responsibility even before they felt completely ready.

Once the first move into a sports organisation organisation has been made, persistence is everything; success often belongs to those who simply refuse to give up. Michael Hyatt succintly described this in the following manner: "You can't fail if you don't quit."

Although persistence was deemed important by the CEOs, there also seemed to be an emphasis on letting passion and drive shine through in everything that they do. In other words, persisting is important, but make sure you don't just go through the motions.

Throughout their careers, the interviewees also benefitted greatly from surrounding themselves with people who challenged them, as opposed to people who always agreed with them. Additionally, being open to learning from other people: mentors, colleagues, and even competitors really pushed the respondents' knowledge and skill levels to greater heights.

2)Which skills and qualities should an aspiring CEO have?

To become a truly effective CEO, mastering a range of essential skills and qualities is non-negotiable. It is a position that is very dynamic and versatile individuals tend to thrive as CEOs, as they are good problem solvers. In the following paragraphs the skills and qualities, that were mentioned in the majority of the interviews, will be discussed and elaborated upon.

According to all the interview participants an aspiring CEO must have a clear strategic vision and thus the ability to set a course for the future and inspire others to follow it. Leaders of organisations can be convinced of the excellence of their strategic vision, but without the buy in of their employees, they will not be able to execute these ideas to their full potential.

Other skills and qualities mentioned were adaptability and resilience. In the current unpredictable climate it is essential for CEOs be able to pivot when necessary and remain steady through challenges. The example that featured in almost every interview was the outbreak of Covid-19 in 2020, as this situation led for a complete re-think with regards to how their sports organisation would and could function.

Exceptional communication skills were also considered to be key by the CEOs, not just speaking clearly, but listening deeply and connecting people to the bigger picture. Moreover, all the respondents mentioned that good communication was essential for effective leadership. Developing good leadership skills is another essential part of a CEO's skillset and acting with integrity and authenticity, because trust is the foundation upon which all great organisations are built. A CEO should also lead with a people-centred approach, balancing business goals with genuine care for employees and communities.

No CEO succeeds alone, so the ability to identify and empower talented individuals who can strengthen the mission of the organisation was also observed by the interviewees. Being able to delegate tasks to capable individuals would allow a CEO to focus more on aspects of the organisation where they can deliver the biggest contribution. This would also allow other individuals to use their strengths to compensate for skill gaps that the head of the company may have.

3)Are there any key failures or mistakes that they learned from during their careers?

Many successful CEOs are known for taking risks and accepting the fact that mistakes are part of the process. What separates them from others is how they learn and grow from those experiences. One key takeaway from the interviews was that you 'pay your schools fees' by learning on the job through challenging experiences.

When running an organisation, the importance of understanding the emotions and motivations of others was deemed another crucial moment of learning for the interviewees; the failure to do so created unseen barriers in leadership. Examples of this were employees 'switching off' during conversations and stakeholders starting to show signs of resistance with regards to certain proposals. However, the CEOs also reflected on times they were too lenient, learning that clear boundaries and accountability are essential.

One of the respondents felt it is important for ambitious individuals to make sure their achievements are visible. Hard work doesn’t always speak for itself unless you advocate for it and this CEO learned this the hard way: by missing out on a promotion that ended up going to another individual that was more vocal about his/her achievements.

Some mistakes have significant consequences and one of the interviewees discussed the impact of not reading contracts thoroughly enough. This was an important lesson for this person, as it involved a legal battle that lasted several years. The devil is often in the details and a CEO should definitely sweat the details regarding certain official documents. CEOs are also tasked with keeping board members satisfied and this is often easier said than done. The management of the relationship with the board can be seen as one of the most challenging aspects of being a CEO. Additionally, being able to challenge the board on certain issues was considered to be a crucial part of the role. Finding a balance between speaking your mind and listening to the wishes of the board seemed to be the happy medium for conversations. Staying calm and composed earns more respect than any heated exchange ever could.

4)How important is networking for a CEO?

Networking is often the gateway to opportunities, particularly in industries like sports. Many top-level positions, whether in management, sponsorship, or team operations, are filled through recommendations or referrals rather than traditional job applications. Connections can help open the door, but it's your expertise, reputation, and character that will ultimately keep it open. According to the interviewed CEOs, networking was considered to be a crucial skill that every head of an organisation should be proficient in. As a public figure and a representative of an organisation it is important to be careful about how you present yourself during events and conferences. Events and conferences offer prime opportunities for CEOs to expand their networks. However, the way you present yourself during these interactions is crucial.

First impressions matter: how you engage with others, your body language, and even the way you listen can have a lasting impact. A brief moment of connection could turn into a powerful partnership or business opportunity, so it's essential to be professional, approachable, and authentic. One interviewee mentioned the following in relation to networking: "The next conversation you have might change your life". Every conversation you have, is a chance to share your vision and gain fresh perspectives.

Some people are afraid to reach out to prominent figures, but the CEOs that I spoke to indicated that you should not be afraid to reach out to these individuals. While it may seem intimidating to reach out to high-level executives in your industry, networking at this level is vital for growth. By reaching out, you could find a powerful ally or a mentor who can provide advice and open new doors. Networking isn’t just for peers; it's about connecting with those who can inspire or influence you.

The CEOs that took part in the interview also indicated that they used their networks to learn new things. One of the most valuable aspects of networking is the opportunity to continually learn. CEOs can use their networks not only to create business opportunities, but to stay on top of industry trends, innovations, and best practices. Regularly engaging with your connections can provide access to the latest insights, technologies, and strategies, which can be applied to your own leadership style or business operations.

5)How do you develop and communicate a clear vision for a sports organisation?

Developing and communicating a clear vision for a sports organization is critical to its long-term success. The vision serves as the North Star that guides the entire team, ensuring everyone is aligned and motivated toward common goals. Getting everyone going in the same direction is key to executing any successful vision and CEOs are the main people responsible for this organisational aspect.

According to the interviewees, a good strategy/vision allows you to stick to your guns in moments when you have to make tough decisions. Sticking to your guns doesn’t mean being rigid; it means having the courage and confidence to stay the course, especially when the road ahead gets challenging. Strong leadership in this regard shows others that you are committed to the long-term success of the organization and that the vision is something worth pursuing, no matter the hurdles.

The CEOs also mentioned the importance of letting your actions speak louder than words.

If you expect your staff to embrace the vision, you must embody it yourself. Demonstrate through your behavior, decisions, and daily actions how the vision comes to life in practice. Your actions will set the tone for the entire team. Leading by example is one of the most powerful ways to ensure your vision is understood and embraced at all levels.

One CEO mentioned that when he enters a new organisation, he uses the first 100 days to absorb everything in a new company. When stepping into a new sports organization, the first 100 days are critical for understanding the culture, the people, and the current state of the organization. He claimed it was useful to use this time to listen, observe, and learn rather than immediately implement drastic changes. By absorbing everything, you gain invaluable insights into how things work and where adjustments might be necessary. This period also allows you to build relationships, understand the challenges faced by staff, and identify opportunities for growth. Once you’ve grasped the nuances of the organization, you’ll be in a much stronger position to craft a vision that reflects the realities of the company while inspiring its future.

The CEOs also agreed on the fact that a good vision needs to strike a balance between being realistic and ambitious. On one hand, it should be grounded in what is achievable, given the resources, talent, and circumstances of the organization. On the other hand, it must also inspire the team to aim higher, challenging them to push past their limits and dream big. A vision that is too conservative may lack the energy needed to motivate change, while an overly ambitious one may feel unattainable, leading to frustration and disengagement.

Various forward thinking CEOs like to involve staff members in the creation of the strategy. A vision is most effective when it’s a collective effort, and involving key staff members in the strategy-building process ensures that it resonates with everyone. Collaboration not only brings diverse perspectives to the table but also fosters a sense of ownership and buy-in. When people feel included in shaping the direction of the organization, they are more likely to be committed to the vision and motivated to help achieve it.

Conclusion

Becoming a CEO in the sports sector requires a blend of experience, key leadership skills, and the ability to learn from both successes and setbacks. Aspiring CEOs should focus on building strategic thinking, emotional intelligence, and strong networks while staying resilient in the face of challenges. Developing and communicating a clear, compelling vision is essential to inspire and align the organization. By leading with purpose, fostering collaboration, and continuously learning, you can successfully navigate the path to becoming a CEO and make a lasting impact in the sports industry. Be aware of the following though: being a CEO of any organisation is not for the faint of heart!