THIS weekend, Kim Clijsters added a fourth Grand Slam title to her collection by winning the Australian Open. She beat the gallant Li Na in a keenly contested final, surely indicating that the perennial bridesmaid status which used to haunt her perception perhaps has finally been sent down under.
Clijsters has had an extremely interesting career in tennis, to say the least.
She began as the darling of the Belgian nation. Then, after failing to completely realize her potential with Grand Slam trophies, was usurped as the national flag bearer by compatriot Justine Henin. A sole win at the US Open in 2005 and premature retirement in 2007, had the scribes writing her off as a one slam wonder.
But she came back with a vengeance to prove them all wrong.
What are the thought sparks that emerge, pertinent to the corporate world, from the inspiring story of Clijsters?
As always, there are quite a few aces to be pulled out, for the observant eye and the open mind.
Clijsters hung up her racket relatively early in her career in 2007. She went off to start a family. Perhaps uncovering the perspective, of having a lot more to one’s life than merely tennis, was the moment of epiphany that she had been waiting for. Because she came back with a mind that was razor sharp and a disposition that was utterly fearless-usually a lethal combination in any sport.
Many a time, teams working on key projects in an organization, get too close to the problem. Incisive insight is often achieved by subscribing to the distant and detached viewpoint. Hence sometimes walking away from the problem for a while can result in sharper, clearer and more creative thinking.
The increased number of senior managers’ worldwide taking sabbaticals, only to return with renewed energies, is a compelling case in point in this direction.
Lowering expectations, living for the day
Ever since Clijsters has returned, what has been fascinating is the manner in which she approaches the big tournaments. Previously, she was infamous for choking at key moments in matches.
Today, she seems to take one match at a time. She behaves like someone who has no expectation of going all the way to begin with, and ends up treating every match like her last one. This strategy is appearing to make all the difference, because in many cases now, she is taking court on the final day. Gone is her tentative play at crunch moments, Clijsters now revels in these…
Companies frequently burden teams and individuals with great expectations and steep targets, such is modern day business. But the path to innovation is sometimes a serendipitous one and organizations need to take cognizance of this. Letting teams float, drift and live in the present for a while, might just provide the stimulus and space they need to engage in truly breakthrough thinking.
Sometimes the best plan can be to be just a little unplanned.
