THE INGLORIOUS sacking of the Chelsea manager Roberto De Matteo, and the abject capitulation of the Indian batting lineup in the second test at Mumbai; had all of three words in common. Somewhere both these seemingly disparate events, illustrated a ‘lack of patience’, as regards some of the key personnel involved. And as a new era begins to demand lightning quick response times, the value of the pause, appears to be getting increasingly lost.
In fact, both the sporting and the business world; are beginning to witness the erosion of this virtue in some abundance.
Stiffer competition does entail that one must act quickly. Across both domains, the clamor for instant results is also immense. But often under these circumstances, both organizations and individuals; tend to generate purely reflexive responses, to the prevalent challenges. The tendency to shoot first, and ask questions later; is becoming almost endemic.
As always, sport offers us a vivid illustration of how this phenomenon plays out. But the fallacy would be to think, that things are any different at the workplace. For more often than not, it is vital decisions in the business world, which are frequently taken with the same knee jerk reaction, as a captain changing the field, the very next ball after a boundary has been hit.
Lacking the longer perspective
Roberto De Matteo, stepping in as an interim manager, won Chelsea their first Champions League title this year. He also helped them make a really strong start, to the new premier league season. Yet all it took was a period of three odd weeks, to completely dismantle all the good work that had gone before – at least in the eyes of the Chelsea owner Roman Abrahamovich. De Matteo’s sacking should serve as a clear warning, to top managerial talent across the world, about how the Chelsea job might appear to be a bed of roses, but has tortures of the ‘Roman’ kind implied.
The business world is no stranger to such behavior from top management. All too often, key positions are filled in, with no real understanding of the long term implications. Does the new recruit fit within the cultural context of the company? Is she aware of where the company is aiming to go, and does that journey excite her? Along which strategic directions, is she meant to contribute?
It is appalling how many times such key questions get glossed over, and a mere filling in of an empty box on the organizational matrix, assumes greater importance. As we have seen, such actions are bound to trigger a period of the long term blues.
Failing to embrace the slow period
Perhaps before this series began, Indians thought of Captain Cook, as a buccaneering explorer, from the glory days of the British Empire. Post this series that perception is likely to shift to a cricketing leader, who seems to bat with infallible reserves of patience. Cook’s essays across both the Tests, have rekindled interest in classical Test batting. To be fair, the excellent Pujara has done his share from the Indian side. But too many others, have played like they still suffer from a ‘limited overs hangover’. The priceless ability to grind out a difficult period, and subsequently the morale of the opposition, has been missing. The sheer temperament to hang in there, though a phase where no runs are being scored also seemed to be absent.
Even in times when speed is the essence of many businesses, there is always merit in slowing things down. Time also has to be given, for strategies and c ploys to take effect. These are insights which seem almost counter intuitive, in what has often been touted, as high speed economic times. But they have never been more important.
Organizations which consciously learn to pause, in the midst of either chaos or stagnation, are those which inevitably cope better with such situations. Modern day management paradigms; inevitably put the focus on dynamism in decision making.
Managers almost feel pressured to change things. But often the answer lies in doing nothing different at all. The apt response might lie in seeing through the challenge, with the organizational equivalent of a dead bat, to smother the spin.
Not using interim opportunities to convene
The partnership been Kevin Peterson and Alistair Cook, was the decisive one in the Mumbai Test. While two absolutely contrasting batting philosophies were on display, what was especially riveting about this association; was their awareness in terms of having mid pitch meetings in between deliveries. Those minor forums not only ensured small victories, like ensuring this would be the last over of that session, but they also kept both protagonists consistently on the same page, as far as their strategy for that period went. Sunil Gavaskar has often mused, about how cricket often transforms into a contest between the two batsmen, versus the eleven trying to pry them out. In this case, these two certainly were worthwhile company.
It is fascinating to observe, how during times of duress in an organization, the lines of communication suddenly dry up. Departments begin to huddle closer, almost cocoon like, and minimize their interactions, both within and outside. However, this is actually the time, when interim meetings are of utmost importance. Forging a shared confidence and purpose, become critical tasks to achieve. Celebrating small intermediate victories, offer great opportunities to rekindle team spirit. Eventually it is the very human desire to feel connected, which is at its highest at such times. And those companies who foster these ‘mid pitch conversations’, are likely to take guard for much longer innings.
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In conclusion sport repeatedly shows us the value of the pause. It illuminates perspectives, on how even in a high adrenaline laced environment, there is always more time than one thinks one has. Perhaps it is now time for the white collar world to patiently assimilate this.
The writer is a creative thinking trainer and an independent brand consultant. He is the author of the book, ‘The Madness Starts at 9’ and also the patron saint of a footballing movement called Juhu Beach United, that celebrates, ‘the unfit, out of breath working professional of today’.
(The views expressed here are those of the Author and SportzPower need not necessarily subscribe to them)
