Blog

• tonydorigo
• Blog
• November 20, 2024

Why a Red Card?

Why Did the Player Receive a Red Card?

Imagine a player receiving a red card for a reckless tackle, resulting in the team playing with one less player for the remainder of the match. Why?

As a manager and a leader, it is essential to understand the reasons behind the actions. Was the referee’s decision wrong? Is he just a bad player? A moment of madness? Or are there deeper reasons that led to the player’s action?

Possible reasons:

1: Emotional Reaction:

The player may have been frustrated or angry about a previous tackle or referee decision, which may have clouded his judgment and led to a rash decision to tackle aggressively.

2: High Stakes Pressure:

In a crucial match with high stakes, the pressure to perform well might have caused him to act impulsively to show commitment and determination.

3: Competitive Mindset:

Some players thrive on competition and might push their limits, occasionally leading to overly aggressive plays to assert dominance.

4: Miscommunication:

If a teammate misunderstood positioning or strategy, the player might have believed they were making the right move to protect the goal but needed to be more accurate with the tackle’s severity.

5: Fatigue:

Being physically exhausted from playing may have impaired the player’s ability to make quick, effective decisions, contributing to the poor tackle.

6: Training Practices:

If the team’s training emphasised aggressive play or tackles, it could inadvertently condition players to act in ways that invite fouls during games.

Understanding the context behind a person’s actions can help coaches provide guidance and support, whether in business or sports. Coaches should emphasise emotional control, communication, and strategic play to minimise future incidents on the field.

#DreamTeamExperienceDay #Leadership #TeamBuilding

• tonydorigo
• Blog
• November 18, 2024

Understanding “Why”

Understanding ‘why’ is time well spent!

As leaders and managers, you know what and how your employees perform their roles. Understanding why employees do what they do is crucial to creating a positive and productive work environment.

A few key aspects:

1: Motivation:

Recognizing what drives employees (intrinsic or extrinsic factors) helps leaders tailor their approach to encourage motivation, whether it’s through rewards, recognition, or personal growth opportunities.

2: Personal Values:

Understanding employees’ values helps leaders align tasks and projects with what matters most to their team. This alignment can increase job satisfaction and commitment.

3: Behavioural Triggers:

Knowing what influences employees’ behaviours, such as stressors or workplace dynamics, allows leaders to identify potential issues early and implement solutions effectively.

4: Diversity and Inclusion:

Leaders aware of employees’ diverse backgrounds, perspectives, and experiences can create an inclusive environment where everyone feels valued and heard.

5: Feedback Mechanisms:

Leaders who understand their employees’ motivations can provide more targeted and constructive feedback, helping individuals grow and improve in their roles.

6: Team Dynamics:

Understanding interpersonal relationships and team dynamics allows leaders to cultivate a culture of collaboration, reduce conflicts, and enhance trust among team members.

7: Emotional Intelligence:

Leaders attuned to their employees’ emotions can better support them during challenges and celebrate their successes, fostering a positive work atmosphere.

8: Retention and Growth:

By understanding employees’ career aspirations and concerns, leaders can create development plans that retain talent and facilitate professional growth.

Leadership that prioritises understanding employees’ motivations and behaviours can enhance team morale, productivity, and the overall organisational culture. Now, that’s what I call a Dream Team!

#DreamTeamExperienceDay #Leadership #TeamBuilding

• tonydorigo
• Blog
• November 15, 2024

Fire in the Belly

A ‘Fire in the Belly’ – but what’s the driver?

I discuss a ‘fire in the belly’ when delivering my keynote. Whatever path you have chosen in your professional career, you must have a level of desire for the core function of your particular role. If you haven’t – you’ve chosen the wrong role!

The size of the ‘fire in the belly’ can be small, a raging bushfire, or anywhere between these 2 points. It can be worked on and improved. What becomes very individual is the ‘why’. Why do people do what they do?

People’s actions are influenced by a complex interplay of factors, including:

1 – Motivation: Personal desires, goals, and ambitions drive behaviour. This can be intrinsic (personal satisfaction) or extrinsic (rewards or recognition).

2 – Needs and Wants: Basic needs (food, safety, love) and emotional desires.

3 – Cultural and Social Influences: Cultural norms, family upbringing, social circles.

4 – Emotions: Feelings such as happiness, fear, anger, or sadness.

5 – Cognitive Processes: Individual beliefs, values, and perceptions. People assess situations based on their past experiences and knowledge.

6 – Circumstances: Environmental factors, including economic conditions, opportunities, and external pressures, can dictate what people can or choose to do.

7 – Psychological Factors: Personality traits and mental health can affect how individuals respond to situations and pursue their goals.

Just because you pay a footballer a lot of money doesn’t guarantee 10/10 performances.

The ‘why’ is complex but worth a leader’s time investment in understanding. Understanding it leads to better outcomes for the individual and the team/organisation.

#Leadership #DreamTeam #BoomerangKeynote

• tonydorigo
• Blog
• November 13, 2024

Organisational Culture – Why It Matters

Organisational Culture – Why It Matters

Why do some businesses perform highly, and others get lost along the way? Have they superior products or services? Do they implement clever strategies? Or, drawing a football comparison, are their people or players just better?

All of the above are advantages, but those advantages will be eroded if an organisation is not built on a rock-solid foundation. Your culture will be the foundation for sustaining and growing these advantages and becoming a high-performing organisation.

Football has many examples of clubs buying high-performing players but ending up with an underperforming team. Fill in the blank for your favourite underachievers; there are a few to choose from ………….

Culture starts with what people do and how they do it. Say you’ll visit your favourite Italian restaurant – what people do within those 11,500+ UK Italian restaurants won’t deviate much. They all provide Italian cuisine with varying degrees of quality and price points – but high-performing businesses distinguish themselves in how they do it. This cumulative effect of what is done and how it is done ultimately determines an organisation’s performance. When I visit a restaurant, what I eat is important in addition to how they serve and make me feel when I’m there.

Additionally, and most importantly, culture encompasses why people do what they do. We can all observe what people do and how they do it—that’s all visible. The why is such a driving force of organisational culture, the shared mindsets and beliefs that influence people’s behaviour.

My favourite Italian restaurant is very proud of its regional differences in Italian cuisine. They are passionate about their food and their hospitality. Customer satisfaction, financial success and excellent reputation will then naturally follow….

Recognising that most of what matters cannot be readily seen – think of an iceberg where 90% is below water…..this is a great place to start for any organisation looking to up their game!

#Culture #Leadership  #TeamBuilding

• tonydorigo
• Blog
• November 7, 2024

Has your organisation got the right culture?

Has your organisation got the right culture?

Culture encompasses the broader values, beliefs, practices, and behaviours that shape the overall environment in an organisation, team or group. It defines how things are done within that setting.

Organisational culture includes communication styles, decision-making processes, leadership approaches, policies, and the organisation’s overall mission and vision.

Within football, I look back at the Sir Alex Ferguson era at Manchester United, and we all immediately recognise the team’s style and characteristics. It was the same with the Howard Wilkinson era when he was my boss at Leeds United – outstanding leadership, direction and vision.

The challenge for both clubs has been how to replace great leaders who lead their organisation’s culture and, in turn, succeed at the highest level of their profession – a challenge which neither team has entirely managed since. There’s also an argument about whether modern-day football managers can have that sort of influence over the whole organisation. Jurgen Klopp and Pep Guardiola would say yes.

Culture is more pervasive and affects all members within the organisation, influencing how they interact with one another and how they approach their work overall.

As an organisation, I look at Brighton and Hove Albion and am very impressed with its culture, led by its owner, Tony Bloom and CEO, Paul Barber. The club gives off a consistent feel, identity, and what it stands for. The proof is how it outperforms year after year against so-called bigger clubs. Search for the Paul Barber interview on the ‘High-Performance Podcast’ – it’s well worth a listen!

In business, Google is an obvious candidate to be highlighted for its culture, but what about here in the UK? BUPA and Innocent Drinks, amongst others, get reviewed highly – are there any other standouts?

#Culture #Leadership

• tonydorigo
• Blog
• November 5, 2024

Team Spirit – create a bond between each other

Team Spirit – create a bond between each other

When we run a Dream Team Day for our business clients, at whatever iconic stadium, we always run a clip of Pep Guardiola getting interviewed when he first arrived as manager of Manchester City.

He’s certainly in the mix when discussing the greatest managers of all time, so when he speaks, it’s certainly worth a listen! He talks about what every manager in the world wants – to improve the individual, which will then, in turn, improve the overall team.

He says every manager or leader has their individual belief in how they want their team to perform. Time is always at a premium, but the first and most important thing he wants to create is “TEAM SPIRIT”. Pep talks about the need to create something special between each other, first and foremost.

Team spirit refers to team members’ enthusiasm, camaraderie, and motivation. It reflects the team’s unity, shared goals, and mutual support.

A high team spirit includes teamwork, collaboration, trust, positive attitudes, and a sense of belonging. Team spirit will lead to increased morale and motivation within the group.

Once this is established, all the other parts will follow, and as Pep says, they will essentially take care of themselves. The manager’s tactics and ideas will be absorbed and implemented far more effectively.  

Team Spirit is a related concept to “Culture”, but there are differences, and they work at different levels. Much like Pep Guardiola’s Manchester City, they perform at a different level to just about everyone else!

#TeamSpirit #Teamwork #Leadership #DreamTeam