As the Black Lives Matter movement gathers global momentum, so too does the debate around the general lack of diversity in senior decision making roles throughout the economy and in the front offices of sports organizations.
One of the dangers of the Unicorn leader myth – particularly pervasive in sport – is that it prioritizes the cult of the individual over the wellbeing of the people being led. In doing so, it sidelines the importance of collaboration, communication and empathy to constructive leadership.
As the NBA and MLS play out their 2020 seasons in the Florida ‘bubble’, teams are busy trying to figure out how they overcome the challenges posed by such an alien environment.
In a 2017 interview with The Wharton School of the University of Pennsylvania, ghSMART management consultant Elena Lytkina Botelho pronounced the death of the Unicorn leader.
Our executive search team has been looking at average tenure and time to hire data for general manager/president and head coach roles across the five major leagues (MLB, MLS, NBA, NFL, NHL).
As we discussed in a previous article, the idea that ‘Unicorn’ leaders are able to lead effectively without the support of an effective team and strong processes is an illusion.
In the final of three extracts we’re publishing from his new book, The Making of a Leader, Tom Young looks at how sports leaders can delicately balance the introduction of hand-picked backroom team with the legacy staff who are already in place
As we’ve discussed previously, the great leaders we might label as ‘Unicorns’ don’t operate in splendid isolation. Rather than being an omniscient force, they are often guided by a highly competent support team and benefit from effective organizational processes.
As leaders in the sports industry, we’ve all been dealing with uncertainty in recent months as we navigate a range of unknowns related to the coronavirus pandemic. When faced with unprecedented scenarios for which we are relatively unprepared, a lack of prior experience and available reference points can make it difficult to understand potential risks and outcomes.
In a 2013 TechCrunch article, the venture capital investor Aileen Lee used the term ‘Unicorn’ to describe the rarity of privately held startups with valuations of over $1 billion. Since then the term has been adopted to describe anything that proves to be rare and magical across a broad range of disciplines.