How sports and exercise bodies can rejuvenate themselves to be ready for the ‘new normal’ world
What traditional providers can learn from the entrepreneurs and innovators across the sector
Over the last few months, the community sport and exercise sector has seen unprecedented challenges and opportunities which some have embraced and many others have ignored or avoided. There is little doubt that those who kept engaging with their members and their community will be in a much stronger position as we slowly enter the ‘new normal’ world.
We have previously highlighted great community sports enterprises such as:
In different ways these providers, all based in diverse communities adapted to the conditions imposed by lockdown extremely quickly and competently, despite being in unchartered waters. Also, they did not wait for instructions from ‘above’ but built on their already brilliant relationship with their local communities and then developed new competencies, like running training sessions via Zoom or used their kitchen to cook meals for people who were shielding.
Some sports and leisure bodies suffer from a lack of engagement with the communities they are supposed to be serving and a bureaucratic, risk-averse culture and processes.
So, here is an example of the traditional organisation structure of the governing body of sport which is fairly identical to most similar bodies across the world.
Most traditional sports bodies have a function-based organisation chart, where everyone knows their role and no one ‘rocks the boat’, but the challenge that this type of organisation simply can’t handle rapid change and certainly not all the many changes that are happening around us now.
These types of organisations can’t avoid mistakes if they fail to see them coming and they can’t benefit from opportunities if they are blind to them.
So they must work on their professional development, or they’ll lose out. But even if you give a leader the exact answers they need, if they lack professional development…they’ll ignore it. If you lack professional development and enterprise, real improvement always sounds scary:
To them it looks like this: Improvement = change = risk = fear
So, they end up being overtaken and out-manoeuvred by start-ups who are closer to the markers, act quicker and see Instagram and other social media as their home ground.
The ‘organisational chart’ of these start-ups could look like something like this below. They may not have a five-year strategy and an eight-page procurement policy, but they tend to be closer to their markets and are willing to learn and adapt. And, often they start because they experienced an unfulfilled need in their daily life and decided to solve that problem, themselves.
So, what lessons be learned from all this?
How can ‘traditional’ sports bodies develop a more enterprise and responsive culture and business?
Let’s look at the organisational structures, the culture and the roles and personalities of the leaders:
Remember that The old system simply can’t handle rapid change, neither can it handle many aspects changing at the same time. Hierarchies and standard managerial process, even when minimally bureaucratic, are inherently risk-averse and resistant to change. Part of the problem is political: Managers are loath to changes to chances without permission from superiors. Part of the problem is cultural: People cling to their habits and fear loss of power and stature.
Born Barikor spreads the word about innovation, enterprise and social media in physical activity to the traditional sports bodies
Award-winning sports social entrepreneur Born, who in 2013 founded the incredibly successful Our Parks / and has helped 100,000 people, many from marginalised groups become active and who has been using social media at an unprecedented level within the physical activity sector. Born Barikor: Sports Industry Entrepreneur, Battle Rapper, Radio Producer/ DJ, Grime MC, Sportsman, Pharmaceutical Science Graduate former Community Development Officer. Born is now a Trustee for Active Surrey, British Olympic Association and the Lawn Tennis Association, so some traditional bodies are listening to the change-makers – well done.
So the change requires two things
- Setting up an Enterprise Network alongside your current hierarchy
- Developing more Entrepreneurs and Producers within your organisation
What is key here is that you try and involve as many people as possible – you will be amazed by the talents and skills that are hidden across your organisation.
It is also key that you try to encourage a want-to and get-to mindset and emphasise that people have the power to become change agents and feel that they have permission to do so.
Engage with people’s heads and hearts. If you only appeal to logic and numbers you will simply not develop a genuine desire to contribute to positive change and give people a feeling of ownership.
Celebrate the quick successes and see your Enterprise Networks grow
Developing more Entrepreneurs and Producers
In parallel with setting up the Enterprising Networks and ensuring that the people involved are involved and engaged, you also need to develop some new skills and cultures.
The challenge with mature, traditional organisations is that they end up being risk-averse and put more emphasis on policies and on how things are being done, than on producing results.
You need to develop/hire those Entrepreneurs who are the visionaries of the organisation, seeing things on a global scale, rather than looking inwards towards the current state of the organisation and leading towards what it can be.
These individuals are crucial to the overall development of organisational strategy, allowing them to stay ahead of competitors and exploit new and unique niches in the market. These individuals have a greater vision of new opportunities and threats to the organisation and are therefore important in the process of preparing for and handling any unexpected or planned changes.
You will also need Producers who feel responsible for the finished product, and who are generally tasked with meeting all the smaller goals and objectives of the organisation, ensuring that each individual achieves what is required of them.
The five steps for transforming your sports and leisure body
Remember, external crises, such as the one we are facing can be a real opportunity for able and agile community sports and physical activity bodies.
So, get moving now, at pace and full power.
Remember what Rahm Emmanuel, Chief of Staff for Barack Obama said:
PS. If you want to talk about booking SMN to run specific online support for your colleagues, clubs, providers and others, then please get in touch with me
Svend Elkjaer email@example.com 01423 326 660
Innovation is alive and kicking in community sport – are you?
Ever since some rugby players in the USA more 100 years ago introduced the forward pass and thus set the foundation for what is now American Football have we seen regular innovations in sport and physical activity.
Some don’t really last, but most are ignored, or even ridiculed, by people within ‘The System’
Often these developments and innovations are not developed by people at the top, but by some ‘silly’ people out there in the communities who then take their initial wacky and make it come to life.
So, here are some examples I’ve come across. I am sure there are many others, and if you have an example, please let me know. Also, when you look at these cases, I want you to consider how you can introduce new thinking where you are…as they say ‘innovate of die’.
So, this is all simple stuff. You decide whether you want to innovate and move forward or stay as you are and slide downwards.
Need a hand? Just get in touch