More resources – money and time – can always be used in high performance sport, both in clubs, federations and elitesport institutions. In this way, the sector is similar to a number of other welfare areas such as childcare, elderly care and medical treatment. And just like in these areas, a lot of resources can also be used in high performance sport with very little effect. So it is up to the management – i.e. the board, the CEO, the sports director and the head coach – to use exactly the “necessary and sufficient” resources on the individual athlete, the team, the club and the federation. It is a (very) difficult task, but crucial for achieving sporting success. It is always the management’s responsibility and duty to create the best possible framework and conditions for the athlete, the team, the club or the federation. And never forget that skilled and diligent athletes are the most important factor for good sporting results. Leadership is a dynamic and complex process, where there is no one-size-fits-all list of the right actions and solutions – not even in high performance sport. In my opinion, however, there are three issues that should have great focus and high priority for the club, the federation and the elitesport institutions’ management.
Firstly, the management must employ people with strong professional skills and good human qualities. It is also the management’s responsibility to dismiss employees based on factual arguments and in a decent and dignified manner. Professional skills in the form of formal education and practice-based experience should always be given very high importance when the club management is recruiting, for example, a new sports director or head coach or the federation is hiring national coaches or development managers. For elitesport institutions such as Team Denmark, the task is to recruit the most capable professional experts who can advise, guide and challenge sports directors, national coaches and athletes who compete at international championships.
Secondly, the club or federation management must ensure continuity to the greatest extent possible, both in relation to objectives, strategies and employees. Far too many clubs and federations have changed focus and course far too often in recent years, not least due to external pressure from members, fans and the media. Short-term employment for a few months of head coaches, national coaches, CEO’s and sports managers has unfortunately (also) become common in Danish elite sports. In my opinion, this trend is one of the biggest threats to good international results for Danish clubs and national teams. It is a fact that continuity in sports management is essential for the world’s best sports nations, such as Norway, Australia, New Zealand and the Netherlands. The same fact applies to many Danish and foreign clubs that have great success in developing talents with international potential.
Thirdly, communication – both internally and externally – is of great importance today for all clubs and federations with ambitions for sporting success. It is crucial that the club or federation has coordinated the distribution of roles and responsibilities between the political, administrative and sporting management in relation to dialogue with and contact with the media. Social media such as Facebook, Instagram, LinkedIn and X have created completely new arenas where everyone – regardless of professional knowledge level and emotional control – can express views and attitudes that were completely unacceptable a few years ago. Unfortunately, it happens all too often that the club and association come “at the back”, especially in pressured situations, just as silence and “no comments” very often create unnecessary challenges and problems for the club or federation.
There is no linear relationship between resources and results in elite sport. More resources in the form of better finances and more time can be valuable for the club, the federation or the elitesport institution. However, this requires that the management makes well-considered and sensible investments in the short and long term. Similarly, fewer resources can also be valuable, as focus and prioritization on the “necessary and sufficient” can be easier to identify with fewer than more resources.
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