Pat O’Donnell, Managing Partner at executive search firm, Principal Connections, discusses the distinctions between a sports CEO, and those of other organisations.
Over the last number of years, we have seen an increasing demand for CEOs from national governing bodies, sports teams, franchises, leagues, even extending to venues, agencies, broadcasters and corporate organisations involved in sport. Among all the CEO engagements that we advise on cross-sectorally, none attract as much interest and inquiry as the recruitment of CEOs for sports related entities. A common question we encounter is: “How do the skills, experiences, and attributes of a corporate CEO differ from those of a sports CEO?”
While there is certainly some overlap with the corporate CEO role, the sports CEO must possess a unique combination of leadership competencies and characteristics determined by the specific mission, vision and values of their organisation. The role requires a comprehensive approach to people management, a genuine but balanced interest in the concerned sport, and a strong foundation in budgetary and commercial acumen.
This article delves into these distinctions and outlines what it takes to excel as a sports CEO.
1. Achieving a balance between passion and objectivity.
Leading a sports organisation necessitates a deep passion for the sport involved. However, for a sports CEO, this passion can present challenges. While an affinity for the sport is essential, excessive emotional investment can cloud judgment, leading to decisions driven by sentiment rather than the best interests of the organisation.
A genuine passion for the sport is fundamental for anyone in a leadership position within a sports organisation. Nonetheless, sports CEOs must temper this enthusiasm with objective reasoning and self-discipline — making decisions based on rational analysis rather than emotional impulses.
2. Broad stakeholder engagement.
Effective stakeholder engagement is essential in any leadership position, but for a sports CEO, this skill must be applied more broadly, involving a diverse array of stakeholder groups. While a corporate CEO typically focuses on relationships with their board, employees, and customers, a sports CEO must also engage with sponsors / funders, fans and volunteers. These groups bring unique insights and perspectives that are crucial for the sport’s sustainability and success.
This involves actively listening to community members about their local pitches or gathering input from parents regarding necessary sports facilities in their neighbourhoods. Such stakeholder engagement demands patience, tolerance, humility, and the ability to immerse oneself in grassroots issues while maintaining a strategic outlook.
Moreover, while a sports CEO may manage their own enthusiasm, they must also be aware that board members might not share the same restraint. Their passion for the sport can sometimes cloud their judgment, leading them to focus on minutiae and overlook commercial realities—an aspect that the sports CEO must adeptly navigate.
3. Diplomatic Leadership.
Sports are deeply intertwined with the larger cultural landscape and often become focal points for societal conflicts and discussions. Consequently, sports CEOs are increasingly expected to articulate clear perspectives on issues such as gender, sexuality, race, climate change, and labour practices.
This skillset is becoming vital for all leaders, but it is particularly crucial for sports CEOs, who must possess strong social and cultural awareness, emotional intelligence, effective communication, and the composure to address contemporary cultural challenges with sensitivity. Their personal integrity and character should be impeccable, reflecting a diplomatic leadership style.
4. Commercial Insight.
Sports organisations consistently operate within financial constraints. For those at the helm, this necessitates a strong commercial understanding, particularly in managing costs and budgets. The most effective sports CEOs thrive by maximising their organisation’s resources while adeptly handling government funding, commercial sponsorships, and revenue generated from sales, be that membership fees or tickets. This specialised commercial expertise is becoming increasingly vital as inflation and rising living costs compel sports leaders to navigate challenging financial landscapes.
5. Commitment level over and beyond.
The role of a sports CEO has always demanded significant dedication. Engaging in annual general meetings, extraordinary general meetings, award ceremonies, and weekend matches, alongside regular responsibilities, often results in long and irregular hours.
Unlike the fast-paced nature of a corporate CEO position, a sports CEO’s role resembles a marathon rather than a sprint. If overlook the pandemic years, this marathon has intensified over the course of the past decade. Many sports have experienced surges in participation and viewership, leading to increased demands on sports infrastructure, a rise in volunteer involvement, and a greater reliance on sponsors and grant systems for funding and applications. For sports CEOs, this translates to heightened pressure, more extensive stakeholder management, and an even greater necessity for commercial nous.
As the sports eco-system continues to expand, so too does the complexity of the sports CEO role.
About the author
Pat O’Donnell is Managing Partner at Principal Connections – executive search, part of Agilium Worldwide LLC. He is a leading authority and trusted advisor in recruiting CEOs, Board Directors and C & D Suite executives for companies across Ireland and internationally. Mr. O’Donnell is especially talented in conducting confidential and complex engagements as well as sourcing diverse candidates from the global market. He is also noted for his exceptional understanding of boardroom dynamics.
Mr. O’Donnell holds’ an Honours undergraduate Law Degree from the National University of Ireland Galway, a Master’s Degree in Commercial Law from University College Dublin’s School of Law and a Diploma in Human Resource Management from the National College of Ireland amongst other academic accolades. He is Certified Level A and B by the British Psychological Society as well as a Certified Hogan and EQi Assessments Practitioner.
