A letter to the new CEO of USAG;
I have heard that a new CEO has been chosen and that they are in the vetting and negotiating process. USAG has NOT been on a winning streak recently and I am hoping that we are going to turn this around.
Dear Madam (or Sir); February 13, 2019
The federation has faced a pretty rough few months and there are still rocky roads ahead. Although the growth of registered athletes, despite the recent scandal looks good. It is a reflection of where gymnastics was 6 years ago. The overall feeling inside and outside the gymnastics community is hard to read. I believe that the professional community of coaches and club owners has never felt more vulnerable. It is as if the whole country is waiting for the other shoe to drop. On the whole, I think we can safely assume we’ve weathered the current storm. However, while we can all be grateful for the recent signs of an upturn in our performance, I suspect the next year or two will hold many challenges.
Indeed, the stabilization of our situation offers only a brief reprieve, if any at all. Many of the clubs in the country are still on fragile ground. We operate in an industry that still has many needs. The needs of the gymnasts, parents, coaches, and club owners. The need to perform exceptionally well at international competitions, the need to continue to develop new talent in all the disciplines and build a place where they can train successful and safely. The need to market each discipline. The need to secure sponsors and Television contracts. All this AND we going to be embroiled in lawsuits for at least the immediate future.
It is my feeling that the gymnastics community needs a leader we can rally behind. Someone who can give us hope that we will get through this together. If the professional community doesn’t believe you (or in you) I do not feel that USAG will be long for this world.
In short, you’ll have your hands full indefinitely.
The pressure of achieving results: Meeting targets of any kind can cause immense pressure. As CEO, you will be constantly conscious of these targets…in fact, they will almost consume you.
Solution: Set realistic targets for yourself, for people in the office and for our teams. Assess what’s doable and what’s not. Have a core group of people you can rely on but involve everyone in the plans from day one, so that they are on the same page, and aware of what needs to be done. You will need to deploy a diverse set of people with different competencies to achieve the targets… Successful gymnastics clubs always have individuals with complementary competencies and skills, rather than similar ones, not only does that make a well rounded program in the gym but they are also then able to view and solve problems with a different approach. You will need to get people “on the ground” involved. It can be a motivating force moving toward a shared vision, and not just a gold medal or number
The pressure of always being right: As CEO you will be constantly looked upon as a role model, someone who will not err or fumble, someone who is fair and looks at a problem from different angles. This pressure will often put you in doubt — doubt about the direction the federation is moving in, the decisions you’re taking, and your own capabilities and worth as a leader. ‘To be or not to be’ was not just a dilemma for Hamlet…it’s a dilemma every coach goes through. You may even feel reluctant to continue in your position…
Solution: Realize that all the burden of responsibility is not your own. As CEO, you are largely a facilitator, and you should focus instead on growing your teams, rather than doing everything yourself. It is not essential for you to know and direct on every detail of every aspect … All you need to do is focus on the vision set out, and then nurture great teams to execute them. The more you empower those around you, the less stress you will feel.
Grow a circle of advisors who you can reach out to when in doubt. These should be your confidantes…those you can pour your heart out to, and share your problems with. Take ideas and solutions from them and find strength from their support.
Many people have called for USAG to become more Transparent. What is Transparency? Can you have it without accountability? Too often, leaders don’t know what accountability looks like, much less how to implement accountability in an organization. In order to set the team at USAG on the path to greater accountability and greater results there are a few things that I have found have helped me in my businesses.
Set clear expectations.
Achieving results requires clarity around expectations and outcomes–so it’s on you as a leader to affirm (and reaffirm) that everyone understands what they need to do to achieve success.
Be realistic about what people in the office or out in the field can handle. Avoid overburdening them just to get the results you want, when you want them.
Measure and report progress.
Doc Massimo told me that all my goals as an athlete and as a coach should be clear and measurable. If I can’t measure them, they shouldn’t be a goal. You will need to be transparent and open when measuring and reporting progress. The board may need to be reminded that a change in priorities may mean a change in the Key Results in the short term that will define success for the organization in the long term.
Give and receive feedback.
Keeping the feedback loop open is crucial to great leadership. In my gyms I do not want “Yes men”. I need people around me who can give and take feedback. I have a policy of “catch them doing something right”. It’s easy to fall into the trap of giving feedback only when something goes wrong, but that conditions employees to associate feedback with failure or punishment. And always ask for feedback as often as you give it.
Encourage risk taking.
Collaboration and innovation is fostered in an environment where risk-taking is encouraged–even when a project or action isn’t guaranteed to succeed. I have written many articles on Failure being a prerequisite for success. In too many organizations, the fear of punishment strongly deters risk-taking. Sometimes the only way to achieve success is to take risks along the way. Build a culture of trust, collaboration, and transparency by letting those in the National office or in the field take risks and learn from failures. Encourage people to engage in creative problem-solving so they can learn what it feels like to overcome obstacles together.
Inspire gymnastics professionals to take ownership.
Accountability is all about ownership. Right now I think about 80% of the coaches out there want the National office to swoop in and fix all the problems. When the office does make a decision all they do is complain. There needs to be accountability through out the gymnastics community. A professional who skirts their responsibilities, expecting others pick up the slack, does little to encourage a proactive, dynamic culture. Everyone must be focused by ensuring that everyone is on board with the federations objectives.
These are just a few of my ideas to help you keep your balance and beat the pressures you will face daily as CEO. Of course there will be many more, as the leadership role is vast…
Today’s times are rightly described as VUCA — volatile, uncertain, complex and ambiguous. These factors will play havoc in the life of the leader too.
But as CEO, if you decide to face these situations with calm and equanimity you will be an inspiration to many.
Tony Retrosi
