Ten skills that business leaders can learn from decathletes

There is a reason why the decathlon, which includes four running events, three jumping events and three throwing events, is known as the pinnacle of athletics. The decathlon also inspired the dean of the WU Executive Academy. The 125-year-old school has trained generations of business decision-makers throughout its history and still runs one of the highest-ranked executive schools in Central Europe, where some 2,200 students receive up-to-date training every year. For the 2024 Summer Olympics, head Barbara Stöttinger took a closer look at what managers can learn from the decathletes.

Runners: speed, coordination and endurance

100m flat: it takes no longer than 10 seconds, yet it requires a range of skills: quick reaction time after the start gun, explosiveness from the start block, powerful, coordinated strides in the right posture all the way to the finish. As a driver, there are also regular situations where you need to give maximum performance for a short period of time. In a sudden crisis situation, for example, you need to react with lightning speed to unexpected events and take immediate action. Leaders need to be able to manage different priorities at the same time, and to think clearly, remain calm and exude confidence under pressure.

110m hurdles:You need everything you need in the 100m flat race, but you also need skill and foresight to jump hurdles. Leaders also often face obstacles. Even with the most meticulous planning, unforeseen events crop up again and again and need to be dealt with quickly. It is particularly important for leaders not only to be flexible in adapting to new situations and anticipating future obstacles, but also to recover quickly and not lose focus when an obstacle is overcome.

400m and 1500m flat race:The longest sprint and the middle distance's main event is all about endurance, energy management and rhythm. The runner must control his speed throughout the distance so that he is fast all the way and has energy left for the finish. A similar example from the life of a business leader is product development from design, prototyping and testing to market launch, it takes a long time to motivate, manage and lead the team to keep motivation up.

Goals: preparation, risk assessment and goal setting

Take the leap: there are two things that matter. The first is preparation: mastering the precise technique of the stride (length, rhythm, dynamics), practising the optimal timing of the kick. The other is courage and risk-taking. A champion is the one who dares to go close to the obstacle (here: the springboard) without overstepping it. Preparation is also important in leadership. Whether it's a project, reorganising a team or conquering a new market, Barbara Stöttinger believes that if you are prepared, you are halfway to success. Courage is also an important attribute of a manager: the ability to properly assess risks, try new things and make decisions that move the company forward without unnecessarily jeopardising it.

MBASE jumping and pole vaulting: what is important for the long jumper also applies here, but is complemented by the athlete's ability to assess in advance how high he or she dares to raise the bar. In other words, good target setting is key. Leaders also need to set goals that are ambitious but achievable. There is no point in always looking for the "low hanging fruit". But neither is it advisable to set unrealistic targets for every project, as this leads to frustration on the part of employees. Sometimes, however, there are special circumstances where it is possible to achieve results that go far beyond the targets set. Recognising and using these is the hallmark of exceptional leaders.