The Hidden Force Behind The World's Greatest Teams
Seven Key Methods of Elite Leaders.
👋 Hey, Kyle here! Welcome to The Influential Project Manager, a weekly newsletter covering the essentials of successful project leadership.
Today’s Overview:
Every project, like a sports team, needs strong leadership to succeed.
Traditional views of leadership often miss the unique traits that truly make a team excel.
So, what are the key qualities that make an effective leader in high-pressure, team-oriented environments like construction?
Drawing insights from "The Captain Class," we'll explore seven leadership traits that fuel the highest performing teams, applicable both on the sports field and the construction site.
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The Hidden Force That Creates the World's Greatest Teams
Filed under: Leadership & Managing People
At its core, the purpose of a leader is to lead a team in accomplishing a mission. If you don’t accomplish the mission, you fail as a leader. Performance counts.
But the practice of leadership is different for everyone. There are nuances in leadership that everyone has to uncover for themselves.
Everyone has their own individual characteristics, personalities, and perspectives.
My journey in understanding leadership is rooted in two unique, yet highly effective environments:
The Construction Job Site: Over the past decade, I've led teams in building over $350M+ capital construction projects. This experience taught me the art of uniting hundreds of individuals through teamwork and collaboration to achieve a singular, ambitious goal.
The Competitive World of Hockey: Before my construction career, I spent 15 years playing high-level hockey across Canada and the USA. Playing every role and position, I gained an in-depth view of team dynamics and how to support a common mission from every angle.
These experiences have given me a priceless perspective on the dynamics of goal-oriented organizations.
I've been fortunate. Along the way, exceptional leaders invested their time and knowledge in me. Today, I'm thrilled to pass on what I've learned about becoming a successful leader, especially to those new to the journey.
Last year, I came across an outstanding book, "The Captain Class: A New Theory of Leadership" by Sam Walker. Its insights struck a chord with me, deepening my understanding of leadership in ways I hadn't imagined. Join me as we dive into this book and explore its profound lessons.
Part One: Decoding “The Captain Class”
At the heart of Sam Walker's "The Captain Class" lies a straightforward yet profound idea: the true driving force behind the greatest sports teams isn't star players, elite coaches, or money. Each employed the same type of captain—a singular leader with an unconventional set of skills and tendencies.
These leaders aren't always the ones with the most talent or fame. Instead, they're the ones who put the team first and have a unique set of qualities.
Walker's extensive research identified just (17) teams throughout sports history that met his rigorous criteria. These teams, which he dubs “Tier One Teams,” achieved unparalleled success, setting them apart in sports history.
What was the common thread among these dominant teams?
Walker found that their captains shared key characteristics: relentless dedication, selflessness, and courage. They were willing to tackle tough tasks and make difficult decisions, always prioritizing the team's success over personal achievements.
One vivid example comes from Sean Fitzpatrick of the 1986-90 All Blacks, describing his captain, Wayne “Buck” Shelford: “He was a guy you could walk over broken glass for, because he just had that manner about him.” This goes to show the unquantifiable yet potent quality these leaders possessed, one that glued their teams together.
Walker's insights revolutionize our understanding of leadership. It tells us that to create high-performing teams, we need leaders who are dedicated, hardworking, and always thinking of the team first.
This approach to leadership, applicable in various fields beyond sports, provides a blueprint for anyone aiming to improve their leadership skills and build a high-performing team.
The ‘Tier One’ World’s Greatest Teams:
The Collingwood Magpies, Australian Rules Football (1927-30)
The New York Yankees, Major League Baseball (1949-53)
Hungary, International Men’s Soccer (1950-55)
The Montreal Canadians, National Hockey League (1955-60)
The Boston Celtics, National Basketball Association (1956-69)
Brazil, International Men’s Soccer (1958-62)
The Pittsburgh Steelers, National Football League (1974-80)
The Soviet Union, International Men’s Ice Hockey (1980-84)
The New Zealand All Blacks, International Rugby Union (1986-90)
Cuba, International Women’s Volleyball (1991-2000)
Australia, International Women’s Field Hockey (1993-2000)
The United States, International Women’s Soccer (1996-99)
The San Antonio Spurs, National Basketball Association (1997-2016)
The New England Patriots, National Football League (2001-18)
Barcelona, Professional Soccer (2008-13)
France, International Men’s Handball (2008-15)
The New Zealand All Blacks, International Rugby Union (2011-15)
Be The Captain Your Team Needs
Alex Ferguson, the iconic former manager of Manchester United, shared a similar idea in his 2015 book on leadership. He said that once the game begins, it's the captain, not the manager, who becomes pivotal in making sure the other 11 players acted as a team.
This idea parallels the project management world, where the PMs plays a crucial role like to that of a team captain. They are the ones responsible for translating the overarching goals into actionable plans and ensuring that these objectives are met.
Most of us have developed a model of what makes a great team leader, which often includes a mix of exceptional skills and admired personality traits.
However, in my experience, and in the book, the leaders of top-performing teams didn't always fit this mold. They were:
Not necessarily the most talented superstars.
Didn’t care for the spotlight.
Unconventional in their approach to leadership.
Far from perfect or angelic.
Capable of making controversial decisions.
Not always the first ones you'd expect to lead.
Rarely the team's primary figurehead.
The public has a tendency to view coaches or the superstars as singular forces. In reality, the person who is most responsible for the genesis of an elite team is the captain.
The Seven Methods of Elite Leaders
Sam Walker's investigation in "The Captain Class" revealed an intriguing pattern among elite captains: their biographies were strikingly similar.
It was almost eerie how their behaviors, beliefs, and approaches mirrored each other. What initially appeared as impulsive or self-defeating actions were actually strategic moves designed to strengthen the team.
These leaders shared seven key traits:
Extreme Doggedness and focus in competition.
Aggressive play that test the limit of the rules.
A willingness to do thankless jobs in the shadows.
A low-key, practical, and democratic communication style.
Motivates others with passionate nonverbal displays.
Strong convictions and the courage to stand apart.
Ironclad emotional control.
In the following sections, we'll dive into each of these seven characteristics. We'll examine specific examples of how these captains honed their craft, inspired their teams, and managed their emotions.
1. Extreme Doggedness and Focus in Competition
“They just keep coming.”
A surprising truth about human nature is that people often exert more effort when working alone than in a group. This phenomenon is known as social loafing. But there's a remedy: the influence of one individual who embodies total commitment.
The captains of history's most remarkable sports teams demonstrated this. Their dedication wasn't just about natural talent; it was about an unwavering drive to perform at their peak, both in the game and in their preparation.
These leaders didn't just compete; they set the standard for effort. Even when a win seemed certain, they kept the pressure on, pushing their teams to maintain their competitive edge.
Their approach to challenges was unique. Instead of kneeling to pressure, they saw difficulties as puzzles to be solved through perseverance. This mindset transformed obstacles into opportunities for mastery.
Contrary to the belief that natural ability breeds confidence, research suggests otherwise. True self-assurance stems not from innate talent but from how one responds to failure. For these captains, every setback was a step towards greater resilience.
2. Aggressive Play That Test the Limit of the Rules
“Intelligent fouls.”
Sam Walker observed a fascinating trait among the captains of Tier One teams: they often pushed the boundaries of the rules, especially in high-pressure situations. What he found was that these actions were not always impulsive acts performed in the heat of battle. In some cases, these were intentional strategies.
This concept aligns with insights from the 2007 book "Aggression and Adaptation: The Bright Side to Bad Behavior." A group of American psychologists noted that many of the most ambitious and successful individuals in business exhibit aggressive behaviors. They argue that such behavior can be a pathway to personal growth, goal achievement, and peer respect.
These captains didn’t bend rules to cause harm. Their goal was to win. The art lies in balancing aggression with self-control, knowing when to push limits and when to hold back.
These leaders weren't saints. To clinch victory, especially in crucial moments, they sometimes resorted to controversial tactics. The distinguishing factor between a captain who strictly adheres to sportsmanship and one who tests its boundaries lies in their focus. The latter is more driven by the pursuit of victory than by public perception.
3. A Willingness to do Thankless Jobs in the Shadows
“The invisible art of leading from the back.”
A common trait among the captains of Tier One teams was their indifference to fame. Their pursuit of the captaincy wasn't for prestige or public recognition; their sole focus was on their team's success. This aligns with a management paradox: those who most eagerly seek leadership roles are often least suited for them, driven more by the allure of status than by commitment to the team's objectives.
These captains were not the typical stars and didn't seek the spotlight. Instead, they embraced practical, supportive roles, often going unnoticed. Whether carrying water or doing other mundane tasks, they chose to position themselves as equals, not superiors. This approach wasn't about diminishing their role but about gaining moral authority and respect, crucial for rallying the team in challenging times.
Their leadership was subtle yet powerful. By serving the team and focusing on the collective need, they created a dynamic where their support was essential, quietly steering the team from the background. In essence, the most effective way to lead turned out to be through selfless service.
4. A Low-Key, Practical, and Democratic Communication Style
“Practical communication.”
Walker's research revealed that Tier One teams thrived in environments where open and frequent communication was the norm. These teams developed a culture where airing grievances, discussing strategies, and offering criticisms happened naturally and swiftly, with everyone encouraged to contribute.
Contrary to popular belief, motivational leadership isn't about grand speeches or perfect timing. The captains of these elite teams often defied this expectation. They weren't known for eloquent speeches; some were even seen as poor communicators, quiet, or inarticulate in traditional terms.
A crucial finding about high-performing teams is the democratic nature of their communication. It's not just about talking; it's about how everyone talks and listens. These leaders engaged with every team member, bringing energy and enthusiasm to their interactions. In Tier One teams, this kind of vibrant, inclusive communication culture was often cultivated and maintained by the captain.
The essence of effective team communication lies not in grand gestures but in a steady flow of practical, down-to-earth, and consistent interactions. It's the everyday exchanges that build the foundation of a cohesive and successful team.
5. Motivates Others With Passionate Nonverbal Displays
“Calculated acts.”
The greatest misconception about communication is that it's all about words. However, recent scientific studies have validated what many intuitively understood: our brains are wired to form deep, emotional, and rapid connections with others, often beyond the realm of spoken language. This process of emotional synchronization occurs naturally, whether we're consciously aware of it or not.
Walker's research into Tier One captains showed a recurring pattern. These leaders often resorted to dramatic, unconventional, and sometimes startling actions, especially during critical moments of competition. These instances shared two crucial characteristics:
They did not involve words.
They were intentional.
Despite their lack of formal education in the science of emotional contagion, these captains intuitively recognized times when words fell short. Their actions, without of speech, were calculated to evoke strong emotional responses, effectively rallying and motivating their teams in ways that words alone could not achieve.
6. Strong Convictions and the Courage to Stand Apart
“Uncomfortable truths.”
As much as we might be conditioned to fear it, conflict inside a team can be a powerful force for good. The greatest captains understood the value of standing apart when necessary, braving what researchers call the "pain of independence."
Research on team conflict has yielded mixed opinions: some view it as hurtful others as beneficial, and some see it as a complex mix. Key to understanding this is differentiating the types of conflict. "Personal" conflict stems from dislike or hostility, while "task" conflict arises from disagreements over the team's methods or strategies.
In high-stakes, competitive environments, personal conflict is undoubtedly harmful. However, the elite captains didn't engage in such conflicts. When they caused a stir, it was either to protect their teammates from unfair management decisions or to address practical shortcomings in the team's execution.
Their confrontations weren't about personal grievances; they were strategic, focused on the collective good, and driven by a strong sense of what was right for the team.
7. Ironclad Emotional Control
“Regulating emotion.”
There’s no doubt that great leaders use emotion to drive their teams. But emotions are multifaceted and can be both empowering and debilitating. Recognizing and managing these emotional dimensions is crucial.
The captains of Tier One teams encountered various challenges that could have easily overwhelmed them with negative emotions, such as injuries, personal tragedies, or political injustices. Not only did they continue to perform during these difficult times, but they also thrived. They demonstrated an extraordinary ability to compartmentalize and control disruptive emotions, prioritizing the team's needs over personal struggles.
While our capacity to regulate emotions is partly influenced by our genetic makeup, there is still room for growth and adaptation. Scientific research suggests that with persistence and practice, we can reshape our emotional responses. The Tier One captains demonstrated this possibility. They displayed, and in some cases, cultivated a remarkable ability to deactivate negative emotions, focusing instead on what was best for the team.
This skill of emotional regulation, often developed over time, was key to their leadership and their teams' success.
Final Takeaways For Project Leaders
Reading "The Captain Class" was an eye-opening experience. It articulates what many of us in leadership positions have sensed but couldn't quite express.
This book has profoundly influenced my approach to building a strong team culture in the construction industry.
Every project, like every sports team, needs a captain. They may not carry the title, but the role they play is identical. In my experience managing over $350+ million in construction projects, I've seen firsthand that the success of a project rests on a leader who puts the team's objectives above personal gain.
In construction, we're not just building structures; we're building teams. We rally hundreds of people to work together towards a shared, ambitious goal.
The challenges we face are similar to those in sports - our “opponents” being waste and variability. Overcoming these obstacles requires a team that performs at its peak.
As Influential Project Managers, we're the forefront of high-performance teams. I challenge you to adopt these seven traits to elevate your team:
Unwavering Focus: Keep your eyes on the goal with relentless determination.
Strategic Boundaries: Push the limits wisely to achieve excellence.
Humble Service: Lead by serving, expecting nothing in return.
Effective Communication: Speak less, do more – let your actions communicate.
Silent Inspiration: Motivate through your passion, not just your words.
Courageous Stand: Be bold, even if it means standing alone.
Emotional Resilience: Stay calm and composed, no matter the storm.
Be the captain your team needs. Embody these principles, and watch your team transform.
Until next week,
Kyle Nitchen
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