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CREATING A WINNING TEAM ON THE PITCH AND IN THE WORKSHOP

First in the series ‘The Psychology of Performance’

Castrol
Martin Perry

Article published on 21st October 2022

 

In January, Castrol announced its new three-year sponsorship of the Premier League. While this agreement is allowing Castrol to promote its range of premium fluids and lubricants and grow awareness of the Castrol Service Network among a wider audience, the partnership goes deeper than just a pure sponsorship arrangement. Both Castrol and the Premier League share the same fundamental principles of fostering high levels of performance, whether it’s on the pitch, in engines, or within workshops.

 

To understand and identify the parallels between leadership traits that deliver superior levels of performance both on the pitch and in the workshop, Castrol has teamed up with leading sports psychologist, Martin Perry, to define what it takes to create and motivate a winning team. Perry has helped professional sports men and women in over 32 different sports overcome performance-related challenges and has regularly guided executives on how to apply sports team management best practice within blue chip businesses.


In this, the first of three features in AM, Perry will discuss two of the 10 key leadership traits that can be adopted by managers in motor sales and aftersales to raise confidence, boost ability, and improve the smooth running of their teams.

 

UNDERSTANDING YOUR COMPANY VALUES


When considering how to improve team performance, it can be easy to jump in before looking at the bigger picture. As Perry points out: “You need to start by looking closely at your company’s values. What does your company stand for, and how is that different from competitors? Defining these values will help inform your performance objectives and how you reach them, both personally and for your wider team.”


On the pitch, Perry believes the best managers get buy-in for the club’s broader values, gaining agreement and consensuses from the players. A collaborative, inclusive approach emphasises that each team member has a say and is valued. 

 

This tactic can also be applied in the workshop and dealership environment. Managers can hold sessions with their wider team, including technicians and front-of-house staff, to flesh out what the values for the business or division should be. Agreement can be reached on characteristics such as honesty, integrity and technical capability. “The best managers will always act upon the company’s cultural values and regularly communicate how the team is living up to those values in the real world,” adds Perry.

 

A CLEAR PICTURE OF THE FUTURE


Once the values have been defined, it’s important for managers and the wider leadership team to set out a clear picture of where they see the business in the future.


Perry says: “Understanding and agreeing future direction is essential. What does your team want to achieve in the months and years ahead? Just as a football manager sets out a clear path to work towards, a workshop or dealership manager should also take time out to identify what they want to achieve and how they will achieve this in clear, achievable, and time-bound stages.”
In order to move forward successfully, Perry believes leaders should rely on what their company stands for to progress, particularly if not coming from a successful place. Great trust, respect and fluidity between managers and the wider team can ultimately lead to outstanding results.


Perry adds: “It’s also important not to avoid stagnation by always having an eye on growth. Leaders should think about how they see their business evolving in the future in response to new challenges and setting out how they will adapt to safeguard the agreed values and achieve future growth. All flows from a clear vision, which is articulated clearly to others in the team.”

 

EXPERT VIEW


Stuart Pearce, English professional football manager, coach, and former player, said: “The best football teams know where they’re going, and they know what they’re about. I’ve played under and worked with some of the best managers in the game, all of whom had that brilliant ability to provide a real clarity of direction through simple empowering leadership.

 

What made that clarity so effective was a sense of purpose and belonging. A reason to give more effort and to put in the extra yards. It is not just playing for your country, your club, your teammates and of course the fans, it is about representing them and everything they stand for. For a strong culture to develop, it isn’t just about 90 minutes on a Saturday, it’s about how you turn up to training on a Monday, how you treat your teammates and everyone at the club, and how you constantly strive to improve yourself.”


In the next issue of AM, Perry will look at the leadership traits managers can utilise to improve their own performance, and in turn, that of their team. 


Please find the direct link to the article in AM magazine:https://cdn.am-online.com/media/1/digital-issue-categories/oct-2022/index.html#page=26.

Psychology of Performance’