World Cup fever has definitely hit our house, and even though I can’t claim to know every rule, I’m completely drawn in. It’s not just the games — it’s the pride of nations, the way people from every background come together so naturally, and the human stories that unfold on and off the pitch.
Because I’m endlessly fascinated by people and how they interact (hence my love of HR stories), the World Cup always gets me thinking about leadership, culture, and what sport can teach us about how organisations operate.
Every four years, the world stops to watch 22 players chase a ball around a pitch — but beneath the drama, heartbreak, and last‑minute heroics, the World Cup is one of the greatest leadership laboratories on the planet. Elite sport compresses pressure, talent, culture, and decision‑making into 90 minutes. For leaders, it’s a masterclass in building teams that perform when it matters most.
Coaching under pressure — and the art of not over‑controlling
A coach’s performance is measured entirely by the performance of others. They build the culture, the structures, and the environment that allow for both team cohesion and individual brilliance. And they do it with the weight of a nation on their shoulders.
What stands out is that the best coaches don’t micromanage. They know brilliance doesn’t come from control — it comes from trust, clarity, and creating the conditions for people to step up even when things aren’t going to plan.
Lessons from Gareth Southgate and Ted Lasso (yes, both)
Former England football manager Gareth Southgate’s book really stuck with me. He talks about leading with clarity when the stakes are highest — creating an environment where people feel psychologically safe enough to take risks, speak up, and own their performance. Even when the world is watching.
It’s a powerful reminder: Pressure doesn’t create cracks — it reveals the strength of the foundations you’ve built.
This aligns beautifully with the leadership lessons we see in Ted Lasso — fictional, yes, but surprisingly accurate:
- Vulnerability builds trust. Southgate talks openly about fear and failure. Ted does too.
- Great leaders make tough calls for the right reasons. Long‑term health over short‑term popularity.
- Wellbeing matters. Leaders who don’t look after themselves can’t look after others.
These aren’t “soft skills.” They’re performance skills.
Talent alone is never enough
Every World Cup proves the same point: the most technically gifted team doesn’t always win. The teams that go deep share something else — cohesion, clarity, humility, and belief.
Southgate often says success is about helping people become the best version of themselves, on and off the field. The same is true in business:
Talent shines brightest in environments where leadership is human, intentional, and values‑driven.
The parallel with NZ business right now
The pressure NZ leaders are under in the current economy is real. But pressure often triggers the opposite of what teams need: micromanagement, presenteeism, and a tightening of flexibility without clear communication about why.
I’m hearing this from HR professionals across the country — leaders reverting to control because they’re unsure of their own capability in a tough market. It reminds me so much of the GFC, when organisations became so focused on the short term that they forgot the long‑term consequences. And when the market picked up, people left in droves. Leadership behaviour during the hard times directly influenced who stayed for the good times.
It’s wild that we’ve been through this cycle before, yet when pressure hits, many organisations repeat the same behaviours and expect a different outcome.
So what can leaders take into their own teams?
- Build psychological safety before you need it.
- Communicate clearly — especially when pressure rises.
- Develop character as deliberately as you develop capability.
- Model vulnerability — it accelerates trust.
- Protect your own wellbeing; your team feels your energy.
- Remember: culture isn’t a “nice to have.” It’s a competitive advantage.