One of a kind: Why the sports CEO role is unique

Mark O'Donnell, our Managing Partner, explains the difference between a sports CEO and those in other types of businesses 

Over the past eighteen months we’ve placed a growing number of CEOs in NGB’s, sports teams, and franchises. Of all the assignments I work on, none garners more interest and curiosity than when I assist clients in recruiting CEOs of sporting bodies and organisations. A question I’m often asked: “is there a difference between the skills, experiences, and qualities of a corporate CEO and a sports CEO.” 

While there is certainly overlap with the corporate CEO role, the sports CEO requires a blend of leadership skills and traits unique to the type of organisation they lead. Combining broad people management with a balanced interest in the sport, and bringing savvy budgetary and commercial experience, the sports CEO is a specific type of individual with a specific skillset. This article explains the differences, and what it takes to be a sports CEO.  

Balance passion and objectivity  

Leading a sports franchise or body requires passion for the sport in question. But for a sports CEO, passion can be a double-edged sword. A sports CEO needs an interest and affiliation for the sport, but too much, and they lose objectivity, often becoming stuck in the minutia, and make emotion-led decisions that are not always in the best interests of the organisation.   

Passion for the sport is a prerequisite for leading a sports organisation. But sports CEOs must balance this with objective judgement and self-control – rule with the head not with the heart.  

Broad stakeholder management  

Stakeholder management is required for any leadership role, but for the sports CEO the skill must be applied more expansively, encompassing a wider range of groups and individuals. Typically, a corporate CEO will manage relationships with their board, employees, and customers. A sports CEO will also manage these relationships, in addition to fans and volunteers. These two groups have a unique calling and perspective on the sport, and are vital to its longevity and success.  

It means listening to the person on the street about their football pitch, or the parents about the sports facilities needed in their area. It is a type of stakeholder management that requires patience, tolerance, low-ego, and the ability to ‘get into the trenches’ while also maintaining a strategic perspective.  

At the same time, while the sports CEO might be able to reign in their passion, it doesn’t mean their board members will as well. They can be blinded by their love for the sport, becoming ingrained in the details and leaving commercial and common sense at the door – everything the sports CEO needs to manage.  

 Diplomatic leadership  

Sport is inseparable from the broader culture, and increasingly takes centre stage for cultural conflicts and flashpoints. As a result, sports CEOs are now expected to share lucid views on gender, sexuality, race, climate change, and labour conditions. 

This is an increasingly important skillset for all leaders. But particularly for sports CEOs, the role requires strong social and cultural awareness, emotional intelligence, communication, and composure to navigate society’s new cultural paradigms with care and sensitivity. Part of this, is who they are as an individual – they should possess an impeccable character that is beyond reproach, demonstrating a style of leadership that is diplomatic. 

Commercial acumen  

Sports organisations always operate on a budget. For those leading them, this requires commercial nous, particularly in cost control and budget management. The most successful sports CEOs excel at operating within their organisation’s means, and expertly managing government funding, commercial sponsorship, and revenue from fees.  

This is a specific commercial skillset, and one that is only going to become more crucial as inflation and the cost-of-living forces sports leaders to navigate tough financial environments.  

How has the sports CEO role changed post-pandemic? 

The sports CEO role has always required hard work. Attending AGMs, EGMs, prize givings, and weekend games, in addition to the day job, means working long and often unsociable hours. Different from the intensity of a corporate CEO role, a sports CEO position is more a marathon than a sprint.  

This marathon has only become more demanding following the pandemic. Many sports have seen spikes in participation and viewership over the past three years. It has placed greater demand on sports infrastructure, led to an increase in volunteers, and greater use of the grant system to access funds and applications. For sports CEOs this amounts to more pressure, more stakeholder management, and a greater need for commercial acumen. As sport continues to grow, so does the sports CEO role.

Odgers Berndtson works with sporting bodies, teams and franchises across Ireland to find and appoint high-performing leaders. We combine our local knowledge and experience with a global network of leaders, through our office in over 30 countries. 

For more information and help with your next sport leadership appointment, get in touch:

mark.odonnell@odgersberndtson.com