Sports fan or not, golf fan or not, last month's Ryder Cup performance from the José María Olazábal-led European side offered up some fundamental and absorbing leadership lessons for anyone looking to develop organisational performance.

It was the fruits of remarkable leadership on display on the golfing green at the Medinah Country Club in Illinois when Europe made a remarkable comeback from 10-6 down to win the Ryder Cup.

Just to take you back for a second. Spectators watched with astonishment when Martin Kaymer shrugged off his poor performance and replaced it with an extraordinary putt on the 18^th green to beat Steve Stricker. Then Ian Poulter recorded his sixth consecutive birdie at the first hole, following his five at the end of the fourballs the day before. The players were inspired. If only you could bottle it up and unleash it on your workforce...

 

Only leaders with a robust belief system and a clear set of values could lead a flagging team to victory off the back of what looked like certain failure. And, like all inspirational leaders Olazábal knew what he stood for and had built an authentic set of values, beliefs and motives into his leadership style. He distinguished his cause by invoking the spirit of his great friend and remarkable golfer the late Seve Ballesteros during a meeting with players the night before the big game.

Olazábal could not have drawn upon a more meaningful role model to ignite the fighting spirit back into his disheartened players. He did this because of his own belief system, passion for the game and respect for Ballesteros, not because of any carefully devised strategy. Without a following, leaders are powerless. Olazábal left no doubt in any of his players' minds – they had to follow him. He did this by never giving up hope that victory would be achieved in the end. In order to reach his goals he had to paint a picture of victory, so that his vision could become a reality for the players on the green.

 1

Whether they are in sport or business, all leaders should reiterate the reasons why their people should follow them and trust them. What can they expect from you? Why should they put their faith in you and your ideas?

All great leaders have to conjure up a vivid image of what will exist and be in place once victory has been achieved. In sport this is obvious, but in business leaders have to be even more creative and clear in the way they communicate success. What does success look like for your business? How will people be recognised for playing a part in making it happen? If a leader's quest for achievement cannot be pictured no one is quite sure what's going to be different and what their part is in achieving it.

 

Remember, people buy the picture of the promise - not the project plan. 


As well as providing support to others, leaders need to rely on their own support mechanisms, whether that is from people they are managing or external stakeholders. Let's go back to the golfing green in Illinois. Olazabal and his players were not playing on their own turf, which is difficult for any team. Hostile comments were being made from some spectators in the Medinah camp, but the albeit smaller but supportive crowd on the European side made all the difference, as did the supportive and connected nature of the European team.

Olazabal displayed an authority and presence that should be envied by all those striving to develop organisational performance through leadership. Are the leaders followed by the people within your organisation? Without a following, and the constant cycle of development and learning, how can organisations expect their leaders to develop and improve?