A bit of different twist for this blog entry. My first crossover blog! I've been running another blog focused on Leadership -
http://itsaboutleadership.blogspot.ca/. It may seem cliche, but while there is no shortage of initiatives designed to improve the performance of organizations most of them fail or do not realize their true potential due to a lack of leadership. My crossover blog tries to draw some comparisons between leadership/development and Ironman/training. I've done two Ironman events - in 2010 and 2011 - and competed in a few other half-Ironman events and a few more run competitions.
Through much of 2011 and into 2012 I had the privilege of working with an executive coach. Russell Hunter, National Director at Human Performance Institute of Canada Inc, was my coach and helped lead me through some challenging times and a major transition in my career (
http://ca.linkedin.com/in/russellhunter). Aside from all the skills and talents you would expect to see in an executive coach, Russell brought another dimension to our conversations - he is an accomplished triathlete and has competed at Ironman Canada. This shared experience allowed us to make many comparisons to my work environment and Ironman. It allowed me to put into perspective aspects of my work that I did control and those that I did not. With the 2012 version of Ironman Canada set to go this coming weekend (August 26) I thought I would share with you some of the analogies we drew between Ironman and Leadership - and throw in a few more that grew from that conversation.
First, there has to be some motivation or goal in mind to undertake an Ironman event - as there must be in taking on a leadership role. As "they" say , without a goal any direction will do! Ironman is a daunting undertaking - 3.8 km swim, followed by 180 km on the bike, followed by a 42 km marathon. As I'm sure most amateur athletes would attest to there are not a lot of accolades that come with doing this event. You certainly get cheers along the way from family and friends, and sometimes from complete strangers. And you do get a finisher's medal at the end of the race. Otherwise it's a lot of hard slogging through the three disciplines and sometimes a lot of talking to yourself as you try to reach the finish line. You are in the race in some cases just to say you did it, to prove to yourself that you are capable. And most of us in leadership roles would agree that recognition is outweighed by ongoing challenges and it's often a lonely journey we take on.
Second, for best results in an Ironman, you spend a significant amount of time in training and preparing for the race. No different than getting ready to take on a leadership role. For Ironman, you can find yourself starting to prep as early as a
few weeks after the last race for the next race! Granted your training isn't as intense at this point. Rather, you are now trying to maintain your level of fitness, work on improving or sustaining technique, improving core strength and (if you are like me) perhaps looking to shed a few more pounds. Entering race day - or starting a leadership position - without any form of preparation is a high risk proposition to say the least! For most of us - including the professionals - success does not come without months of preparation. Others may spend years getting ready for the ultimate event, building up confidence to take up the challenge by doing shorter distance triathlons. In much the same way, successful leaders prepare themselves academically, take on smaller challenges, and ultimately work up to larger leadership roles.
Triathlon is a multi-discipline sport. So is leadership. However, if we think of triathlon as swimming, cycling and running we would miss out on other equally important components. A critical part of training and race day preparation is making sure your nutrition and hydration is race ready. Throughout the year leading up to Ironman you use training days and smaller events to figure out what works for you and will keep you fueled for the race - what will your body tolerate? what amount do you need to sustain race pace? what kind of electrolyte replacement do you need? do you need to use salt replacement? how will that change depending on weather conditions? So what's the leadership analogy for nutrition? My take on that is all leaders need to continue to fuel their minds through continuous education and learning. You can't continue to make positive impact if you don't continue to hone and advance your skill set. There is too much change too fast in our health care environment - labour force dynamics, regulations, government direction - to stand pat with existing learning. Leaders must continue to fuel their minds.
Success in Ironman also requires that your equipment - wetsuit, bike, shoes, watch - is race ready. This means making decisions early on as to whether you want to take
on the race with a road bike or a tri-bike, whether you want to go with base components for your bike or invest in top-of-the line products, what type of running shoes work for you and so on. You'll also find that your training and smaller races will take their toll on your equipment. At points in time you will have to replace your shoes as you put on the miles, that you will need to replace your tires and otherwise tune your equipment in the hopes of not having a breakdown on race day. In much the same way, as a leader, you have to make the appropriate investments in equipment and tools to undertake your leadership task - do you have the right measurement systems in place, the right tools to effectively communicate with your stakeholders, the right mechanisms to ensure that your work group or organization is aligned towards the achievement of a common goal. Your experience will cause you to change your tool set as you work towards your goal.
I can't do justice to the comparison between Ironman and Leadership if I don't discuss mental preparation and hardening. You can have everything in place mentioned above - training in several disciplines, fueling plan nailed, equipment ready - but if you are not mentally prepared for race day all of the prep work might be for naught. In this way, "failure" during training or in a shorter race may become the best guarantee of future success at Ironman. If you don't face adversity, large or small prior to Ironman - flat tire, slipped bike chain, bad weather - you likely won't know how to react when something like that happens on race day. And you don't want to be doing all your learning on race day! It's no different with leadership. The best leaders have faced their share of adversity on their way up to their current roles; they've experienced conflict, they've had to make tough choices, they've had to balance multiple priorities and tasks, and they have sometimes failed. However, that's what has (hopefully) molded them into better leaders.
Then it's race day. All your preparation has led to this moment. Last year at Ironman Canada that meant nearly 3,000 people entering the water at the same time. Each one with their own anxieties, skill level, and goals. Some were rookies. Some had done this more than a dozen times. Regardless, for the next nine, ten, twelve or even seventeen hours you effectively begin to race on your own, trying to beat the clock. At this point there is no guarantee as to how the day will go. You may have expectations but once you start the race you surrender yourself to the events of the day. Weather can be a factor. In 2010 I got hailed on part way through the bike ride and the temperature dipped to 10 degrees Celsius. In 2011, the temperature hit a peak of around 40 degrees Celsius. Same course - different conditions. In 2011, I got slugged in the face and developed a cramp in my leg half-way through the swim. Early in the bike course somebody had thrown tacks on the road. I got through while others had to deal with replacing a punctured tube. I saw someone else with a broken bike chain. You can't predict what will happen. No different in our leadership roles. Your day day can be exquisitely planned out and then you get that one call and your day is radically altered. As a leader you must be prepared to respond and adjust to the events of the day.
At some point the day does end! While I did better in 2011 than I did in 2010, I still believe I have more in me. I have a desire to achieve what I believe my body is capable of. As in leadership, there is a need for a post-event evaluation. What worked? What didn't? What would I change? In Ironman you have a small number of well-established metrics that help you to objectively evaluate your performance - heart rate, pace, swim time, bike time, run time, transition times, and finish time. There are also subjective evaluations at play and most of them relate to how did I feel during different parts of the race and after the race. Was my stomach working ok? How well did my body hold up to the pounding? What does all of that mean in preparation for next year? In the same way, leaders have to conduct ongoing evaluation of their efforts by whatever means available so as to ensure a greater degree of success in future endeavours.
While I have described Ironman as a solo event it is anything but. Most competitors have been introduced to triathlon through other people. We don't just miraculously decide to take on triathlon without having someone initiate us or inspire us to take on the challenge. Many of us are also part of teams that we train with and learn from. Good leadership is also a function of working with and learning from a team. This includes subordinates, peers and mentors. We shorten our learning curve and mitigate the risk of failure by learning from others and leaning on their experience and knowledge.
Finally, as I hope all leaders and triathletes would attest to, none of us truly succeeds or reaches our full potential without the support of our families. Training for an Ironman can often take up to and over 20 hours of time each week as we get to our peak preparation. This means many early mornings, evenings or weekends away from family. It means adjusting family plans to allow for participation in lead up races and Ironman itself. It means financial investment in equipment. Same holds true for most leadership positions. Early morning meetings, late evening meetings, planning forums that take place out-of-town, conferences and crisis events all take time away from family. In addition, as leaders we all experience varying levels of stress, trials and tribulations in the course of our careers. We have to make decisions about when to upgrade our education. We have to make decisions on when to make a change in career. Are we prepared to move to another city or province to pursue a career opportunity. None of this can be a solo decision and our success is in no small measure attributable to our families.
Ironman and Leadership - more than a few lessons to be learned. Keep training and enjoy the race!
I suspect that despite the change in ownership/sponsorship that I will be back - I need to test myself against the same course and see if I can improve with age! Others that have raced IMC in Penticton will also probably come back for similar reasons with an annual trek to the Okanagon Valley being a ritual that will be hard to break. 
