By EMA Head of Learning & Development and HR Nick Sheppard
High-performing organisations and elite sports teams share more in common than many might realise.
Having navigated both worlds extensively, from my time as High-Performance Manager for the Blues Super Rugby Club, to executive leadership in provincial rugby, then on to education and business, I’ve seen firsthand how the principles that shape winning cultures on the field translate seamlessly into the corporate arena, and vice versa.
The foundations of any high-performing team, whether in sport or business, rest on a strong culture and shared sense of purpose.
It’s the North Star that aligns individuals, providing clarity about who we are, why we exist, and what we are striving to achieve together. I remember early mornings at the Blues’ training base, finding our captain Keven Mealamu already there, reviewing game footage or seeking ways to improve. It was his consistent example that set the tone.
At the heart of building that culture is trust – trust that leaders genuinely care, trust that you are empowered to do your job, and trust that mistakes will be met with support rather than punishment.
True leadership is an act of service towards others, with clear accountability, and a commitment to creating an environment where people can bring their best selves to work every day.
This means allowing people to be themselves, embracing inclusivity and diverse experiences, and creating psychological safety where authentic conversations can flourish. We’re not building clones, we’re building a team of unique individuals whose combined strengths propel us forward, together.
Values are the glue that binds this culture. They shape behaviours, influence decisions and set the standards for what is acceptable within the team. And when someone steps outside those boundaries, courageous conversations must follow – not as punishments, but as opportunities to realign and support. Open and honest communication is key.
In sport, this often means a senior player pulling a teammate aside, quietly reminding them of their commitments. In business, it’s managers seeking to understand issues or challenges with empathy and clarity. When teams self-manage these expectations, it’s a powerful sign of maturity and strength.
Of course, building a high-performing team is multifaceted. People want to connect to something bigger than themselves. Leaders must clearly communicate the vision and provide the tools and training necessary for individuals to grow, connect and excel.
This investment in learning and development pays dividends in engagement, productivity, and developing resilience. The most successful organisations are those that nurture their people, recognising that growth is a two-way street, a reciprocal relationship where employees feel valued because their development is prioritised and respected.
High performance is about consistency at the highest levels, just as much as outcomes. On the field, rookies might burst onto the scene fuelled by adrenaline and talent, only to fade when the reality of demands and pressure sets in.
The champions are those who persist, who seek feedback and take this on board, who commit to the work day after day. In business, it’s the same. The organisations that survive and thrive are those that build this enduring growth mindset and culture.
This brings me to leadership style. Autocratic, top-down control might have had a place once, but today’s teams expect more. The workforce of the future – millennials, Gen Z, and beyond – will increasingly question and challenge. They want to know not just what to do, but why it matters. Servant leadership rooted in empathy, listening, and collaboration is essential.
Over time, I’ve learned the importance of genuinely connecting with people, not just as employees or players, but as human beings. Learning about their families, their aspirations, challenges and motivating factors builds bonds that underpin trust and loyalty. It is often said that people don’t care how much you know until they know how much you care.
A culture built on these principles creates momentum, supports those who fall short, and ejects those who don’t share the collective vision or values. It fosters innovation and open dialogue, where people feel safe to contribute ideas and challenge the status quo. It’s the difference between groupthink and true collaboration.
In the end, building high-performing teams, whether in sport or business, is not rocket science. It’s about having an inspiring vision, strong and authentic relationships, and purposeful leadership. It’s about getting the right people on the bus, in the right seats, and working together towards a shared goal. It’s about leaders setting the example, creating an environment where people are empowered, trusted and continually growing.
As Sir Peter Blake famously said about his sailing team’s simple purpose: “Will it make the boat go faster?” Every decision, every conversation, was filtered through that lens. The clarity of purpose cut through distractions and kept everyone focused on what really mattered.
We in New Zealand have incredible talent and potential, both on the sports field and in the workplace. By fostering culture through effective leadership, we can create high-performing teams that not only succeed but inspire. Whether you’re coaching a team or leading a workforce, the principles remain the same: clarity of purpose, trust, values-driven behaviour, authentic leadership and continuous development.
Get that right and you’re not just building teams, you’re building legacies.
For those looking to strengthen their leadership capability and address their cultural challenges head-on, the EMA offers a range of practical webinars and courses – such as the ‘From Hire to Retire’ series – designed to turn insight into action.