Analysis

From podium to success: what the Olympic Games teach managers

The experts at Hogan Assessments studied the performance of Olympic athletes and identified three factors that also make a difference in the working world

by Gianni Rusconi

18 February 2026

La svedese Sara Hector, a destra, e la norvegese Thea Louise Stjernesund si inchinano davanti all'italiana Federica Brignone, al centro, all'arrivo dello slalom gigante femminile, alle Olimpiadi invernali del 2026, a Cortina d'Ampezzo, Italia, domenica 15 febbraio 2026

5' min read

Translated by AI

Versione italiana

5' min read

Translated by AI

Versione italiana

An error of judgement, a split second delay and the fine line between triumph and regret becomes definitive. The Olympics, and the winter ones are no exception, condense into a few moments what happens, with longer times but similar dynamics, in professional careers as well: preparation, pressure management, personality and execution skills determine who gets on the podium and who stays off it.

It happens on the rinks and ice rinks, where an early gesture or a flawless performance inexorably changes an athlete's sporting trajectory. But it happens every day in companies, at times when a decision or negotiation can mark a breakthrough or an abrupt halt in a manager's career path.

With the Milan-Cortina 2026 Games in full swing, the parallelism between sport and management is back in the news and the experts from Hogan Axisssments (an international company specialising in personality analysis) have studied the performance of Olympic athletes and identified three factors that make a difference in the world of work as well. Success, this is the assumption, is not the result of talent alone but of a more complex balance that combines discipline and long-term reliability, absolute concentration in decisive moments and the ability to compete without compromising collaboration. Levers that, in the company, can transform potential into measurable results. We talked about this with Allison Howell, the new CEO of Hogan Assesments.

The Games remind us how a single mistake can undo years of preparation. In the working world, what mistakes can a manager make in order not to 'stand on the podium'?

One of the most common mistakes is to think that technical competence automatically guarantees success. In leadership roles, in fact, failure rarely stems from a lack of specific skills, more often it stems from behaviour under pressure. Overconfidence, defensive attitudes or an inability to listen can silently erode trust and credibility. Another frequent mistake is neglecting self-awareness: high performers tend to push even harder when stress increases, without realising how stress changes their behaviour and makes them controlling, impatient or aloof precisely at the most critical moments. In the current context of complexity and uncertainty, those leaders who do not know how to adapt their style to the situation or the people often fail.

How important is 'the team' in achieving goals?

In leadership, as in elite sport, success is never lonely. Just as athletes work with coaches who provide feedback and correction, leaders need clear feedback to learn from mistakes and change course, especially when the pressure is on. In summary, careers are not interrupted because talent is lacking, but because pressure, relationships or reactions at decisive moments are mishandled.

Commitment is considered a key predictor of performance. But how does one distinguish, within organisations, genuine commitment from the simple hyperactivity (facilitated by digital) that often leads to burnout?

True commitment manifests itself in consistency and quality, not in visible frenzy. Hyperactivity is about volume: more e-mails, more meetings, more working hours; commitment, on the other hand, is about purpose and direction and therefore choosing the right priorities according to a goal and maintaining effort over time. Organisations must therefore go beyond superficial indicators such as continuous availability or speed of response. A truly committed employee produces reliable results, manages his or her energy well and knows when to stop and think; someone who is always active but exhausted often reacts to stimuli instead of contributing strategically.

What role do leaders play in this area?

They play a crucial role. It is their responsibility to set clear goals for their teams and ensure that their efforts actually contribute to these goals. Furthermore, they must set an example by rewarding results and not constant urgency, recognising that concentration and recovery are integral to high performance. Sustainable commitment is disciplined and intentional, burnout is chaotic and, in the long run, counterproductive.

Remaining focused under pressure is a 'task' for both athletes and managers. What behaviours help leaders to maintain this skill in times of crisis and in strategic decisions?

The first behaviour is preparation. Leaders who remain calm under pressure rarely improvise, because they have already reflected on their values, decision-making criteria and personal stressors. This approach requires a deep understanding of one's behavioural tendencies under stress or when faced with unforeseen obstacles, but such preparation is proven to create psychological stability when events accelerate.

The second is emotional regulation. Effective leaders recognise stress without allowing themselves to be dominated by it, slow down, seek perspective and avoid decisions driven by fear or ego. Emotional regulation is a trainable skill that teaches the body to keep stress reactions under control. Finally, one must rely on trusting relationships. Just as athletes depend on coaches and teammates, leaders benefit from advisors who can challenge their thinking and avoid tunnel vision: lucidity under pressure is not an individual achievement, but the result of habits, structures and people who help maintain balance when the stakes are high.

The Olympics combine competitive spirit and teamwork. In companies, where internal rivalry sometimes prevails, how do you build a virtuous balance between individual ambition and collaboration?

Balance comes from the way success is defined. If organisations only reward individual achievement, they unwittingly create silos and rivalries; when success includes collective results, shared goals, team performance and long-term impact, ambition aligns with collaboration. A healthy corporate culture encourages people to compete with external forces, not colleagues: working against those who can help you is counterproductive.

Can the leader positively influence this culture?

The best professionals want to improve themselves by contributing to something greater than just personal recognition. The most effective managers are ambitious, but never succeed alone and understand that trust and cooperation multiply talent, while internal competition, if unmanaged, eventually drains it. Leaders must demonstrate that collaboration is not weakness but strategic intelligence.

Last question, looking at Milan-Cortina 2026, is there a Winter Olympic discipline that best represents, in your opinion, the qualities a CEO or leader needs today?

Alpine skiing is a great metaphor for leadership qualities. It encapsulates authority, precision and adaptability. A skier must fully commit to the course by constantly adapting to terrain, visibility and speed, and this effort is very similar to what leaders face today, called upon to make important decisions in contexts that are never completely predictable. Downhill, in particular, reflects the courage to take responsibility, slalom represents technical mastery and quick problem solving, and freestyle expresses creativity and self-confidence. Modern leadership requires all three of these dimensions: today's CEOs are more like multidisciplinary athletes than specialists, because they must combine strategic thinking and emotional control, resilience and innovation, individual responsibility and teamwork.