I recently chatted with Sam Rapoport, retired Canadian Football League quarterback of the Montreal Blitz and current Senior Director of Diversity, Equity, and Inclusion of the National Football League. Rapoport has also been named one of People Magazine’s 25 Women Changing The World, and one of Fortune’s 40-Under-40. We discussed leadership lessons Rapoport has gained from her experiences on the field: how to hold belief in your team, rely on their feedback, and motivate team members when the chips are down.
Believe in your team.
The quarterback leads the team on the field—just as you lead a group, department, or organization. Rapoport said that as a quarterback, she experienced times when her team was down—even down by as many as twenty points. In those moments, Rapoport stated that its crucial to believe in yourself and your players. She said that leaders can instill belief in their team by reassuring them: “We got this.” Leaders must hold the vision for success. Rapoport said that it’s the leader’s job to remember their role as leader/chief assurer when the going gets tough.
Even when things don’t go to plan, it’s the leader’s job to inspire, optimize, and bring certainty into uncertain situations. Rapoport shared that you can lead your team by adhering to one of two belief systems: one that is based in negativity and fear, or the one that calmly holds that “everything is figuroutable.” Finally, Rapoport said that team leaders need to show their teams their vulnerability, though not indulgently—only as it serves the team, for the purpose of connection.
Rely on feedback from your team.
Rapoport shared that leadership is two-way, especially out on the field. For instance; in football, Rapoport depended on her wide receivers to give her input. She stated that as quarterbacks need to trust their teammates, i.e., let the wide receiver make the call on the next play, so should leaders rely on feedback from all team members and sources. Once you as a leader decide on the plan, let your team go and implement it. The role of the leader is to get to know teammates and understand what lights them up—to help individual team members find their passion and advance in their careers.
Make your leadership about learning.
Rapoport shared leaders often want to be the best at everything—but this isn’t possible. Rather, leaders should try to be exceptional in one skill—to “set the standard for learning,” Rapaport said. To do this, leaders should ask questions and refrain from making assumptions: “You aren’t the running back—leverage theirexpertise. You are the quarterback, so set the tone for leadership.” Rapoport said this means articulating what you expect of yourself, and then following through. She shared leaders should identify their strengths and then work to optimize them.
Set the right atmosphere.
Being a good leader is all about setting the right atmosphere. Rapoport shared an example from tennis; if her partner makes a bad shot, she’ll sometimes talk it through with the partner as a way to lessen the tension and help the other play pick themselves back up. She’ll say something like: “Wow, I am having a tough time today, and I can’t seem to get focused.” This is not about lying—it’s about expressing vulnerability to spare your partner from spiraling, unhelpful thoughts.
Rapoport shared that this technique can be used in football as well. For example: if the wide receiver drops the ball in the end zone, it’s the quarterback’s job to continue to drive toward the touchdown and lessen the stress of the wide receiver. In the huddle, a quarterback might say: “I underthrew the ball. Next time, we will score.” Rapoport shared leaders shouldn’t accept underperformance or lack of trying; rather, they should work to get everyone back on track so that the team can experience success.
Leading a team in a workplace isn’t unlike driving toward a touchdown on game day. Rapoport shared leaders who hold belief in their team, accept and rely on team members’ feedback, remain committed to learning, and understand how to use vulnerability to create an atmosphere where mistakes are allowed—those leaders are ahead of the game.
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