Success Comes from a Team Effort
In the week leading up to the Super Bowl, McKinsey shared an article titled “Why winning is a team effort.” The piece persuasively compared the dynamics of athletic teams to those of businesses. I highly recommend reading it. The article also included three related pieces that I found relevant for ski professionals. As someone who has often emphasized the importance of healthy organizations, I believe one of these articles is especially applicable to ski areas of all sizes, though medium and large ski areas may benefit the most. Unlike smaller ski areas, which tend to have less compartmentalization because staff wear multiple hats, larger organizations often struggle with siloed departments.
The article I am referencing, “Worst to first: What it takes to build or remake a world-class team,” highlights the importance of team composition. While the sports analogy is evident, the deeper message is about the makeup and cohesion of the team. Everyone—including trainers, coaches, and equipment managers—must be involved. Although the article is not specifically about ski areas, its lessons are highly relevant. Drawing on insights from sports leaders, I want to place these lessons in the context of ski area operations. This summary only scratches the surface, and I encourage all readers—whether you are a GM, VP, Director, Frontline manager, or staff member—to read the full article and reflect on its implications.
Building a team is challenging, and creating a winning team is even more so. For every ski area that successfully blends talent, culture, and performance expectations, many more fall short in one area or another. Some large ski areas with star performers may fail to form a cohesive team because they lack agreement on working norms. Others may underperform because executive teams and frontline managers have differing perspectives on their roles. In such cases, executives may feel frustrated by managers’ reluctance to make critical decisions, while managers fear being criticized by leadership for deviating from established practices—leading to a culture of finger-pointing rather than teamwork.
The article’s authors sought to understand how ski areas can avoid these pitfalls. What separates high-performing, team-oriented ski areas that meet their goals from those that fall short and resort to blame? What skills, mindsets, and behaviors set high performers apart? How do successful ski areas remain aligned and maintain their focus, even during challenging seasons?
Despite the challenges, many leaders interviewed in the article discovered effective strategies for building and, when necessary, reinventing their teams. Four key themes emerged, each reflecting significant changes that transformed their programs.
Four Themes for Building Winning Teams
Set a Clear Vision: Leaders must establish and align on a vision and objectives for the ski area, building a culture in which all staff members embrace these goals. Everyone should consistently demonstrate commitment, even when not being observed.
Build the Right Team: Focus on assembling a team with a diverse set of leadership skills and functional capabilities. The goal is to find the right talent—not necessarily the best talent—to achieve the ski area’s vision.
Create a Playbook: Leaders need to explicitly define how work is done throughout the ski area, covering everything from daily operations to annual planning. This includes all routines, processes, and procedures, ensuring clarity and consistency in execution.
Establish Confidence and Distinction: Leadership should foster confidence and a unique edge that sets the ski area’s team apart. It’s not just about infrastructure; it’s about how every staff member contributes to delivering excellent experiences for guests. Engaging all staff, not just the stars, is essential for achieving the ski area’s objectives.
The article provides in-depth explanations and examples for each theme. I strongly encourage you to read it and consider how your ski area can progress from its current state to one of excellence. Be honest with yourself and your team—improvement costs nothing but a commitment to becoming better and building a winning team.