You Inc.: The Athlete CEO

September 20, 2013 | By Dr. Dan Schaefer
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It happens very quickly. The contract is in front of you, your pen moves across the paper, the ink is still not dry and your business status changes immediately. Instantly, you are the CEO of your own company. The ______ Group [enter your name].

From now on, every decision you make, both on and off the court, becomes a business decision. It’s no longer just tennis. You are the franchise, the talent and the product—whichever way you would like to describe it. Hopefully, you buy the concept, but now what?

Successful CEOs are constantly challenged to guide their company toward long-term success. Focusing on their product or service, they become responsible for product development and improvement, continuing education, public relations, sales, marketing and branding, as well AS financial and legal issues that affect their firm. Success, once reached, requires constant attention. Taking your eye off the ball can lead to disaster.

CEOs, in confidence, will tell you that they are “alone at the top.” So CEOs need answers. They know that they do not need all the answers and do not need to have all the answers themselves. They need three things: The right questions, the right people to ask and the courage and confidence to ask.

They also must access their own skills. Do they have to assemble the best team possible or can they handle it all themselves? If they need a team, where does the recruiting start?

What can successful athletes draw from a successful business practice? Why are more and more companies currently in 2018 and are working backwards?

A SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis will help quickly.

Strengths
What do you do well? Training, coaching, plus your lifestyle choices, either add to or take away from your competitive edge. How do you practice and play your mental game? Do you work on focus and concentration? Are you aware that those athletes who work on their mental game may tell you they are doing something but almost never tell you what they do. They often describe it as a secret weapon. Teams, using this strategy as a group, insist on a confidentiality agreement. No one wants to give away their edge.

It is important to speak positively to yourself. Tell yourself what you want, and the outcome you seek rather than what you do not want.

How and when you train, what you eat and drink, where you go and with whom … virtually every decision you make is a business decision. If you are involved in business off the court, focus becomes critical. Professionals have found they cannot allow business concerns to invade their mindset and their need for peak performance on the court. Specifically designed strategies to quickly click on intense concentration at will allows individuals to engage in multiple tasks, going from one to the other with simplicity and ease.

Weaknesses
I suggest that you look for areas that you need to develop. Where do you need assistance to maintain and assure your business [sports and business] growth? How do you protect your future? Not being able to identify what you do well can be problematic. Are you asking the right questions of the right people?

Opportunities
Since you are your business, what opportunities have you missed? Which are open to you today that you are not taking advantage of both on and off the court? How many opportunities are on the way that you will want to prepare for.

Threats
What threats exist for your company? Make a list of every possible “really bad” business [personal] decision you could make that would destroy your business and career.


Dr. Dan Schaefer
Centercourt
USTA NTC

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