As a teenager, I was a decathlete. I trained for hours, day after day, to excel in ten different disciplines. It was a time of intense physical and mental exertion, but also a period that shaped me for life. Looking back, I recognize more and more astonishing parallels between the demands of the decathlon and the principles of good management. These are lessons that have proven valuable not only on the track but also in my professional life.

Discipline and Consistency Are Key

In the decathlon, there are no shortcuts. You have to perform in every single discipline. This requires discipline in training and incredible consistency in execution. A clean run in the 110m hurdles, a strong throw, a high jump – everything has to be just right. It's similar in management. Projects require continuous effort, not just right before the deadline. Success comes from consistently completing tasks, adhering to processes, and constantly striving for improvement. A manager who only occasionally puts in effort will fail in the long run, just like a decathlete who only trains their favorite disciplines.

Leverage Strengths, Manage Weaknesses

As a decathlete, I knew where my strengths lay and where I needed to improve. I was good at the 110m hurdles and high jump but had to work hard on discus and pole vault. The trick was to play to my strengths as much as possible to score points, while simultaneously improving my weaknesses enough so they didn't cost me the overall result. It's no different in management. A good manager knows their team's strengths and deploys them strategically. At the same time, they identify weaknesses—whether in skill distribution, processes, or team dynamics—and take action to address or compensate for them. It's about creating a well-balanced overall package.

Endurance for the Marathon, Speed for the Sprint

The decathlon isn't a sprint; it's a marathon of sprints and throws. The competition spans two days and demands both short-term explosiveness and long-term endurance. You have to be able to re-motivate yourself repeatedly and get up after setbacks. It's similar in management. Sometimes quick decisions and agile action are needed to respond to short-term challenges. At the same time, you need endurance and foresight to develop and implement long-term strategies. The mix of both is crucial. A company focused only on quick wins loses its long-term vision, while one that acts only slowly and deliberately can fall behind.

Mental Toughness Is Decisive

The physical demands in the decathlon are immense, but mental toughness is often the real differentiator. When your legs are heavy, your head pounds, and frustration sets in, your will determines whether you continue or give up. A poor attempt in the shot put mustn't ruin the high jump. You have to shake off setbacks, stay focused, and believe in yourself. This mental resilience is also essential in management. Project delays, unexpected problems, criticism – all these are tests for your nerves. A successful manager isn't discouraged by them but analyzes the situation, learns from it, and finds solutions.

My time as a decathlete taught me that success isn't by chance; it's the result of hard work, strategic thinking, and unwavering mental strength. These lessons are universal and have repeatedly proven their worth in my professional career as a manager. The decathlon was more than just a sport – it was a life school for leadership and success.

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FrankSchwab.de