"Navigating Life's Labyrinth: The Power of Role Models"

In the digital age, as I scroll through my social media feed, I'm bombarded with images of people attempting to influence me. They showcase their skills, hinting that I can achieve the same with minimal effort, all while weaving in a persuasive sales pitch. It's a world where beautiful people lead seemingly perfect lives. But what strikes me is that these individuals are often referred to as "models" for a reason - they serve as projections of an idealized self, a vision we're told we can attain with just one small change, often involving the purchase of a new wonder product.

The media landscape is equally saturated with stories of individuals whose behaviour is either glorified or scrutinized to various degrees. In this cacophony of influences, I often find myself pondering the question: Who should be my role models?

One of my favorite interview questions has always been, "Who do you professionally admire, and why?" I've noticed that business literature is filled with distant comparisons, and the managers I interact with daily often express their admiration for figures like Pep Guardiola and, more recently, Dave Brailsford.

Recently, I put down the book "Winners and Why They Succeed" by Alistair Campbell. This captivating book delves into the journeys of highly successful individuals from diverse fields such as sports, politics, and business. While luminaries like Sir Clive Woodward, Dave Brailsford, and Alex Ferguson command attention, I found myself drawn to two specific examples:

Eddie Rama, for his unwavering stoicism in the face of immense political challenges. Both the McLaren and Mercedes Formula One teams (presented as examples of an industry rather than separate cases). Now, it's no surprise to those who know me that I'm particularly drawn to Formula One as a model. The combination of lightning-fast cars, glamorous locales, and the audacious heroes who pilot these incredible machines has held me captivated since that fateful Sunday night in 1989 when I first watched the highlights of the Brazilian Grand Prix on BBC.

However, there's another dimension to Formula One that has always appealed to me. It serves as a reminder of my initial, highly successful venture into leadership, which leaned heavily on the concept of role modeling - a concept I still consider critical to our team's success.

I took the helm of a team when problems ran deep. Team members were disengaged, our client relationship was strained, and the team's reputation within the organization was tarnished. My initial meeting with the staff didn't go as planned, as they were largely unconvinced of the need for change. They argued that they were doing a commendable job and that their efforts were being misrepresented.

However, after meticulously reviewing our processes, procedures, conducting individual team member consultations, and engaging with our clients, I began to see things from their perspective. I decided to seek inspiration from individuals recognized as subject matter experts in our field. I immersed myself in two days of presentations and demonstrations of their exemplary work, complete with certifications and quotations from governing bodies.

While I was deeply impressed by their approach, what struck me most was their unwavering passion for their work. They loved what they did, and they were unapologetically proud of their expertise. They actively managed their reputation at every opportunity they got.

Upon my return, it became evident that there was some tension between our two teams, making it challenging to use these experts as role models for our transformation. That's when I remembered a concept shared by an academic mentor, Brent Work, during my time at Cardiff University - the "Better Than Benz" model. Brent had taught me extensively about the power of models, including the idea that during BMW's early days, leaders often asked, "Is it better than Mercedes-Benz?" as a benchmark for evaluating their efforts. This approach had instilled a fierce pride in the workforce, driven by the desire to surpass the best.

With our newfound rivals as our benchmark, we began borrowing and adapting the best of their procedures and practices, working closely with our clients. Our enthusiastic embrace of this new mission, coupled with our unwavering confidence in becoming the new standard, was initially met with skepticism. However, day by day, we made tangible progress.

This period coincided with a highly successful phase for the McLaren Formula One team. This success prompted a surge in materials discussing the secrets behind their achievements. As a Formula One fanatic and a naturally analytical thinker, their model resonated with me deeply. Though I hadn't consciously introduced this model to the team, we found ourselves discussing all things McLaren, consuming every piece of information about the inner workings of the team.

This newfound inspiration began seeping into our work. Our standard approach to problem-solving started to incorporate elements of McLaren's analytical mindset. We created a mind map that systematically broke down our improvements by area and impact. We developed metrics for functional areas and began tracking client responses, which showed a noticeable uptick. We even devoted significant time to reputation management, meticulously nominating team members for awards and ensuring each nomination was evidence-based and impactful.

We also examined the timing of our work, particularly our year-end deliverables, which had historically posed challenges. A review of our emails revealed that late deliveries were often due to difficulties with finance and commercial departments during critical reporting periods. We initiated discussions with these teams, ultimately agreeing that delivering mid-November would be more conducive to everyone involved. Our clients concurred, and contracts were updated accordingly.

In the same year, our business introduced engineering awards to be conferred in December. Since we had completed our deliverables in mid-November, we found ourselves in a quieter position compared to our peers. The results were nothing short of astonishing - we emerged victorious in every category we were nominated for. We attended the awards lunch, celebrating our achievements with gusto. One of our team members even took on the role of a keynote speaker, sharing the stage with their industry counterpart and former rival.

It was, without a doubt, one of the most enjoyable periods of my career. Not only did we deliver outstanding work, but the lives of those in the team were significantly enriched. Looking back, I firmly believe that having a model to inspire us played a pivotal role in our success.

In the grand tapestry of life, we encounter countless models, both consciously and subconsciously. Whether it's a Formula One team, an industry leader, or someone closer to home, these models shape our aspirations and guide our actions. As I reflect on this transformative journey, I can't help but encourage you to seek out your own role models. They can serve as beacons of inspiration, illuminating the path to your own success, just as they did for me and my team.

- James