Failure, like success, always starts at the top
‘But nowhere, not once, have I yet heard of anyone in management at Cricket SA … accepting responsibility.’
By the time you read this, the disappointment of our dramatic exit from the Cricket World Cup will be a vague memory. The loss to Australia in the semis will be foremost in our minds, but remember, we only won six of 10 matches, and only twice did we take all 10 wickets.
How’s it possible that the number one-ranked side in the world, a team with such talent and success behind them, failed so dismally? Maybe because Graeme Smith lacks leadership qualities, or the disjointed playing schedule was the cause. Our batting could’ve let us down, or our shortcoming in spin bowling was the Achilles heel. Gerald Majola, the CEO of Cricket SA, says that “mental strength”, whatever that might mean, is the weakness in SA cricket.
But nowhere, not once, have I yet heard of anyone in management at Cricket SA say anything close to accepting responsibility. Nowhere have I read or heard anyone in the leadership in Cricket SA say something like this to the team: “Guys, we share your disappointment in not making it through to the final, but you did us proud. You proved once again that we are one of the best teams in the world.”
Raymond Mali is the chairperson of Cricket SA. He chairs a general council of 20 members. Ever heard of him? Imagine if he had made a public statement something like the one above. Imagine if he’d gone further and said, “Everyone is looking for a scapegoat, but they should look no further than at me. I, together with my fellow board members share responsibility with the selectors and team members. We are accountable and responsible, not only for the successes of our team, but also for the failures. We look forward to walking the path to the next World Cup, when we will take the winning trophy.”
This would have been good management. This would have provided Smith and his team with the confidence booster they needed. This is the leadership and management we so desperately need in many of SA’s institutions and businesses.
The buck stops with management. Almost always, when success is achieved it’s because of good management, and when failure occurs, the cause is bad management. “The fish rots from the head”, and when failure strikes, the sooner you acknowledge this, the sooner you’ll turn the situation around.
Any bets that they’ll be doing this with confidence and transparency at Cricket SA?
Contact agribusiness consultant Peter Hughes on (013) 745 7303 or e-mail [email protected]. |fw
