5 Leadership Lessons from Formula 1
5 Leadership Lessons from Formula 1
This week, leadership lessons from the "BOSS". And +19.000 motorsport jobs.
Hey Motorsport Hackers hustlers! 🏁✨
Season ends… mixed feelings?🤔
Shared some thoughts on F1 and picked up 5 Leadership Lessons. 🤔💡
Racing teaches more than just speed, believe me.
Exploring what drives F1 leaders – lessons straight from the track to our grind. Get ready, it's an insightful journey! 🚀.
"I've been in racing since 1996 (I was 12 years old). That's why I loved reading the other day about Toto Wolff (CEO of Mercedes F1) talking about leadership.
Here are 5 lessons from Wolff on leading teams in the world's highest-pressure sector, F1:
1.- It doesn't matter which sector you're in. It's always about people.
"I don't manage racing cars. I manage people who manage racing cars. Every team member has hopes, dreams, fears, and anxieties. It's important for me to understand what those are and to know what drives a person."
2.- One of the keys is to demand a high standard from yourself (and others) in everything you do.
When Wolff first visited the team's factory in Brackley (UK), he entered the lobby and sat down to wait for the team principal (whom he would eventually replace):
"On the table, there was a crumpled Daily Mail newspaper from the previous week and two used paper coffee cups. I went to the office to meet with the then-team principal, and at the end of our conversation, I said, 'I'm really looking forward to working with you. But I'll tell you one thing: that reception doesn't 'smell' like 'F1.' That needs to change if we want to win.'
He said, 'It's engineering that makes us win,' and I replied, 'No. It's the attitude. It all starts with attention to detail.'"
3.- The best cultures manage from the "demand/support" combination. And that requires transparency.
Wolff applies what he calls "tough love" or "brutal honesty." A senior team engineer defines it as: "He tells you the truth even if it may not be what you want to hear. He'll say, 'We're here. We need to be there. This is how we're going to do it.' Sometimes it's something like, 'You're not stupid, but maybe this decision was.'"
4.- It's worse not to know what's going on and still go well than not to know what's going on and go badly.
You have to understand what's happening, win or lose:
"I remember a weekend when we were surprised by our high top speed on the straight. I told the team that I wanted to know the cause. We hadn't suddenly witnessed a miracle with our power unit or chassis. So what was it? If you don't understand what's happening on a good day, you probably won't understand what's happening on a bad day."
5.- It may not be your fault, but it is your responsibility.
Recurring mistakes are organizational problems, processes, culture, etc., and the CEO is responsible for all of that:
"When someone makes a mistake in your company, the natural thing is to say, 'It's their fault.' But as a leader, you have to fight against that instinct and ask yourself, 'How could that happen? Do we have the right tools, or the right training, or the right people in the right positions?' Maybe I didn't change that tire, but that mistake is still my responsibility."
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😛: Favorite Restaurant if you are testing in Valencia: Santa Rita
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