Lessons from Formula 1 (10-12)

In 2017 I delivered a 3-day ‘Business Lessons from Formula 1” program for 75 employees from a firm that produced software for medical laboratories. We started Day 1 at the WilliamsF1 Conference Centre in Grove, UK where, in three groups, they rotated between 1) a tour of the WilliamsF1 Heritage car collection and simulator experiences; 2) the Pit Stop Challenge, changing tires on an F1 car, and 3) a team building built around getting an F1 car from the garage onto the track ready for a race.

On Day 2 we attended the British Racing Drivers' Club Classic at Silverstone racetrack. Day 3 we were back at the WilliamsF1 Conference Centre to watch the Hungarian Grand Prix where many in the group had a special experience when Sir Frank Williams stopped by to say hello.

To deliver the 3-day program I was joined by former F1 driver, Brett Lunger, who shared his experiences driving for Hesketh Racing, Surtees, March and McLaren top our group and a larger audience prior to watching the race on Sunday.  I was also joined by Charly Salonius-Pasternak, my go-to F1 guru

In three previous posts I have shared Lessons 1-9 from ‘Performance at the Limit’. Here are the final three lessons, 10-12.

WilliamsF1 were very helpful as we prepared the first edition of ‘Performance at the Limit’ and we even put a WilliamsF1 car on the cover. Since publication, one of the most quoted phrases about teamwork and corporate culture included in our book was provided by a key figure from their team and is repeated in Lesson 10 below.

1.      THE NO-BLAME PHILOSOPHY

The head of the WilliamsF1’s pitstop crew experienced a calamity at the Portuguese Grand Prix in 1991 when after what appeared to be a normal pitstop, driver Nigel Mansell’s rear tire came off as he reentered the pitlane. Dickie Stanford told us that after such a situation the focus must be put on resolving what went wrong, rather than blaming the person who worked on that wheel. The quote he gave us, before the term ‘psychological safety’ became widely known, has been repeated by many and has resonated with leaders around the world. He said, “WE ISOLATED THE PROBLEM, NOT THE PERSON.”

For this to work, an organization must cultivate a culture where individuals are not constrained from experimenting, taking a reasonable risk, and where failure does not undermine their position or credibility. In the most successful teams, people are prepared to put their heads above the parapet when leading a project or new initiative.

2.      BE REALISTIC ABOUT WHAT CAN BE ACHIEVED

Continual transformation is necessary for an F1 team and other businesses to keep pace with regulatory changes, technological developments, and competitors’ strategic actions. Change-fatigue, however, is not an unusual problem in organizations. Transformation must take place within realistic constraints, otherwise the development process may fall apart. Setting high, but realistic goals and keeping everyone appraised of progress against those goals is a key factor in driving the change process forward.

3.      NEVER BELIEVE YOU CAN KEEP WINNING

In the early days of their remarkable eight consecutive Constructors' titles (2015-2021). MercedesF1 Team Principal Toto Wolff told us, “Complacency is a danger.” In the multiple debriefs after practices and races, and even after winning a race, F1 teams search for the extra tenths of seconds that will sustain them at the top. There is no better time to challenge processes and methodologies than when you are in a leading position. Leaders must maintain a sense of urgency to improve while motivating the team to achieve continued success. When on top, with your competition striving to beat you each race weekend, if your team is not moving forward, it may be standing still or moving backward.