“This is just a football match, it’s hard to make people understand that the sun rises tomorrow, win or lose,” he said, calmly. manager of the argentinian team, Lionel Scalonithe second game of the national team in the Qatar 2022 World Cup had just finished. The reflection came after the relief of millions of fans who, with the 2-0 victory against Mexico, saw their hopes of winning the Cup reborn after 36 years.
These statements are also an example of the leadership model exercised from the moment he took over the team. Without fanfare, with moderation and, above all, a lot of daily work so that their managers become a true team, in which the pieces can be replaced, if necessary, to improve their operation and manage to lift the Cup.
“Scaloni is a very good example of the new leadership model that is needed today, which requires, above all, high emotional intelligence. With organizations that operate in an uncertain and constantly changing world, it becomes essential that their heads manage to remain calm in adversity”, says Paula Molinari, president of Gruppo Whalecom and professor at the UTDT Business School.
The specialist adds that another of the novel characteristics that were seen throughout the seven games that Argentina played in the world Cup it was a flatter structure in terms of hierarchies. In that sense, the DT behaved like one more within the team. As in the most modern companies in which the organizational pyramid is flattened, here the technician was seen to play a key role, but he is still one more piece in the selection gear.
“We must not forget that Scaloni took over at a very difficult time and without having previous experience. However, having been a member of the national team himself, he knew what a player lived through in circumstances that the team was going through at that moment. That empathy is critical when going through situations of high volatility or pressure. A leader who is not close has a greater chance of failing at critical moments”, adds Juan Pablo Simón Padrós, Leadership Consultant at Spencer Stuart.
Another success, points out Simón Padrós, was to form a management team with Pablo Aimar, Walter Samuel and Rubén Ayala, with which he was able to identify young talent, which until then had not been taken into account. That allowed the appearance of names like Enzo Fernández, Alexis Mac Allister or Julián Álvarez, who were prominent figures in the tournament.
“The management team had a very good planning to identify the talent that was below the surface. This is something fundamental for organizations, because those who today have the most important responsibilities are not necessarily those who will have them in the future. The The world gave us plenty of examples of leadership that has to change from one day to the next, and having the necessary talent is the key to success,” he says.
Patricio Fay, professor and director of the Organizational Behavior area of the IAE Business School, highlights four aspects of Scaloni’s leadership that are key for any company: trust, good conflict management, commitment and proper management of emotions. All these qualities allow the team to function and to obtain results that are greater than the individual contribution of its members.
“No one doubts that Lionel Messi is extraordinary, but the other players are comparable to others. But they give more because they work as a team,” he adds.
switch on time
In the opinion of Ezequiel Palacios, a partner at Glue Executive Search, knowing how to change on time allowed them to achieve success that had been elusive to Argentina for 36 years. A leader, he explains, has to be able to replace the pieces that aren’t working and make the person who leaves feel part of the team.
“It is important to prioritize moments and performances. Lautaro Martínez is the goalscorer of this cycle, but the goal was closed in the tournament and Julián Álvarez entered in his place. However, there were no demonstrations of frustration or ego on the part of the former. That is only generated by unusual leadership,” he closes.
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