What if this summer were the ideal time to reflect on how we build and grow our teams?
In this interview for CapTalents, I invite you to broaden your perspective.
What is the impact of teamwork in an individual sport like sailing?
Jonathan Lobert:
On a boat, I work with a fitness coach, an engineer, a trainer… each one is an expert in their own field. The real value comes from the bridges we build between these areas of expertise. And even in an individual sport, where only one athlete represents their country at the Olympic Games, the collective remains essential. Throughout the selection process, there are many interactions with the French national team: we are both rivals and partners… In such a competitive context, sharing information may seem counterintuitive, but it is fundamental. Information is power — and it works exactly the same way in business. Sharing knowledge allows everyone to progress.
In a way, “sharing is winning” — that sounds contradictory, doesn’t it?
Jonathan Lobert:
At first, some people are skeptical. But freeing yourself from the fear of sharing creates a virtuous circle. You first have to explain what you have fully mastered, which forces you to analyze and challenge your own practice. Then everyone can adapt the methods to their own experience and background. Sharing benefits everyone: the person who receives progresses, but so does the person who shares. Knowledge is not like money — keeping it to yourself makes no sense.
Does that ultimately require letting go?
Jonathan Lobert:
Absolutely. Even in a sport where you must always strive to be the best, you have to move beyond your ego and the limiting belief that information is an advantage to be kept. Helping your partner improve also pushes you to surpass yourself and innovate. It can be frightening, especially when you are fighting for Olympic selection, but having a global vision of the goal is essential.
Do you have a concrete example where the collective outweighed the individual?
Jonathan Lobert:
For qualification for the London Olympic Games, there were two of us fiercely competing for a single spot. We were very close in terms of performance, but in the end, I was the one selected. My partner could have given up, but because we had built cohesion and mutual trust, he continued to support me. The overall objective — “winning a medal for France” — prevailed over individual ambition. My training partner played a decisive role in my success. I made it clear that I had not won the medal alone, and my partner was recognized as a model teammate. He was later approached by many teams.
How does this translate into the business world?
Jonathan Lobert:
Take the example of a director I supported. He was an excellent operations expert and mastered his job perfectly. But when he was promoted to the executive committee, his role changed: it was no longer about doing things himself, but about enabling his entire team to perform well. He had to learn to step back, to support, and to give a clear direction. At first, he tended to stay in his comfort zone and want to control everything. Gradually, he understood that his role was to help his team members grow and to build their confidence. This shift in posture profoundly transformed his leadership and strengthened collective performance.
Interview by Juliette Dekeyser, CapTalents
To go further
Would you like to activate these levers of collective performance within your organization?
➡ Discover my keynote talks: How to transform managerial practices, boost engagement, and mobilize collective intelligence.
➡ My immersive workshops: Including “On Board for the Olympic Final”, an interactive workshop to work on decision-making, emotional management, and cooperation under pressure.
➡ Consulting & Coaching: Support on leadership posture, collective performance, and decision-making under uncertainty.
FAQ – Teamwork and collective performance in business
Why is teamwork essential even in “individual” performance contexts like elite sport?
Even in elite sport where individuals compete, success depends on the network of support — coaches, trainers and partners. Shared knowledge, trust and mutual support help individuals perform at their best, and the same principles apply in business when teams work toward shared goals.
How does sharing knowledge improve collective performance?
Sharing insights and experience creates a virtuous cycle of learning. When team members freely exchange information and critique, both the giver and receiver grow. In business, this reduces silos, accelerates learning and boosts innovation.
What mindset shift is needed to move from individual contribution to collective performance?
Leaders must shift from acting as solo experts to enabling others to perform well. This means stepping back from control, clarifying direction, building confidence in the team and focusing on support and alignment rather than individual achievement.
How can leaders foster collective performance among their teams?
Leaders foster collective performance by encouraging open communication, creating psychological safety, and aligning individual goals with the team’s shared mission. This helps teams collaborate more effectively and solve problems together.
How does elite sport teamwork translate to business leadership?
In elite sport, adaptability and shared purpose are crucial when conditions change quickly. In business, this translates into enabling teams to make decisions under uncertainty, adjust plans dynamically and build trust so that teams perform consistently over time.
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