In demanding environments, collective performance rarely relies on talent alone.
It is built through the ability to share information, connect different areas of expertise and move beyond individual interests in pursuit of a common objective. In this interview with CAP TALENTS, I reflect on the mechanisms that transform a group into a true driver of sustainable performance.
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
Interview published by CAP TALENTS on LinkedIn