Sunday, May 25, 2025

MVB and The 12-Week MBA

Business and sport principles overlap, however imperfectly. For example, business seeks profitability and growth with risk management. This requires effective use of people, strategies, and operations to serve multiple 'stakeholders'.

Great businesses serve shareholders, employees, customers, and society. MVB doesn't have shareholders per se, but collaboration and trust act to serve coaches, players, families and the broad community.

MVB has worked to develop success measured by its graduates and their volleyball individual and team achievements, seeking sustainable competitive advantage. 

Here's a digression to AI from ChatGPT (with some annotations)

Volleyball Program as a Business: An Analogy via The 12-Week MBA 


1. Leadership = Culture + Purpose

Business lens: Leadership is about defining a shared vision, building trust, and creating an environment for others to thrive.

In volleyball, this plays out in how the coach leads both emotionally and structurally. The team culture, accountability, and tone-setting mirror a CEO’s responsibility to embody and communicate the company’s purpose.

  • 🏐 Example: A coach who prioritizes “we over me” and empowers captains is doing what a good founder does—creating culture carriers, not just enforcing rules.

"Culture eats strategy for breakfast." Culture seeks to align everyone's interests, raising all boats. Culture is the totality of a program ecosystem - how a team meets, trains, grows, and especially how they treat each other, regardless of their class or status within the team. 

2. Strategy = Game Plan + Adaptability

Business lens: Strategy is aligning goals with capabilities and making clear trade-offs to compete in the market.

A volleyball program’s strategy involves building a style of play that fits the players’ strengths—tempo, defense, risk tolerance—and evolves over time. Like a company adapting to shifting market conditions, a coach must respond to opponent trends, injuries, and team development.

  • 🏐 Example: A team that starts the season running a fast offense but adapts mid-season to a slower tempo due to personnel changes is practicing agile strategy.

It's always tempting to make bold predictions about the future...and flawed. Multiple goals exist including personal and team development, competitive character, and bringing the best version of yourself to school and extracurriculars every day. It takes strong direction, specific and clear teaching, and coachable, motivated players to grow. 

3. Finance = Time + Energy + Opportunity Cost

Business lens: Finance is resource management and trade-offs—understanding where the money flows and why.

In amateur volleyball, you're not managing dollars so much as time and attention. Every drill is an investment. Every meeting has opportunity cost. Conditioning, rest, video—these are your budget lines. You must maximize return on rep, not return on capital.

  • 🏐 Example: Choosing to spend extra time on serve receive instead of blocking because it impacts more rallies is a capital allocation decision.

Warren Buffett is one of the great investor-leaders of all time. When Berkshire Hathaway "buys" a business like See's Candy or Jordans Furniture, Buffett allows current ownership a lot of leeway. What he does is control salaries and capital allocation. And he is a master of capital allocation. Roster management, practice time, and playing time are all examples of capital allocation.

4. Operations = Practice Planning + Systems + Consistency

Business lens: Operations are the systems that translate goals into action, sustainably and efficiently.

In volleyball, this is practice design, logistics, team rituals, and how you manage the day-to-day. Great operations mean players know what to expect, how to improve, and what success looks like. A well-run program reflects operational discipline.

  • 🏐 Example: Using a consistent drill-feedback-reflect cycle is like a company running on OKRs and weekly sprints—measurable, repeatable, improvable.

Operations flow on direction. It's ready, aim, fire not fire, ready, aim. Dr. Fergus Connolly, Human Performance expert, emphasizes that everything at practice should impact game play and performance. 

🧩 Imperfect But Instructive

Business ElementVolleyball Equivalent
LeadershipCoach and captains setting values and modeling behavior
StrategyGame model, opponent scouting, player development choices
FinanceAllocation of time, energy, attention
OperationsPractice systems, schedules, feedback loops

🏁 Final Take

A volleyball coach is like a founder-CEO of a startup with no budget but deep emotional capital.

They build a team from scratch, allocate resources under constraints, pivot in real time, and create culture intentionally. The analogy is imperfect, but useful: business builds products and services, sport builds people—but both are systems of motivation, decision-making, and execution. 

Legendary basketball coach Don Meyer had a saying, "Every parent would rather have their son be All-State than win states." There's always the tension between individual and team achievement. MVB needs exceptional individual play to maximize team achievement. Work to embrace the meaning of the sign in the University of North Carolina Women's Soccer locker room, "EXCELLENCE IS OUR ONLY AGENDA." 

Lagniappe. Perform better with more focus. 

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