McGill Lacrosse head coach Tim Murdoch
Stephanie Ricci contributed to this story.
From "knocking it out of the park" to "being in the red zone," sports talk has always found its way into business. Besides the casual use of metaphors during meetings, some former players have leveraged their backgrounds to launch their social enterprises while other business leaders have switched to the coaching leadership style to keep up with Gen Z's preferred work culture.
For the award-winning Lacrosse legend Tim Murdoch, sports and business have been a paralleled experience for over 20 years.
Originally from Princeton, N.J., Murdoch earned a liberal arts degree in history from Ivy League Princeton University, where he played lacrosse at the U.S.’ highest level of intercollegiate athletics during the ‘80s. He then earned an MBA from the Harvard Business School where he was elected co-captain and player-coach of the school's lacrosse club for men.
Since relocating to Montreal, Murdoch has been a long-time resident of the Canadian city, where he volunteered for 17 seasons as the head coach of McGill men’s varsity lacrosse team between 2003 and 2019. While he held a pivotal role in the growth of the game in the city, the award-winning athlete was also running a national consulting firm, advising CEOs and leaders of several companies.
“I was constantly benefiting from my coaching experience and applied what I've learned on the field to advise CEOs, while also watching successful leaders to think about how I can perform as the leader of the team,” said Murdoch.
His nontraditional career has proved one major lesson—even the most established leaders can benefit from an attitude of constant self-improvement.
Continuous learning
The former athlete’s biggest role model was his father, Bill Murdoch, who was also an athlete and soft-spoken business executive that believed in valuing everyone that makes up an organization.
Tim Murdoch, pictured with his late father Bill Murdoch
However, growing up under the leadership of the Boomer Generation, he had a different experience during his 10 years of competitive sports.
“How I coached initially was modeled around how I was trained,” recalled Murdoch. “There was a lot of yelling and screaming and a dictatorial approach to getting things done. I think we all kind of accepted that, but it doesn't work long term.”
He concluded that his methods begged for a revaluation in 2010 after he had just recruited a strong group of student-athletes that he felt were underperforming.
“We underachieved and would lose games by a few goals,” he said. “I became quite frustrated with the team and ultimately, I realized I was the problem. I wasn’t coaching well. I wasn't a positive influence on the players as a leader.”
With the help of his wife Pascale Lemaire, a McGill-trained psychologist, Murdoch said he reached what he described as “an epiphany” that would forever change him as a leader.
Lead with positivity, not fear
“I embraced many aspects of positive psychology, namely focusing on the players’ strengths instead of dwelling on their weaknesses,” said Murdoch. “I had to be a role model, be calmer and more positive. I had to inspire people to achieve success and not lead by fear.”
A screaming coach might believe they are providing a vocal boost, firing up and motivating players. However, this will most likely do quite the opposite, where athletes find it demeaning and discouraging.
“When you lead with this military style, the trust falls apart,” he said. “Your team becomes scared of you, and you lose their trust.”
McGill Lacrosse head coach Tim Murdoch with assistant coach Anders Bjella
Murdoch swapped the aggressiveness for a much more attentive ear and tact. Soon enough, the team won nearly every game for the next decade, including national championships in 2012 and 2015.
“I don't want to attribute that to me entirely, but I think a big factor was that I became a more positive and inspirational leader rather than someone who was using the old school techniques of managing by fear and screaming.”
The same goes in a corporate setting. Regardless of their organizational function, leaders should refrain from negative communications, particularly in public. Consider providing constructive criticism privately rather than berating an employee in front of others—Sometimes, it's not what you say, but how you say it.
It's time to embrace change
The job market is running hot. The demand for labor is exceeding the supply. The respect for hierarchy and attitudes to work have changed. Younger generations are looking for a stronger sense of connection with their bosses and within their organizations.
In fact, psychological safety has renewed importance since the Covid-19 pandemic, and it has been proven time and time again that fostering inclusive work cultures is key to innovation and retaining young employees.
The transition of Murdoch’s leadership style reminds us that it pays off to be open to change.
“The idea that all elite athletes share in terms of constant improvement should be embraced by leaders of companies and organizations,” Murdoch said. “Everything is changing around you, don't just go with the flow and continue what you've done historically.”
“Traditionally, the CEO is at the top. I like to put the leader in the middle and have more of a pinwheel where all the key staff is surrounding the leader in a circle because that is more reflective of how people need to lead.”
