Home' Trinidad and Tobago Guardian : July 21st 2015 Contents A43
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The 21st century environ-
ment requires a nimbleness of
thought and decision-making
on a daily basis that is proving
challenging for almost every
Having to focus daily on
growing the sport you lead while
working with key stakeholders
from all over the globe, while at
the same time addressing
national needs, is at best inter-
esting and at worst simply over-
In T&T, a huge challenge is
to return sport participation to
previous levels and then manage
exponential growth strategically
in a sustainable way.
Making choices that are best
for the long term viability of
sport becomes the strategic pri-
Building the understanding
and trust across the various
stakeholders is also necessary.
Adding value to stakeholders,
who are in essence clients,
require balancing the increasing
demands inherent in a member
based non-profit organisation
that also functions in a burgeon-
ing commercial industry.
Coming up with strategies for
the direction of the NSO, specif-
ically on the business develop-
Sport leaders face challenging times
ment side is proving a significant
step up for every single NSO.
Most sport leaders are facing the
hard question: how to balance their
love of sport with the business of
sport while at the same time facing
up to the realities of the political
side of sport.
There need to be some hard choic-
es made; the resistance to change is
powerful and influential.
Moving local sport forward is a
journey. And like every journey it
starts with a single step with obsta-
cles to overcome along the way.
Where is T&T on that journey
from developing a strategy to making
important decisions and delivering
on objectives what is our guide?
How do we position sport in T&T
for accelerated growth? How do we
position T&T as an emerging force
in global sport?
How can we integrate the diverse
objectives and agendas to develop a
I remain convinced that T&T pro-
vides the near perfect stage to devel-
op and sustain a powerful presence
in the theatre that is global sport.
T&T is alive with potential. Sport
talent and potential is in our DNA.
What will it take for policy makers
and manifesto drafters in the political
realm to wake up to the untapped
value of sport?
Modern sport is a diverse busi-
Setting goals, single minded focus
on success, being a team player are
all leadership skills that are developed
from playing sport.
NSOs are responsible for governing
their sport, following rules and reg-
ulations as established by their inter-
national federations and at the same
time providing member organisations
with increasingly demanding service
expectations, often in the face of
tremendous financial difficulties.
The person ultimately responsible
for the strategic direction and imple-
mentation for the NSO, for under-
standing its strengths and weakness-
es, is its president.
The president must be able to
demonstrate the full range of modern
leadership skills commonly found in
successful corporate and commercial
The ability to serve, inspire, moti-
vate, empower, guide and attract the
The NSOs brand, image, reputa-
tion and commercial value can either
be enhanced or diminished by the
However, notwithstanding all that
has been said previously, the most
important people in any sport organ-
isation are the athletes not the sport
Next week we will take a look at
the national sport policy which
should be the document that pro-
vides the guide and systemic frame-
work for all local sport stakeholders
including the Ministry of Sport and
Sport Company T&T.
Brian Lewis is the president of the
T&T Olympic Committee. The views
expressed are not necessarily those
of the Olympic Committee.
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THINGS THAT MATTER
NSOs are responsible for
governing their sport,
following rules and
regulations as established
by their international
federations and at the
same time providing
expectations, often in the
face of tremendous
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