Anil Kumble resigned from the position of
Head Coach of the Indian (senior men’s) cricket team in June 2017, because
Virat Kohli, the captain of the Indian team and some team members did not like
his style of working and the relationship between the captain and the coach
became ‘untenable’. It is not for the
first time that the head coach of the Indian team had to leave the job for
differences with the captain.
The head coach’s responsibilities include developing
the overall coaching plan and monitoring the performance of the coaching staff,
finalising the playing eleven and formulating strategy in consultation with the
captain before a game and ensuring that fringe payers are ready to take the
field when required. The head coach should be able to take a position and
advise the captain if he is wrong.
If, we go by the writing of cricket
journalists, the head coach of the Indian cricket team survives only if he
gives freehand to the captain in selecting the playing eleven and formulating
strategy, and goes soft with the captain and star players. In Indian cricket,
head coach is placed a rung below the captain. Some argue that it should be so,
because cricket is a ‘team game’ and the team belongs to the captain, who leads
the team in the field and formulates strategy under pressure during the game.
However, others differ.
The relationship between the captain and
the head coach is similar to the relationship between the board of directors
(hereafter board) and the CEO. In
cricket, the goals of both the captain and the head coach is the same, which
are to win matches and to build a team that will continue to win matches. Similarly,
the goal of the board and the CEO is the same, which are to achieve vision and
mission of the company and to continuously create shareholder value, while
being compliant to applicable laws and social norms. As in cricket, the
relationship between the CEO and the board comes under stress when the board
engages with the CEO in the management of the company. Often, the CEO perceives
it as intrusion in his/her territory and interference.
The key question is what should be the level
of the engagement of the board in the management. It is determined by the
environment, in which the company operates, and board’s power and knowledge.
In cricket the engagement of the head coach
in the management of the team is likely to be high for a team, which plays
large number of matches every year in different locations, like the Indian
cricket team, because players suffer injury and sometimes star players are to
be counseled to sit out based on the ground condition or his fitness or form.
Similarly, board’s engagement in the management should be high in a company
that is operating in VUCA (volatile, uncertain, complex and ambiguous)
environment or is going through a crisis.
The board gets the power from the laws and
regulations, and the articles of association. In Indian cricket, the head coach
lacks power because the Board of Control For Cricket in India (BCCI), in
practice, has placed the coach one rung lower than the captain. The situation is
reverse when it comes to knowledge. The head coach has an expert knowledge of
the game. Unfortunately, most boards lack adequate knowledge. Exemplary boards ensure that the board has
adequate knowledge by selecting right individuals as directors and through
training.
If the coach fails to engage in team
management, ultimately the team suffers. Similarly, if the board shies away
from engaging in management when required, ultimately the company suffers. An
exemplary board supports CEO, but also intervenes, when required and before it
is too late.
The relationship between the board and the
CEO should be that of trust. Exemplary boards develop corporate governance
policy, in consultation with the CEO, in order to maintain healthy relationship
between the CEO and the board. It is usually in writing. It clearly articulates
areas that are reserved for the CEO and those that are reserved for the board
and the expected level of engagement of the board in management. For example,
it may articulate in detail the board’s involvement in crafting, implementing
and reviewing strategy.
It will be good for the Indian cricket if
BCCI develops a document like corporate governance policy and place the coach a
rung higher than the captain, as it is in other sports. Managing business is a
‘team game’ and the board is placed a rung higher than the CEO.
