Chuckwagon Racing - Strategy Meets Execution
Calgary Stampede Rangeland Derby 2024
There is nothing like the Rangeland Derby at the World-Famous Calgary Stampede for raw excitement. Watching a team of thoroughbred horses pulling a wagon at high speed around a half-mile track with a crowd of over 20,000 people cheering on doesn't happen anywhere else in the world. This year was even more fascinating as I had a front-row seat to watch the race and spend some time in the barns with chuckwagon driver Darcy Flad and his son Layne.
Tradition and Competition
A dirt-covered track is not a typical leadership learning venue. However, it is hard not to watch these cowboys without picking up a few lessons that could be learned in the corporate world. Each race is an intense competition that starts with three teams navigating a complex figure-eight around barrels and then speeding around an oval track. The races are won and lost by fractions of a second, and penalties for infractions such as knocking over a barrel or an outrider finishing too far behind the wagon can drastically alter the results.
Earning the right to race in Calgary requires many years of determination, and winning requires the next level of teamwork and drive. Inspired by ranching tradition, chuckwagon racing was introduced to the Calgary Stampede in 1923, and it continues to represent the spirit of hard-working cowboy families in Western Canada. Over the years, the sport has also evolved with significant improvements in safety and competition rules, making it a captivating blend of tradition and modern sporting excellence.
Ron Bettin and Darcy Flad - Calgary Stampede Barns 2024
Want to be a Strategic Team? Think Chuckwagon Racing!
1. Leadership Engagement
Chuckwagon racing families are the heart of this sport. Darcy is the eldest son of former Calgary Stampede Rangeland Derby Champion, the late Herman Flad, and the father of fellow driver Layne Flad. In the sport of chuckwagon racing, the leader is engaged and actively translating strategy into execution. Engagement not only happens on race day in the barns and on the race track; the real engagement where strategy is discussed and refined is in the many hours driving in the pick-up truck where the results of the races are analyzed and the long-term strategic decisions are made. This is true of successful leadership engagement in a corporate team. Strategy delivered in a document is only theoretical; real strategic engagement is a two-way communication that requires leaders to be open and receptive to input. Meaningful, iterative engagement ensures ownership and accountability.
2. Talent Acquisition and Development
Chuckwagon horses are selected based on speed, stamina, and temperament and then rigorously trained to perform as a cohesive unit. Similar to sports teams, sometimes the best horse is not always the right horse for the team. In many cases, finding a horse that can fill a gap or add missing strength is most important. Corporations should recruit employees for their skills, experience, and cultural fit. Once on board, continuous training and professional development are needed to ensure they perform effectively within the team.
3. The Right Equipment
The right equipment is essential for optimal performance. Modern chuckwagon has made many changes to make it safer for the horses and driver, including loading a rubber stove instead of a real cook stove and gear when the sport first began. Even more important is the equipment for each horse. The night I was in the barns, careful effort was made to match the proper headgear and bit to each horse to ensure they were most comfortable and could perform. Like racing horses, employees must have access to the tools, technology, and resources that enable teams to work efficiently and effectively.
4. Team Coordination and Alignment
Winning a chuckwagon race is not just about getting the wagon over the finish line but also getting the entire team across the line. The little-recognized outriders are crucial in "breaking camp" and ensuring the wagon's smooth progress. Their ability to avoid penalties and maintain pace with the wagon to cross the finish line can be the difference between winning and losing. Effective alignment and collaboration among team members are crucial. Leaders guide the team while each member understands their role and works together towards common goals.
5. Supporting the Team
In a corporation, support functions like HR, IT, and administrative staff ensure that employees have what they need to focus on their core tasks, maintaining an efficient and productive work environment. It is also understood that adequate finances are required to ensure the team can be successful and grow. Chuckwagon racing is the same, except the support team consists mainly of friends, family, and volunteers. These dedicated people help with feeding, grooming, checking shoes, wrapping legs, massaging, and general health monitoring of the horses. These unsung heroes ensure the wagon and equipment are race-ready when the wagons pull out onto the track. Chuckwagon teams have the additional burden of relying on sponsorships and winnings, which are reinvested to maintain competitiveness.
Darcy Flad, Ron Bettin & Layne Flad - Calgary Stampede 2024
Over the past few months, I've spoken with many leaders about strategy and its execution. A recurring theme is that successful strategy execution is directly related to senior leadership engagement with the organization. A simple way for organizations to be successful is to follow a "SEE Approach" Strategy – Engagement – Execution. Many corporate leaders could benefit from some time in the chuckwagon barns and long pick-up truck rides to learn about how strategy, engagement, and execution.
Ron Bettin, MBA, CMC is a Canadian executive and public speaker with more than 25 years of leadership and entrepreneurial experience. He is the co-founder of several companies and provides management consulting through Adduco Inc. to both large and small corporations. Ron has a strong understanding of the importance of building value and creating success. He is a graduate of the Southern Alberta Institute of Technology and has an MBA from Queen's School of Business.