CAREERS IN SPORT
through structured learning. The develop- ment of a broader understanding of the underlying concepts and theory is a critical step in channelling individuals to apply such knowledge and advance their contribution to the broad area of sport management. Chris Solly, director of the World
Academy of Sport, sums this up as an added value that contextual learning can bring. “Knowledge of technical skills and processes are certainly essential prerequi- sites to staying competitive as a manager in the sport sector. But it is the application of this knowledge through real experience, and the iterative benefits that this brings which makes the difference between adequate and exceptional performance in the long term. Combining the two and applying this back to one’s own area of speciality is really the key. At the academy we don’t just provide knowledge, we stress test the manager to advance their level of competence,” he says.
EMERGING PERSONNEL TRENDS We see three trends within the sport personnel market over the next decade that will influence career paths for professionals – and each of these relate back to knowledge, the changing application of knowledge and the ability to interpret such knowledge as a skilled sport manager. Firstly we predict an emerging tenden-
cy over the next decade for an increased interchange of skill sets (and personnel)
between sport organisations and the broader support industry that constitutes the supply chain. For example large corporations across the design, construc- tion, IT, manufacturing and professional services may strive to increase their sport and event portfolio for such related support services. Demand from these sectors for technically competent sport professionals is only likely to grow. If you have a sport-specific career focus,
a hop across to a non-sport company as your next job should not be discounted if it gives you a stronger springboard back into the sport you want to work but at a higher level with a broader skill set in the future. For the organisation you may also bring implicit knowledge and a network that can successfully fast track the way around the supply chain maze. Conversely, those in such industry sec-
tors with an expanding sport and event product portfolio undoubtedly benefit from executive training in sport-related structures and the application of this to their particular sector. Secondly, over the next decade there
is likely to be a noticeable increase in the interchange of personnel between individual sports and this has the potential to revolutionise the talent market for sport managers. A broader skill set, with experience gained from a wide network of sports and individuals, is much more likely to open up improved long-term career prospects. Narrow vertical career channels
A broader skill set, with experience gained from a wide network of sports and individuals, is much more likely to open up improved, long-term career prospects
64 SPORTS MANAGEMENT HANDBOOK 2012
in any industry may limit the opportunities for professional development and even inhibit organisations from reaching their true potential in a variety of ways. As the professional profile of some
sports matures, a more rigorous and easily compatible set of management standards will emerge and ultimately make it less problematic for senior managers to transfer between apparently unrelated sports as their careers grow. Once again we see the underlying principal of sport- specific knowledge transfer combined with competency-based management disciplines to provide a wide range of applications. And finally, expect increased competi-
tiveness in the sport labour market as a whole. More colleges than ever before are offering degrees in sport administra- tion, sport marketing, sport finance and any number of related fields. Thousands of new graduates are emerging annually and for this group it will be a mix of
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