CC Biz Buzz: How 'survive and advance' mantra drives success in basketball and business
The calendar and, fortunately, the weather tell us the spring season is upon us (although Missouri has often changed its mind relative to the seasons). For sports enthusiasts, spring also brings the “season” of March Madness and the Division I college basketball championships, a time fondly referred to as The Big Dance.
There are many similarities one can draw between basketball and business. The name, image and likeness rule in college sports has revolutionized how those who do the work are compensated. Championship brackets resemble some decision-making frameworks. Even the idea of peaking at the right time could be applied to business situations. But in the high-pressure environment of March Madness, basketball teams live by a simple mantra worthy of examination: “survive and advance.” This phrase was coined by Jim Valvano, legendary coach of the 1983 North Carolina State Wolfpack team. Coach V was a steadfast advocate of excelling through adversity. He suggested that when elimination looms with every March Madness game, perfection becomes secondary to persistence. The team claiming the trophy at the end of the tournament isn't necessarily the most talented or dominant; instead, it is the one that finds ways to win despite adversity, one game at a time.
This tournament philosophy offers a framework for understanding business resilience. For businesses confronting challenges, whether it be market shifts, financial crises or pandemics, recognizing the existence of a less-than-ideal situation becomes crucial. During these times, the road to success can change dramatically. However, in the face of potential organizational disruption, the survive-and-advance mentality can provide guidance for leaders navigating uncertainty. Just like how NCAA Tournament teams can't worry about the championship game while playing in the first round, businesses in survival mode can benefit from addressing immediate challenges rather than simultaneously attempting to solve all its problems.
An example of this mentality was illustrated during the COVID-19 pandemic. Restaurants and other members of the service industry abandoned long-time modes of operation for streamlined hybrid operations. Retailers pivoted to hastily assembled e-commerce platforms to meet the changing landscape. Manufacturers reconfigured production lines to create essential products. These weren't optimal business models, but they were survival mechanisms that bought time and maintained business operations until necessary permanent modifications could be made.
Apple's near-bankruptcy saga in the late 1990s also illustrated this approach. Upon his return to the fledgling company as CEO, Steve Jobs didn't immediately launch revolutionary products. Instead, he dramatically simplified Apple's product line, secured an investment from Microsoft and focused on stabilizing the company's finances. An approach like this helps prevent immobility in a time of crisis. Rather than becoming overwhelmed by cascading problems, organizations identify the next hurdle and direct resources accordingly. This creates momentum through small but beneficial victories, like those for teams in The Big Dance.
The beauty of survive and advance is about earning the opportunity to evolve. After stabilizing Apple, Jobs was able to facilitate the launch of revolutionary products that transformed multiple industries. Restaurants that survived the pandemic through those hybrid operations later developed updated models and became sustainable. Businesses that adapt and evolve in crisis to create short-term wins often emerge stronger, with a clearer focus and more efficient operations that lead to long-term success.
Leading while in survival mode requires a distinct mindset: balancing openness about challenges with confidence about the path forward, making tough decisions with limited information and maintaining a sense of team despite pressure. Like championship basketball coaches who must simultaneously manage current challenges while preparing for future opponents, crisis-time leaders face a delicate balancing act. They must be present-focused yet forward-thinking, decisive yet reflective, and realistic yet optimistic.
In business as in basketball, surviving today creates the opportunity to thrive tomorrow. While no organization aspires to be in perpetual survival mode, those that master this tournament mentality develop the resilience to survive inevitable storms and the wisdom to appreciate each advance along the way.
Nicholas Stegmann is an instructor in the Columbia College Robert W. Plaster School of Business. He holds a master’s degree in Sport and Fitness Management from Missouri Western State University and has been involved in the sports and entertainment industry since 2013. He is a member of the North American Society for Sport Management.