Ah, the life of a team manager—think of it as being a pro snowboarder, minus the glory and injuries. You swap physical risks for other challenges, like juggling less pay, occasionally less respect, or even playing the role of a glorified babysitter. As a team manager, you navigate the quirks of leading those who are adults, yet sometimes who’s behavior suggests otherwise.
This unique position thrusts you right into the heart of the action, where the lines often blur:
Are you supporting the company’s agenda or advocating for your team’s best interests? There’s levels to this, so take this quiz to discover just how savvy you would be as a snowboard team manager.
QUESTIONS
1. I have a thorough understanding of snowboarding techniques and can coach my team members on improving their skills, and _____.
A: A role of the team manager is to help riders improve their technique.
B: Yet it’s probably best I just stick to booking flights and booking Airbnbs.
C: I was a pro within the last three years so this is actually my only good trait.
2. I effectively coordinate schedules, competitions, and travel arrangements for the team without conflicts by keeping this single most important thing in mind:_____.
A: That we make sure to keep the company’s bottom line a priority over
rider comfort.
B: I will use my own points and miles to get riders upgrades.
C: Getting a rider the right color product before they even ask.
3. I ensure that all team members have the appropriate gear that is
well-maintained and suitable for their events, and the most important
part to remember is_____.
A: The wrong product is better than no product.
B: Make sure it’s the color they asked for.
C: Make sure that the tracking number is there.
4. If you are at a contest with one of your riders, _____.
A: You prioritize safety and ensure that all team members follow safety protocols during training and competitions.
B: You keep a dialed schedule and drive your rider where they need to go for
their contests.
C: You get the company to pick up all food and drinks.
5. When it’s time to negotiate a new contract with a team rider,_____.
A: You show evidence of performance data to help each athlete understand their strengths and areas for improvement.
B: You account for inflation, and make a one year contract.
C: You fight for a pro model and a multi-year contract.
6. When it comes to budget, _____.
A: You manage the team’s budget efficiently, ensuring adequate funding for equipment, travel, and training needs without overspending.
B: Heli time takes priority.
C: We’re playing with house money, people. Bring out the shrimp!
7. When managing the different personalities of the team, _____.
A: I foster a positive team environment that encourages collaboration, support, and mutual respect among ALL team members.
B: Seniority is everything
C: I help the riders who need it most at that given moment
8. My technique for unexpected travel issues with one of my riders, _____.
A: Text them the airline’s platinum member number.
B: Book a new flight and figure it out later.
C: Call the airline myself and get it sorted.
9. When talking with a rider leading up to the winter, _____.
A: I manage expectations on what the company can realistically accommodate.
B: I work with each team member to set realistic, measurable, and challenging goals for their snowboarding career.
C: I send a fat box, with the understanding they will sell some of it for extra cash.
10. When it comes to managing my rider’s obligations with their other
sponsors, _____.
A: It’s best to just focus on what our brand can offer.
B: I communicate effectively with all sponsors, and event organizers, to ensure everyone is informed and engaged.
C: I convince other brands and entities to match or raise my personal
financial involvement.
SCORING
“A” Answers—1 point
“B” Answers—5 points
“C” Answers—3 points
1–17: Weak / Company Boot Licker --- You have a knack for pleasing the higher-ups, often prioritizing their smiles over your team’s needs. Unfortunately, your team has caught on, and you might be their favorite punchline in your absence. Striving for managerial success? You might want to start balancing the scales a bit more.
18–35: Good / People Pleaser --- You’re the classic middle-of-the-road manager, adept at understanding both sides of the story. While you might not win a popularity contest on either front, your knack for seeing the big picture keeps you securely employed. Remember, sometimes playing it safe is playing it smart.
36–50: Perfect / Royalty to the Team --- Depending on your brand’s budget, your tenure might swing wildly, but one thing is crystal clear: your team adores you. You’re like royalty, and their loyalty could be your ticket to hop around the industry, especially if a particular brand doesn’t align with your visionary approach.