The case of the Costa Rican National Soccer Team in the 1990 World Soccer Championship Italy
- An interview with Alexander Guimaraes, protagonist of the process. This is a presentation made in the Course «Organizational Theory and Behavior, at the Inter-American University of Costa Rica, by Mr. Alexander Guimaraes, on August 25, 1992
The first thing that was done was to achieve uniformity of objectives. Do not put personal goals before collective goals. At this beginning of the process, a characteristic deeply rooted in the Attic, individualism, was clearly reflected. First me and then the others.
Bora separated us into groups. In each group we had to define what our personal objective was. Then each group had to establish the group objective. They did not put limits on us. What strikes me the most when I remember this stage is the way we visualized European players at that time. We thought they were like unattainable gods but in the end we understood that they were not supermans. At that time we had mental barriers. I remember that in the end we were able to define three basic objectives, in order of importance the first was to put the name of Costa Rica very high, the second was to qualify for the second stage, and the third was to be world champions. We kept all personal goals in a corner and we understood that if they were achieved it was as a consequence of achieving common goals.
At first a reaction against the process. More is asked of us, which was something of a sacrifice.
Why give more? Bora called 4 of us aside who he identified as the most experienced and who noted that we were the ones who best understood his philosophy. (Guimaraes, Cayasso, Gabelo and Róger Flores). We had to "pull" people who did not believe much. He assigned us specific tasks to motivate the other colleagues about the process.
Meanwhile, a large number of external agents bordered on the group's objective and the positivism that little by little had been achieved. I remember some journalists referred to the coach as the name "Bora Inutilovic." We supported each other and we did not let anything negative enter. In Costa Rica it is very easy to give an opinion and believe that we are right.
We are like 3 million technicians from the national team, all with the right to have an opinion.
We had to put up a protective wall.
As time went on, little by little we saw more possibilities for success. The first experience on the playing field was a disaster. But Bora's secret was that he let us meet in separate groups and we could contribute ideas which were welcomed by him. Little by little we were adopting the first great objective and little by little we became more and more clear: to fight to make the name of Costa Rica very high in the World Championship. We had to put aside a lot of garbage that hindered our action. Bora told us that we had been invited to a dance, to a very special party. That there were only 18 guests that were the 18 countries that would go to the World Cup. That we would probably beat the bride in her shoes but that little by little we were going to learn to dance.That is where I took the name for the book I wrote about this experience: "The Great Party."
The common cause was our workhorse and the garbage that we slowly dumped was our selfish individual goals ("I want to be known in Europe", "I want my token to be worth more when I return"; "I want to retire with the glory of having played in a World Championship ”,“ I want to be the best of all ”,“ I want to show that coach that he never gave me a ball, what I'm worth ”, etc.) and, above all, our mental barriers.
Our complex that Europeans or South Americans are better and that we cannot succeed as a national team. As an example that shows the degree of understanding of the group objective that we had, I tell you the following as an anecdote:
When we had already had the two games against Scotland and against Sweden, some representatives of a famous shoe brand came, they offered $ 50 thousand to 4 players who had shone the most, in exchange for always wearing the brand. At first they were tempted to accept the offer. They did, however, talk to all 4 of the Bora support group. We told them to bring the matter up to the group. If at least one did not agree, they should not proceed with the negotiation. In the end two of the other players said that they were free to accept the offer, but that it seemed to them that it was not fair that only a few took advantage of the teamwork. The players who had received the offer decided in full not to accept it and that was the end of the matter.I believe that in other circumstances no one would have rejected such an offer.
Bora also used a series of small details that she continued to teach us not only on the court but at all times and at all times. The underlying idea was always one: attention. He made us comments on details. For example, we left the lights in the rooms on. That we were careless with our shoes. We left the stockings lying around. At first we did not understand.
We thought they were his obsessions for being a European from a socialist country.
But in the end we got the message. At the time of stepping on the field we were going to be attentive in the game. Only then could we ensure that we would not lose concentration. Thanks to these small details, surprising transformations took place, as is the case with Mauricio Montero, a very "artisan" player, who 80 days later already had a noticeable change. In his way of acting and playing.
Bora told us that she did not intend to change the person. What she wanted was for us to change our attitudes towards life and, of course, towards football. The last 25 minutes of the game against Sweden is the clearest example of what it is to be playing with concentration on the field and was of course the product of these dynamics. Bora also induced us, as another small detail, to change our way of speaking. In an environment where there were only bad words, with the word "maje" representing the choteo of the tico, the lowering of the floor ("maje" is silly), we began to considerably improve the way we referred to each other. I remember we removed the word "try." It was no longer the time to "try," it was the time to "do."
Another detail about Bora was that she never stopped improvising at all. Before arriving in Costa Rica, she did research on many things. For example, he already knew a lot about our way of being. It had a story for each of its main players. He already knew the history of each one of us even without ever having seen each other. He also took care of many technical aspects such as details of the diet. Even though we were in Costa Rica, they began to give us a European diet, and above all, an Italian one. A lot of pasta, a lot of legumes, a lot of fruit.
In this way the shock was not so strong.
We work a lot with group dynamics, especially in the beginning stage in Costa Rica. He made us work in small groups, where we had dynamics for the development of leadership behavior and winning attitudes. In the evening we had wrap-up talks. Outside of Costa Rica, she used video a lot. We watched the Italian league matches. We analyzed every last detail. He even liked to scratch the television screen with a pilot to mark lines on scenes where the video had stopped.
Bora also had a very elegant way of imposing discipline. She did not scold us or give us four shouts. But he knew how to assert his authority when necessary. It allowed us to take the initiative in the game, but with certain guidelines. An example of this was the goal by Róger Flores. He asked Cayasso to put the ball to the opposite side to the one that was rehearsed in training. There he took the initiative because for some reason he was sure it would work for him. This type of initiative was allowed. As long as it did not
harm the interests of the group.
Within the whole process, even though we were already a team with a winning mentality, we had two mental "lapses". The first was the game against Brazil. For us it was a kind of "stage fright." The reason was that for us, playing against Brazil was like fighting against the father and if we beat him it was like beating the father. However, had it not been for Bora's experience, this match would have been a disaster. I remember that before starting the talk, a few hours before the game, he made us write a motivational phrase on a sheet of paper. Something like a maxim. Two were the ones that stood out. Oscar Ramírez's who said "everything is possible" and Gabelo's who said "today is the big day." Bora asked us: "Guys, how do you think the game will be?" We all answered "difficult." His answer was how difficult it was for Brazil,since they had to prove to the world that he really was the father. He told us that for Brazil, even a 1-0 win was a defeat. On the other hand, if they defeated us, it was not a shame for us, since we were supposed to lose to our father. That is what the rest of the exhibition was based on. Then he took it to the individual plane.
He told us to think about the opportunity each of us would have by having the whole world watch us. That the way we could shine the most, however, would be by doing a good job together. After his talk, I don't think anyone came out thinking about defeat. We had lunch, 2 hours of rest and then we went to the stadium. What I remember is that I was really amazed to see that everyone, with two hours until the event of their life, was sleeping soundly. I have even recorded this on video because I myself could not believe it. Then the known history of the party passed. We were very lucky because Gabelo, although he did some miraculous covers, had his best allies on the frame posts. The Brazilians couldn't believe what was happening on the pitch. I heard them fight each other loudly.But we definitely couldn't quite get over the "stage fright." At the end of the game, with about 10 minutes to go, we met again and we disrespected him.
The other lapse was against Czechoslovakia. In this match all group and mental work was lost. We had already accomplished the first two objectives: to leave the name of the country up high and go to the second stage of the championship. The truth is that we did not internalize the third objective and it always seemed impossible to us. When we reached that point, we remembered that we had been away from home for more than two months. The group did not want to give the last pull.
We started calling our houses. Suddenly we feel like we are in Costa Rica again. It seems that reality fell upon us. We only thought about shopping for souvenirs for our people. We were playing on the 19th and the return tickets were already separated by the 20th. As long as we were motivated and worked as a group, the individualities in the game were not important, nobody thought about that. But when this spirit passed, in that game, individualities that we had not had in the whole process stood out.
The same coach at one point gave me to understand that he did not believe what we had been able to achieve. One day, almost without thinking, he told me: "you don't know what you just did." The relationship with Bora was very close. For that last game, given the poor support organization that has always existed in Costa Rica (and this was no exception), we only had two days to move from the venue, find a new hotel and prepare for the game. I remember that Bora had to go personally to see what hotel she could find for us. This span of time, which was vital to prepare for that game, we lost. His assistants never had the necessary charisma and no one could replace him at that time. Despite everything, the first half ended with a 1-1 draw.Their second goal was because we were already deconcentrated and from then on we collapsed.
Many have asked us if it is possible to follow up on the process or if a similar one can be repeated in Costa Rica. To answer this question, I try to see what is happening with our football. I think it has become very professional in recent times. The first thing that became professional here were the physical trainers. In this field, the country has made great progress. For some time that part was the central axis of training. Then the coaches became professional. Some very good foreigners also came, a process that culminated with Bora. But at the Management level in football, I think we have rather regressed. This look is still a mess. We know what is known in Italy, despite these people. They establish a paternalistic relationship.
They believe that by offering to give away a color television, or when they convince the president to offer financial incentives, they are playing a great role. That is rather counterproductive because the process becomes a commercialism and little by little the players lose the objective they have to have.
When I returned to Costa Rica, I remember that there was a mixture of feelings among the players. I was angry to think that it was all over. By some expressions of our "leaders", some of those who hindered the work, I knew it was the end of it. I felt like it was a dream that I didn't want to wake up from. Other colleagues adapted more quickly to reality. Suddenly I could hear them talking as at first, with the "maje" back in their vocabulary. But I think that all of us, without exception, hoped for some time that the leaders had grasped the essence of the process. Reality told us later that our hope did not materialize. But I think the raw material, the wood to make another "miracle" of those, still exists. Bora told us. With you I have achieved a lot in a very short time.He compared the process to Mexico, where it took him much longer to achieve something similar.
The teachings:
By Gilberto Quesada
Grupo Kaizen SA
A basic teaching of this process of creating a Successful Team is the need to establish group objectives for which there should be no limits. You must seek the achievement of common objectives.
It is necessary to put aside the pile of garbage that hinders the action.
A common cause must be established and individual goals and mainly our mental barriers must be eliminated.
You should pay attention to small details at all times and at all times and not lose concentration.
It should not be intended to change the person, but to change attitudes towards life: Change even the way of speaking.
Improvisation has no place, you need to do a lot of research on many things. And have a plan.
Regarding group dynamics: pay special attention to leadership and the development of successful attitudes.
Provide and obtain feedback from the group, as well as recapitulate on the issues raised.
It is important to analyze every last detail and impose discipline.
The initiative can be allowed, but with certain guidelines and as long as it does not harm the interests of the group.
To combat "stage fright" when acting, it is advisable to work together.
When setting goals, be careful when setting "the third goal" as this cannot be impossible to achieve.
Support areas are also vital in this process, so they must be considered.
Time that is vital to preparing should not be wasted.
This type of process is repeatable as long as there is a professionalization of the personnel in charge of the basic aspects, as well as of those in charge of providing training.
Seek the support of people outside the organization who know how to do things, use benchmarking, Top Management cannot maintain an attitude of paternalistic relationship that only cares about providing economic incentives, it must change radically.
We must understand that if management does not change, the person will look for other environments in which to satisfy their needs.
Top management must have a clear understanding of this process to develop high-performing teams.
The raw material exists, and it is possible to achieve a miracle like the one presented here, but it is only your responsibility to make it happen.
In the end, Alexandre Gimara's question about whether it is possible to repeat the process has been himself who has been in charge of demonstrating that it is really possible.
Yes you can.
We hope this article will be of some benefit and allows management to question the way it has been acting.
Thank you very much.
Yes you can
