WhartonBC had the privilege of an extraordinary conversation with Nick Baker, the most successful Paralympic coach in history, and Ben Pritchard, the trailblazing Paralympic gold medallist in the PR1 Single Sculls at Paris 2024. Not only did Ben shatter records as the first Paralympian to achieve a sub-08.40minute row, but together, he and Nick cultivated a team culture that delivered three Paralympic golds and is aspired to by Paralympic and able-bodied teams worldwide.

What’s their secret? Through candid stories and hard-earned insights, Nick and Ben shared three powerful lessons that go beyond the rowing course — lessons that will resonate with every leader as they strive to inspire and empower their own teams to achieve greatness.  These lessons are especially relevant for leaders navigating post-merger integrations, where aligning diverse teams and fostering a shared culture is the key to long-term success.

Lesson one: build a culture that unlocks performance – this won’t happen by chance; it requires bravery and deliberate action.

1. Remove toxic behaviour: Leaders must address individuals who undermine team dynamics, no matter their results. Confront tough decisions and remove those creating toxic environments. The gap left will be filled by someone ready to step up. On becoming Head Coach, Nick quickly addressed challenges in ‘how’ the team worked together, rather than just focusing on individual performance. Hard conversations with key people, and team changes were made that had a significant positive impact on the culture.
2. Build a stronger system: Teams don’t work in isolation. Minimise competition between teams for limited resources by setting shared goals. Encourage parity and teamwork so everyone works together towards collective success. Nick and Ben introduced the idea of ‘4G’—the belief that all four UK boats at Paris 2024 could win Gold. This mindset changed everything, ensuring everyone had equal access to support, and encouraging teams to share ideas, passion, and commitment to a common goal.
3. Create social capital: When someone joins the team, focus on their unique skills and interests. Help them add to the team’s strengths rather than just fitting in. Nick invited all new joiners to give a short ‘passion talk’ to share what they enjoy outside of rowing, and they introduced ‘time out’ sessions where the team tries new activities together. This helps everyone understand what motivates each other and uncovers hidden talents faster.
4. What can we learn from this and apply post-merger?
   Merging two organisations is like blending two teams: success depends on deliberately shaping the culture. Leaders must address toxic behaviours head-on, even when it means making tough personnel decisions, as Nick did when focusing on how his team worked together. It’s not just about individual results—true success comes from creating a collaborative system, as seen in the transformative ‘4G’ mindset, which aligned shared goals and broke down silos. To integrate diverse teams, build social capital by valuing each individual’s unique strengths. Simple actions, like Nick’s ‘passion talks’ and shared team activities, help uncover hidden talents and foster mutual understanding. By taking brave and intentional steps, leaders can build a culture that drives collective performance and long-term success—essential for thriving post-merger.

Lesson two: enable a high-performance mindset – resilience will help you to manage the ‘bumps’, but this requires a change in perspective.

• Become your team’s greatest cheerleader: Boost your team’s confidence by believing in their potential and celebrating real achievements, not just giving empty praise. Nick and Ben quickly saw that shallow ‘high fives’ didn’t help when performance fell short. Instead, they focused on giving recognition when it was earned and offering understanding and encouragement when things didn’t go as planned.
• Understand that resilience comes and goes: Both individuals and teams have ups and downs. Sometimes taking a step back is the smartest move. Nick and Ben built a relationship where they could challenge each other when pressure became unhelpful. By allowing pauses when needed, they ensured energy was saved for when it mattered most. When things got tough, Ben found that focusing on enjoyment helped him stay resilient and keep going.

• Create habits through micro-goals: High performance comes from consistency, not isolated brilliance. Small, actionable goals build habits, reinforcing success and sustaining excellence over time. Ben and Nick broke down significant goals into daily targets that were recorded through a journal. Documenting these achievable improvements gave Ben the confidence to persevere, even when the end goal looked unachievable.
• What can we learn from this and apply post-merger?
  In the chaos of post-merger integration, leaders can draw on these strategies to build trust, resilience, and momentum. Be your team’s biggest supporter by recognising real achievements and offering encouragement when challenges arise—empty praise won’t build confidence during uncertain times. Understand that resilience will fluctuate across teams and individuals, and sometimes the best way forward is to pause and recharge. Finally, create progress through micro-goals. Breaking big objectives into small, actionable steps helps maintain focus, build consistent habits, and sustain motivation, even when the ultimate goal feels far away. These approaches can help leaders align and empower teams to thrive together in a new, unified culture.

Lesson three: shift from being a ‘leader who does’ to being a ‘leader who coaches’.

• Set audacious goals: Aim high with ambitious targets that spark energy and excitement, helping you stand out in a fast-changing world. Markets and regulations evolve constantly, so chasing current standards won’t set you apart or get you ahead of the competition. Ben and Nick set out to achieve a sub-9-minute row—something thought to be impossible, that had never been achieved before but it was through this shared goal that they stayed motivated and aligned to achieving the outcome, seeking the support of others to create the recipe for success.
• Reverse-engineer outcomes: Work backward from the goal, break big goals into clear, manageable steps, and assign accountability for each one. To reach the Sub-9 goal, Nick and Ben shifted from focusing on the outcome to focussing on the process. They broke down the goal into specific actions—like performance times, boat and seat design, weight, and nutrition—making each step achievable and less overwhelming. 

• Invest in team dynamics: Understand and enhance how the team functions as a collective, enabling it to become more than the sum of its parts. Working with Paralympians Nick recognised that culture and mindset are the most important aspects to reframe. As Ben advocates ‘accessibility is not an infrastructure, it’s a mindset’ – and taking time to know what individuals need to enable independence was the key to creating high performing teams.
• What can we learn from this and apply post-merger?
  Post-merger integration requires leaders to shift from doing to coaching, guiding teams toward shared success. Set bold, inspiring goals to align and energise the organisation, break them into manageable steps with clear accountability, and focus on fostering strong team dynamics. By understanding individual needs and shaping a supportive, inclusive culture, leaders can unite teams and build a foundation for long-term success that’s greater than the sum of its parts.

Conclusion

In conclusion, the powerful lessons shared by Nick and Ben offer valuable insights for leaders, especially those navigating the complexities of post-merger integration. By focusing on building a collaborative culture, fostering resilience, setting bold goals, and shifting from a ‘leader who does’ to a ‘leader who coaches’, leaders can drive long-term success and empower teams to thrive in a new, unified environment. The road to integration may be challenging, but with the right mindset, intentional actions, and a commitment to supporting each individual’s potential, leaders can unlock the collective strength needed to achieve excellence and ensure lasting success.

Keen to know more about how we can support your business through post-merger integration to accelerate impact? Contact liz.hirst@whartonbc.co.uk or Tamsin.howells@whartonbc.co.uk