While spectators marvel as the world’s best cyclists power through the Alps and Pyrenees this July in the Tour de France, with the stamina most could only dream of, it is helpful for HR and L&D leaders to look beyond the pedals and podiums.
The Tour de France – which started on 5 July – isn’t just a sporting spectacle, it’s a masterclass in high-performance teamwork and strategic communication.
Elite cycling teams, despite their fierce competition, offer profound lessons for today’s organisations. Their success isn’t built solely on the strength of the athlete in the yellow jersey. It’s the result of careful planning, constant feedback, role clarity, and a shared mission.
That’s exactly the ecosystem HR professionals should strive to foster every day within their organisations. Here are a few lessons HR professionals can take away from the Tour de France:
Self-awareness is key to success
Elite riders are deeply in tune with their physical thresholds and psychological limits – they train day in day out to understand this. They monitor fatigue, manage mindset, and adapt quickly to the ever-changing terrain.
Similarly, modern workplaces demand this kind of self-awareness, especially in the face of rapid and sometimes brutal 21st century change.
HR can enable this by embedding development tools and frameworks that explore personal preferences, emotional triggers, and communication styles. For example Insights Discovery creates a common language of colour for team members to better understand their own preferences and the preferences of others.
Psychometrics, coaching, and reflective practice aren’t just for performance improvement – they build a culture where employees understand themselves and others better, leading to more adaptive, resilient teams and better outcomes all round.
Pedal together: strategy is team sport
No cyclist wins the Tour de France alone. Each team is made up of a range of roles – domestiques (a rider who works for the benefit of their team) climbers, sprinters. There are riders who sacrifice individual ambition to help the leader succeed. The key is transparency of roles as team members “sign-up” for this approach – they don’t waiver or sabotage – but have a mentality of team before self.
The same should be true in business. Use leadership training, gamification, and employee and customer insight tools to co-create direction and enable collective success.
At our recent Global Leadership Meeting in Manchester we were inspired by this theme of achieving together. When teams help shape the strategy and feel invested, they’re more committed to delivering it. Collaboration is a route to collective momentum.
Let stars shine through
The yellow jersey captures headlines, but without those riding in the wind ahead of them or pulling water bottles from the car, they wouldn’t make it to the line. Recognise and reward not only the most obvious performers, but also those who consistently enable others to succeed.
Often it is the person with extroverted preferences who is most visible in a team. But also intentionally create career paths for quiet contributors – the unsung heroes who lift others but often risk being forgotten. As HR professionals, we should consider finding the right balance of how to incentivise the whole team who has contributed.
Embrace the hills: growth mindset in action
Cyclists treat every race as a learning loop and failures are fuel for refinement. In elite cycling, every loss is analysed. Riders use data, reflection, and instinct to improve fast. They don’t fear failure; they see it as feedback. For HR, this is a powerful lesson in cultivating a growth mindset.
Normalise post-project debriefs. Build psychological safety where experimentation is encouraged and failure is seen as part of innovation. Like cyclists recalibrating after each stage, teams should be asking: “What did we learn, and how do we ride even better tomorrow?”
Pedalling forward – together
The Tour de France is a story of endurance, but more than that, it’s a story of precision teamwork, selfless support, and human development at speed.
HR and L&D leaders have the opportunity to apply these principles year-round: understand individuals, empower teams, and build cultures where collective performance enables the stars to shine, but also where the contribution of everyone is valued.
In the end, the most successful organisations, just like the most successful cycling teams, are those where every person knows their role, rides with purpose, and pedals toward shared success.
David brings 16 years of experience operating as Chief People Officer for global companies to his role at Insights. David is a leader in organisational design and performance with more than 25 years’ experience helping companies to grow and scale. He is currently Head of People at Insights Learning and Development focused on delivering exceptional employee experiences.
