From humble beginnings in the north of England to becoming an academic, bestselling author, and founder of an incredible business management consultancy, Clive reflects on his early aspirations, the pivotal moments that shaped his career, and the lessons learned along the way. From writing Peak Performance, one of the top 10 business books of all time, to building Inspiros Worldwide and working with global giants like Procter & Gamble and Toyota, Clive shares invaluable insights into leadership, resilience, and success at the highest levels. Whether you’re an aspiring CEO or a young professional seeking direction, this engaging conversation offers wisdom for navigating challenges, embracing opportunities, and creating lasting impact.
Q: What did you want to be growing up?
A: Growing up, my horizons were extremely modest. I grew up in the north of England and I had a cousin I absolutely adored, called Chris, who was a policeman, so I wanted to be a policeman too. That was my original thought for my life's work, to be involved in law and order.
Q: Did it change as you grew up, or was it always policing?
A: Yes, it did. When I went to university, I was interested in business and making things happen, so I did a business degree at Middlesex University. I then became very interested in intellectual pursuits and the academic side of things. For a long period, many years, even decades, I was driven by the desire to be a successful academic. I went from a first degree to a masters and then to a PhD from the University of Warwick. I then had appointments in Canada and Australia, and finally here as the chair in human resource management at the University of Waikato. I'm now an emeritus professor at that institution.
Q: Tell me about your story from being an academic to writing a top 10 business book of all time.
A: Academic life operates on slower rhythms—research often spans years before publication, teaching occupies much of your time, and recognition is typically limited within small circles. While I achieved notable success as an academic, meeting Kevin Roberts (then COO of Lion Nathan) marked a turning point. We met on a flight due to our shared roots in Lancaster and struck up a friendship that led him to teach on our MBA program.
Kevin’s extraordinary achievements inspired me to make an impact beyond academia. Together with him and others at Waikato’s management school, we decided to write what we hoped would be a bestseller. Our focus was on sports organisations rather than leadership alone—examining how sustained peak performance is driven by organisational footprints rather than individual players who come and go.
Using win records (which are unassailable compared to financial statements), we identified long-term contenders across sporting codes like Formula 1, cricket, rugby, and football. The result was Peak Performance, published globally by Harper Collins in 2000 as their lead business book. Its launch garnered significant media attention—including Amazon’s #1 spot—and appearances on CNN and Sky News.
Q: So what made the book so successful was that it was one of the first of its kind where it was linking sports to business?
A: Yes, but our unique angle focused on organisations rather than teams or star athletes. For instance, instead of interviewing Michael Jordan during our Chicago Bulls research period, we engaged with the organisation itself—a fresh perspective that resonated deeply with administrators who felt overlooked despite their pivotal role in sustained success.
Our work extended into iconic settings like Formula 1 teams and cricket boards—making the book appealing both for its insights into sports organisations and its relevance as a business resource.
Q: You created a Business Management Consultancy called Inspiros Worldwide afterwards. Was this a natural path to progress into? Would you say there would be no Inspiros Worldwide without Peak Performance?
A: Absolutely. My academic career was fulfilling but conventional until Peak Performance opened entrepreneurial doors around 1998-1999. The book’s success encouraged us to build Inspiros Worldwide—a boutique consultancy translating lessons from sport organisations into corporate strategy.
Launching Inspiros required stepping out of my comfort zone after decades of stability as an academic. We embraced risk cautiously but confidently because of the book’s achievements. Our consultancy focused on helping corporates lift their performance without slashing or burning operations—a philosophy rooted in incremental improvement rather than radical overhaul.
Q: Inspiros Worldwide is a boutique consultancy but boasts an incredible team—including the CEO of the LA Dodgers. How did you assemble your team?
A: Strong connections forged through research and consulting played a key role. For example:
• Stan Kasten—the most accomplished sports administrator globally—joined our team after building Atlanta Spirit Group (managing multiple major league teams).
• Dario Scaffardi (former CEO of one of the world’s largest oil companies) became involved due to shared interests in our methodology.
Working closely with Procter & Gamble (P&G), Toyota, Novartis, and other major clients helped attract exceptional talent eager for meaningful collaboration.
Q: You met and worked with many people and organisations. Do you have a few notable names or companies you could say you worked with?
A: Procter & Gamble stands out for its scale and sophistication—particularly during Gillette’s USD $59 billion acquisition process where we contributed insights directly inside "the belly of the beast." Other highlights include Toyota’s operational excellence and Novartis’ country-specific strategies for healthcare markets worldwide.
Q: You’ve had a very unique level of exposure to these incredible companies and people and have gained invaluable insights. I want to dive a little deeper into this. These successful people, these business leaders, what is it that makes these people seem significant, even superior?
A: Successful leaders possess clarity about their purpose early on—they know what they stand for authentically beyond clichés like "hard work." Their principles reflect personal struggles overcome alongside contributions made for their organisations’ benefit—not just themselves.
This authenticity aligns leadership vision with organisational goals—a trait evident among peak performers across industries.
Q: What I've noticed playing in sports versus at work is that the passion is significantly more in sports. Teammates are like family. Whereas in many jobs, people just turn up to go to work.
A: Not necessarily. Corporate professionals often display deep passion for their work—for example:
• Procter & Gamble employees managing Eukanuba dog food showed genuine pride in improving pets’ lives through product innovation. Similarly:
• Oil industry professionals feel driven by their role enabling modern living—even amid sustainability challenges. While routine can dull excitement at times (e.g., roadies preparing Rolling Stones concerts), passion exists universally when people connect meaningfully with their contributions.
Q: What defines great leaders versus exceptional ones?
A: Exceptional leaders understand "essential relatedness"—how different parts of their organisation interdependently function within complex systems like matrix structures or multi-brand portfolios. General managers exemplify this skillset—it’s why general management should evoke reverence rather than dismissal as mundane.
Exceptional CEOs combine operational mastery internally ("instigating" productive relationships) with strategic foresight externally—balancing intellectual pressure while driving cohesive progress across all dimensions.
Q: How do high performers handle failure or setbacks? Are they quick to recover?
A: Peak performers rarely dwell on failure—they recalibrate quickly without losing focus or confidence in their abilities. For instance:
• Shane Warne used his worst test match performance shirt as motivation toward achieving greatness.
• Sir Edmund Hillary viewed Everest not as his pinnacle but merely another step toward future challenges like climbing Makalu next!
This forward-thinking mindset keeps peak performers striving continuously while maintaining humility about past successes.
Q: Do high performers have specific daily habits that set them apart? Or are they just normal people?
A: Their defining trait is unparalleled focus under pressure—not superhuman efficiency per se—but sharp alignment between personal purpose and organisational objectives creates unstoppable momentum collectively shared across teams.
Additionally, intellectual capacity matters significantly among top executives—it enables nuanced problem-solving amidst complexity beyond mere charisma-driven leadership models popularised historically.
Q: How do these individuals adapt amid fast-paced changes like technological disruptions?
A: Organisations often outsource expertise initially (e.g., AI specialists) until recognising critical competencies must eventually integrate internally for sustained relevance long-term—a principle central both within consultancy frameworks like ours and broader transactional cost economics theories underpinning adaptive strategies globally applied today.
Q: What misconceptions exist around succeeding at high levels professionally?
A: One major misconception is that success requires working endless hours. While hard work is essential, success is more about preparation, focus, and leveraging your unique strengths to create competitive advantages. It’s not just about doing more—it’s about doing the right things efficiently and effectively. People often think relentless effort alone guarantees results, but without clear goals or strategies, you risk burnout instead of meaningful progress.
Another misconception is that leaders must always have all the answers. In reality, the best leaders surround themselves with talented teams and foster collaboration. They focus on empowering others rather than micromanaging every detail. Success at high levels also involves adaptability—being able to pivot when faced with change or challenges while maintaining a clear vision for the future.
Q: Many people reading this are in their early 20s and may aspire to be CEOs or start businesses. What advice would you give them for long-term success?
A: First, invest time in understanding yourself—what do you stand for? This clarity will guide your decisions and help you align your career with your values. Second, prepare relentlessly. Whether it’s learning about an industry or honing specific skills, preparation sets you apart when opportunities arise.
For those climbing the corporate ladder, focus on building relationships and understanding how different parts of an organisation connect. General management skills—knowing how to integrate diverse functions—are critical for leadership roles.
If starting a business, ensure your idea has a genuine competitive advantage rather than simply mimicking others. Test your concept thoroughly before scaling up and remain open to feedback throughout the journey.
Q: Did you do an OE (overseas experience) when you were young? What are your thoughts on it?
A: Coming from the UK, I didn’t pursue an overseas experience in my youth as it wasn’t common then. However, I believe travel can be incredibly valuable for broadening perspectives and gaining new insights. My advice is to use the experience meaningfully—beyond sightseeing—and try to engage with industries or communities that align with your interests or career goals.
Q: Some readers may be thinking about their financial futures. Do you have advice for them?
A: Financial security is important but shouldn’t become an obsession. Focus on creating value through meaningful work rather than chasing wealth alone. If you’re passionate and skilled in what you do, financial rewards will often follow naturally.
That said, managing finances wisely is crucial—live within your means and invest thoughtfully in both personal growth and long-term stability. Avoid comparing yourself to others’ financial achievements; instead, measure success by the impact you’re making and whether it aligns with your values.
Q: What advice would you give to your younger self?
A: I would tell my younger self not to settle into complacency too early. While my academic career was rewarding, I stayed in my comfort zone longer than I should have before pursuing entrepreneurial opportunities like Peak Performance and Inspiros Worldwide.
If something feels stagnant or unchallenging, take action sooner rather than later. Be willing to take calculated risks—you never know where they might lead. And finally, stay curious—keep learning and seeking new ways to grow personally and professionally.
Q: And finally, if neither time nor resources were a constraint, what ultimate goal or dream would you pursue or would you have pursued?
A: Well, just disregarding everything I've said, we're sat here in a gallery that I curate. I curate this as a volunteer to my own organisation. I own and curate it, but I also report to a trust board, which means that if they tell me to mop the floor, I'll mop the floor and clean the windows which is very interesting when you get on a plane and go and make billion-dollar decisions with top corporates. But for me, art is the central thread of life. If I had my time over again, I would have done an art degree, immersed myself in art, become an art dealer, and loved every minute of it. This, I found out belatedly, is my real, real passion. Luckily, I can fulfil both right now.
