Bobsled to boardroom: Steve Mesler’s approach to continuous learning and leadership

Steve Mesler’s Olympic gold medal as an American bobsledder was a significant achievement, but his journey didn’t end there. 

From his athletic career to new professional ventures, Mesler has shown how the skills developed in sports can translate into success in various fields. Now, Steve is a coach, speaker, and co-founder of Classroom Champions, an organization dedicated to helping students achieve their full potential through mentorship and leadership. 

Steve recently joined me for an Opportunity Talk, a series where I invite experts from diverse backgrounds—ranging from CHROs, policy makers, and Olympic and Paralympic athletes as Guild now serves as as the Official Education, Skilling, & Career Mobility Provider of Team USA and LA28 —to discuss how they build cultures of opportunity to close the gaps that exist in our society today. 

For HR leaders, Steve shared valuable insights that highlight the importance of fostering environments of continuous learning within our teams, recognizing and nurturing transferable skills, and identifying potential in candidates with non-traditional backgrounds. His advice offers practical strategies for how as leaders, we can enable employees to manage career transitions and apply their unique experiences to new challenges.

Read below for an abridged version of our conversation:

What was the post-games transition like?

For me, and many athletes, transitioning from sports was both exhilarating and disorienting. I didn’t prepare for it—resources were limited back then. I knew my last year on the World Cup tour would be my final one, so I fully embraced it. 

I once said that if we won a medal, I’d be content to sit on the curb with it for the rest of my life. At the time, winning felt like the ultimate achievement, but three weeks later, I was ready for something new. 

The initial thrill fades, and what remains is the challenge of finding a new purpose. The hardest part was adjusting to a life without the single-minded focus that had previously driven me. For many athletes, this transition is compounded by a lack of formal education or work experience. Helping athletes navigate this transition involves shifting their mindset to help them recognize that the skills they developed—grit, determination, teamwork—are valuable in the workplace.

What are suggestions that you have for organizations, and specifically HR leaders, for how to work with non-traditional employees, like athletes?

One key suggestion is to thoroughly understand the individual before hiring them, especially if they come from a performance-driven background such as sports or the arts. These individuals are accustomed to constant, corrective feedback, so it’s crucial to prepare their managers accordingly. 

For example, I’ve worked with managers to ensure they maintain a feedback-rich environment for athletes. It’s important to avoid turning these high performers into traditional employees by not providing the critical feedback they need. During their first two weeks, meet daily to discuss what went well and what could be improved, including detailed observations of their performance and behavior.

How has the principle of continuous learning influenced your approach to growth in your post-athletic life?

The principle of continuous learning has become a daily practice for me. I apply the same precision I needed to race down a hill at 95.5 miles an hour to being a high-performing adult in the workforce. 

I've realized that what I enjoy most is getting better, whether it's for myself or helping others improve. That's why I started Classroom Champions and why I consulted and coached in sports. Now, I’ve discovered a deep passion for the intricacies of growing a business, leadership, and working with executive boards. I thrive on the nuances of these roles and the challenges they bring.

Consider a CEO, for example. Continuous improvement is essential. A CEO faces decisions and potential crises every day, and they need to be prepared for anything that comes their way. Similarly, as an athlete, I couldn’t afford to show up unprepared—whether it was dealing with an injury or managing stress, I had to ensure every detail was accounted for. In the executive world, if you don’t maintain sharpness and readiness, it impacts your decision-making abilities. Lack of sleep, poor exercise, and high anxiety can all undermine your effectiveness. 

What are some suggestions you would give to business leaders who are working with athletes in a new role as they transition from their competitive athletic career?

Provide constructive feedback: Athletes are used to continuous feedback as part of their training. To support their transition, coaches should maintain that high level of feedback and constructive criticism. This helps them stay in the mindset of constant improvement, which can positively impact their mental health and job prospects. Don’t shy away from pushing them in this way.

Encourage open-mindedness: Help athletes understand that their initial preferences or dislikes might not be set in stone. Just as a child might not like a certain food after trying it only once, athletes may initially dislike certain tasks or roles. Encourage them to keep trying new things and be open to the possibility that their feelings might change with more experience.

Support persistence: Remind athletes of their proven ability to overcome challenges and persevere. Encourage them to apply that same resilience in their transition. If they stumble or face difficulties, they should keep pushing forward. Their determination and ability to bounce back are valuable traits that will serve them well.

What advice do you have for others considering a major career change, like moving from cashier to cybersecurity, but who might not realize the skills they already have?

Here’s what I’d suggest:

Recognize your skills: You might not immediately see how your skills from one job or sport transfer to another field, but they do. It’s not just about personality traits; these are actual skills you’ve developed. For example, patience and managing stress as a cashier are skills that can really shine in other roles.

Understand skills as learnable: Skills are things you can develop and apply. If you’ve learned how to handle difficult customers with calmness, that’s a skill you’ve honed. It’s not just about what you can’t do; it’s about what you can learn to do better and how to use what you already have.

See the connection: Look at how your current skills match up with the new role you’re eyeing. For instance, a cashier’s ability to deal with a variety of people and stay calm under pressure is a huge asset in roles that require strong communication and problem-solving skills.

Keep building: Back to the concept of continuous learning, don’t stop at recognizing what you already know. Keep pushing yourself to develop new skills and expand on the ones you have. This ongoing growth helps you stay adaptable and ready for new challenges.

The key is to see your past experiences and skills as valuable assets that can be transferred and built upon in new roles. It’s about making those connections and understanding that what you’ve learned can be incredibly useful in unexpected ways.

About Terrence Cummings

As the Chief Opportunity Officer at Guild, Terrence is helping break down barriers so talent can meet opportunity.