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Leading Sports & Media Teams: Key Insights from ESPN, Fox, and Disney Exec

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  Published in Sports and Competition on Wednesday, February 25th 2026 at 14:53 GMT by Impacts
      Locales: New York, California, UNITED STATES

Wednesday, February 25th, 2026 - The fast-paced worlds of sports and media demand a unique leadership style, particularly when it comes to managing cross-functional teams. TechBullion recently spoke with Peter Steckelman, a veteran executive with decades of experience at industry giants like ESPN, Fox, and Disney, to unpack the complexities and best practices for leading these diverse groups. Steckelman's insights offer valuable lessons for anyone navigating the challenges of collaboration in these dynamic environments.

Steckelman immediately highlights what sets sports and media apart: the confluence of creativity, data, and the pressure of real-time results. Unlike many industries where projects unfold over predictable timelines, sports and media operate with incredibly tight deadlines, fueled by live events and ever-shifting narratives. A missed beat or a delayed analysis can have immediate and significant consequences, demanding an unusual degree of agility and adaptability from team leaders. This isn't simply project management; it's conducting an orchestra where instruments are constantly being tuned mid-performance.

So, how does a leader effectively bridge the gaps between departments often driven by competing priorities? Steckelman emphasizes the crucial role of understanding. He advocates for leaders to actively immerse themselves in the day-to-day realities of each department, genuinely listening to their concerns, asking insightful questions, and fostering open dialogue. This isn't about superficial meetings; it's about building empathy and truly grasping the unique challenges each team faces. Once this foundational understanding is established, the next step is collaboratively defining shared goals, establishing regular communication channels, and encouraging consistent collaboration.

However, even with the best intentions, cross-functional teams often stumble. Steckelman points to "siloed thinking" as a primary culprit. When departments become overly focused on their individual metrics and objectives, they risk losing sight of the overarching strategic vision. Leaders must actively dismantle these silos by promoting cross-departmental projects, facilitating knowledge-sharing sessions, and creating opportunities for team members to interact and learn from one another. Another common pitfall is conflicting priorities. A clear and transparent decision-making process is essential, ensuring that disputes are resolved fairly and that everyone understands the rationale behind key choices.

But the mechanics of leadership represent only one facet of success. Steckelman underlines the paramount importance of culture. A thriving cross-functional team isn't just a collection of skilled individuals; it's a cohesive unit driven by a shared purpose. Leaders must cultivate a positive, supportive environment where successes are celebrated, innovation is encouraged, and team members feel safe taking calculated risks. This requires vulnerability from leadership - admitting mistakes and fostering a climate where others feel empowered to do the same.

Empowerment, according to Steckelman, is rooted in trust. Leaders must relinquish some control, granting team members the autonomy to make decisions and take ownership of their work. This isn't simply about delegation; it's about providing the resources, support, and mentorship necessary for individuals to excel. Micromanagement stifles creativity and initiative, whereas a hands-off approach, coupled with readily available guidance, can unlock a team's full potential.

For those embarking on leadership roles within sports and media, Steckelman offers straightforward advice: cultivate a relentless curiosity. The industry landscape is in perpetual flux, driven by technological advancements and evolving consumer habits. Staying ahead of the curve demands continuous learning, asking probing questions, and actively seeking out new perspectives. Equally important is surrounding oneself with talented individuals. Acknowledging that others possess expertise you lack isn't a weakness; it's a strength.

Looking ahead, Steckelman identifies several key trends shaping the future of sports and media. The continued proliferation of streaming services, the increasing sophistication of data analytics, and the growing demand for personalized content are all forces leaders must understand and adapt to. These trends present both opportunities and challenges. While data offers unprecedented insights into audience behavior, it also requires careful consideration of privacy concerns. Personalization can enhance engagement, but it also risks creating echo chambers.

Ultimately, Steckelman's career has taught him a fundamental truth: people are the most valuable asset any organization possesses. Investing in their development, fostering their growth, and treating them with respect are not merely ethical imperatives; they are strategic necessities. When you prioritize your people, they will, in turn, invest their energy, creativity, and loyalty into the success of the team and the enterprise as a whole.