Why Are Athletes Paid to Train — But Employees Are Expected to Perform Without It?

There is a curious contradiction at the heart of modern business culture: we lionize excellence, yet we routinely fail to fund its development.

Consider the professional athlete. An NFL player plays 17 regular-season games — totaling fewer than 100 hours of actual game time. Sydney McLaughlin-Levrone, an Olympic and world champion hurdler, may compete in only a handful of races per year. And yet, both are compensated not for the hours they spend competing, but for the thousands of hours they spend preparing to compete.

They are paid to train.

They are paid to review film. Paid to study technique. Paid to lift weights, refine mechanics, run drills, recover intelligently, and adapt continuously. They are expected to show up prepared — not just to perform, but to evolve.

In business, we too demand performance. We seek excellence. We write value statements about innovation and continuous improvement. And yet, in small and mid-sized companies especially, there is an entrenched reluctance to invest in employee development. Training budgets are the first to be cut. Coaching is viewed as remedial. Conferences are framed as indulgences rather than accelerants.

Why the double standard?

The Myth of the Immediate ROI

Business leaders often struggle to see the direct return on investment in employee development. If I send a manager to a leadership seminar, how will that translate into quarterly numbers? If I give a customer service rep a course stipend, will they apply the new skills next week?

But this framework is deeply flawed. Training is not an instant transaction. It is a long-term investment — in capacity, in culture, and in continuity.

Just as a coach doesn’t expect a running back to return faster the day after a plyometric session, leaders shouldn’t expect transformation overnight. Training builds muscle. It builds speed, understanding, adaptability, and resilience. And these are the very traits that high-performing organizations are built upon.

The Paradox of Expectations

We expect employees to act like professionals — to problem-solve, to communicate effectively, to adapt to change, to bring insight and initiative to their work. But we rarely give them the space, structure, or resources to become true professionals in their craft.

Imagine asking a quarterback to perform without practice, a gymnast to stick a landing without repetition, or a swimmer to cut time without technique coaching. It would be absurd. But this is exactly what happens when we expect business performance without investment in skill development.

The Research is Clear

Study after study has shown that investing in training not only boosts productivity, but also increases employee retention, job satisfaction, and engagement. Gallup’s research consistently indicates that employees who feel they are growing are far more likely to stay and perform at a high level.

Moreover, when employees see that their employer is willing to invest in them — even when the ROI is not immediate — it fosters loyalty. It creates psychological safety. It says: “We believe you’re worth the effort. And we trust that you’ll return it.”

Building a Development Culture

If your company is small or mid-tier, this does not mean you need to launch a $100K learning management system or fly everyone to a retreat in Tahoe. Start simple:

• Offer lunch-and-learns on relevant skills.

• Create an internal mentoring program.

• Set aside budget for courses, conferences, or coaching.

• Encourage reflection and deliberate practice — not just output.

And most importantly, decouple training from punishment. Make it a norm, not a remedy.

Excellence Requires Reps

Athletes are paid to train because excellence is the product of preparation. Businesses that want world-class performance need to embrace the same logic. Whether your team competes on the field or in the marketplace, success favors those who prepare with intention.

Let’s stop pretending that we can scale skill, performance, or innovation without giving people the tools and time to get better. Let’s build organizations where training is not a luxury — but a strategic necessity.

And if we are to expect the best from our people, we should be ready to invest in helping them become their best.