Rowing is, perhaps, the ultimate team sport. Regardless of the number of oarsmen/oarswomen or the size of the boat, the way to win is to row together as a team. A team of weaker individuals rowing as a team will beat out a team of stronger athletes rowing out of synch. Without that commitment to work together, the boat has no "swing."
The world recently saw how a committed rowing team can achieve the nearly unthinkable: the U.S. women's eight, in capturing the Gold medal at the 2016 Olympics in Rio, won their 11th straight world and Olympic title. As Time pointed out, "The Cold War-era Soviet Union hockey team won 14 straight world titles from 1963-1976. No other national team run, really, is comparable."
What makes it even more remarkable is that unlike a sports dynasty that may lose one or two key players a year due to trades or retirement, rowing might only keep one or two team members from year to year. This year's US women's team in Rio consisted of two members who rowed and won the Gold medal at the London Olympics, and seven Olympic rookies. (An "eight" consists of eight oarswomen and one coxswain).
Now put on your executive management hat: how do you develop a winning team that out performs the rest of the field, despite turnover or inherenet weaknesses? The secret for the U.S. women was perhaps the rallying cry from their coxswain, Katelin Snyder--"This is the U.S. women’s eight." That phrase, with a goal of spurring the oarswomen to push harder, reminded the team exactly what they were there for--to capture the Gold, and their 11th championship.