A football team consists of 54 specialists, each with a finely tuned set of skills and an equally specific role, ready to be called upon to perform their function to the most specific degree possible. It is coached from above, with detailed schematics and complicated formations, and the best players are determined by who can perform their role with the most exactitude. Quarterbacks execute a decision tree of reads, wide receivers run precise routes, kickers kick. It enables a large group of people to coordinate with precision, and when executed well (Patriots’ “Do Your Job” mantra) it enables a level of complication and replicability in strategy that can be very effective.
A basketball team consists of 12 generalists with complementary sets of skills. Each player has a specific role (most of the time, although trending less so), but is expected to make good decisions based on analyzing a rapidly changing and complex set of circumstances in the moment, and best applying their skills to the situation. It is coached through a combination of general skill development and strategic philosophy, the latter of which creates a default framework within which players can either execute or deviate at their discretion. So point guards run the offense, mostly, except when it’s advantageous for a forward to initiate. And centers rebound, except when the guard is closest to the ball, in which case he does. The best players are the ones who deliver results, regardless of their adherence to the offense, but the best teams are those who work as a single unit, supporting one another’s weaknesses as needed.
Leading teams in business can be done either way, but it’s really important to distinguish which approach you’re going for.