In Business and Economics, many widely accepted ideas have been debunked over time—fallacies that persist despite overwhelming evidence.
For example, the “Lump of Labour” fallacy claims there’s a fixed number of jobs in any region, so immigration supposedly displaces local workers. In reality, immigrant workforces introduce new skills and create additional jobs by expanding demand and markets. Similarly, the “Luddite Fallacy” contends that technological innovation leads to long-term unemployment, overlooking how labor requirements evolve.
I propose we examine the “Employable Olympian” fallacy. Despite the common perception that elite athletes, renowned for their work ethic, resilience, and teamwork, should seamlessly transition into professional roles, the evidence suggests otherwise. Only a few secure employment during or shortly after their sporting careers—typically when they can immediately boost a company’s profile through high-profile exposure.
The reality is that athletic achievements might open doors to influential networks, but they rarely guarantee a job. Hiring decisions are made by employers and recruitment managers who must choose the best candidate for the role and often they shy from the complexity of managing the needs of an athlete.
Athletes often face unique challenges during their transition—whether it’s a gap between graduation and entering the workforce or managing dual careers that require flexible working conditions such as adjusted hours, extended leave, or remote work. These factors can make their sporting credentials appear less immediately relevant compared to traditional candidates.
After returning from Tokyo, I encountered at least ten athletes actively seeking professional roles. Collectively, they attended numerous coffee meetings, endured around 20 interviews, and underwent countless CV reviews—yet none secured a position. This recurring pattern has been evident over multiple Olympic cycles, and I have personally experienced the difficulties of pivoting my career while pursuing new opportunities, including my next goal of Paris.
This isn’t an indictment of recruiters or hiring managers—their decisions are based on clear criteria. However, there’s a significant disconnect between the real value of the skills athletes develop (stress management, resilience, quick decision-making, and strategic thinking) and how those skills are measured in standard hiring processes. I urge employers and recruiters to look beyond the conventional metrics and recognize that a brief employment gap or the need for flexible working conditions is a small price to pay for the decades of expertise and unparalleled dedication these individuals offer.
That is the essence of the “Employable Olympian” fallacy.
