
This entry was tough to pen. Not because I didn’t know what to say, but because I had so much to say. I need to post about my theory on using Coaching Techniques in the work environment. I need to post about my book signing exploits and presentations (had a really awesome one recently in Chicago). And now I want to write about how “the truly ignorant are impossible to offend.”
Where to start? I guess I have my next three posts planned.
What we can learn from Sports in the Business World
So, Notre Dame hired a new football coach, Brian Kelly. And like a good head coach, one of his first tasks was to put his coaching staff (spelled leadership team) together. He let all but one coach go from the previous staff. He fired the existing leadership team and then recruited among his network for his coaching staff. He didn’t post the jobs on Monster.Com. He didn’t put ads in the papers. He looked through his black book (I’m guessing here) and called up the people he wanted to work with…the best that he knew and talked them into coming to ND to work with him. To work with him to make a winner!
Wow, how about that.
Leadership Team
So, the CEO leaves (fired, retired, resigned, etc.) and the new one is hired. Can the CEO do the same as the head coach? Why not? She should sit down with the existing leadership team and see if there are any she wants to keep. The right move? Let most (if not all) go. You don’t want to work closely with people you didn’t hand pick…not if you’re trying to make a winner. Then, don’t send a list of open positions to Human Resources – nope. Pull out your little black book and start calling those leaders you want to work with. People you’ve worked with in the past. People you know can and will get the job done, and done right. People who will make your leadership team a success! It’s not what I normally see – normally, the new boss watches and listens for 6 months to a year, before she starts to make changes. She tries to ascertain what the strengths and weaknesses are of the leadership team she’s inherited. What a waste of time! Rather than working on moving the organization forward (making it a winner), we throw away up to an entire year so that that new boss can learn the organization before making changes. Let’s follow the coaching lesson and gut the leadership team! Start fresh with a team you know will work well with you. A team which will help implement your plans!
So, what else can we learn from coaching? Well, the head football coach does NOT normally get involved in the small details. I mean he has a team of assistant coaches and those coaches have assistant (position) coaches. Everyone trusts each other to do their job. The assistant coaches are focused on their area of expertise (offense, defense, special teams) and the head coach trusts that they will be able to carry out his vision for each. That’s important enough to rephrase and reiterate. The head coach provides VISION for each area of focus. The head coach TRUSTS his next level of leadership to get the job done, and get it done well. That means within the rules, within the values of the organization, and with the mindset of doing what’s best for all.
Another essential is that all of the coaches – down to the specialty coaches (managers) all know they are part of ONE team. They may have different ideas, innovative ideas, things they want to try and risks they want to take…but it’s always with the overall success of the organization in mind. If the Quarterback’s coach ends up having the quarterbacks of the team drafted high each year, but the team keeps losing, they are NOT a success. The goal isn’t just to do your job well, but to have the team as a whole succeed…otherwise there will be a new head coach, and most of the coaching staff is soon to be replaced (see beginning of this rant).
Perhaps the most important thing we can learn is how the team is populated. How are recruits found? How is the team formed? How are the players treated?
Recruiting
Players, the best players, are actively recruited. Sometimes it’s the lower level coaches who visit the recruit or calls them. Sometimes (in the case of the top recruits) it’s the head coach himself who will contact them. The position isn’t posted on High School bulletin boards. There aren’t open tryouts (not for the key positions at least). The coaches get together and evaluate the talent. Then they pick the player they want – not just based on their resume, but on how they will fit in with the “system” the head coach has in mind. How well they fit in with the vision. The players’ attitude, work ethic, and potential are more important than what they’ve done or how others “rate” them.
Other players (walk-ons) are also solicited. They get to try out. They interview and then demonstrate they can perform the skills necessary. But even if they are proficient enough to “make” the team, they are evaluated for fit. Do they get along? Will they help the team achieve? Always we look toward the overall success of the organization and the vision of the head coach.
Develop your Players
Once the players (if you haven’t guessed yet – players are the equivalent of staff) are in the fold it is the job of the coaching staff to help them develop into the best players they can be – given the parameters of the system employed. It is NOT the job of the coach to do the job for them. Imagine, in the first game of the year, if the quarterback’s coach ran onto the field to play the position! No, the coach’s job is to teach, train, and prepare the players to excel. The players HAVE to still PLAY the game. They have to go on the court (or field) and get the job done. The coach many times is relegated to being a cheer leader, harsh critic, and provider of honest feedback. So, it is totally true – the most valuable asset on the team is the player. Since the coach can’t play the game, the most important job is to develop the players – holistically. Not just so they can perform. The coach has to be concerned with the player’s mental, physical and (dare I say) spiritual health! No wonder it’s hard to find a good head coach!
A Coach’s Responsibilities:
- Have a vision for the team
- Articulate that vision clearly and enthusiastically
- Build a great coaching team
- Recruit the best players which means players that fit the system/values of the organization
- Develop the players (Mentally, Physically, Spiritually). Teach and train them to successfully perform the skills necessary
- Cheer the players on
- Provide honest feedback
- Make corrections to player development when necessary (go back to #5 Develop Players)
- Prepare players for the next “level”
- Start all over again
After the Game is Over
When players don’t play well…or don’t follow the game plan – coaches take the blame. They don’t call out the player’s errors in public. Nope. The coach takes the blame for the team failing. And when the team wins the national championship? The coach gives the players all the credit!
I fully believe this analogy can be used for the entire work experience. We can learn a lot from other professions – especially ones which are so dependent on performance. Every organization I’ve been in has been concerned with performance, and perhaps none more than the US Air Force. BTW, I’d say for the most part the USAF follows this school of thought. Leaders are developed. Leaders develop their people. Leaders don’t micro manage or try to do the job for their people. Leaders don’t take credit for their people’s or the organization’s success. Not the good ones.
Leaders don’t “manage” people, or manage with data, or make data-driven decisions to enhance performance. Nope. It’s simple.
Leaders lead.
