I just finished reading "The Leadership Playbook" by Nathan Jamail. Here's the nutshell for you. Enjoy!!
The people who helped make you successful in sports, school, or any part of your life who required your best performance were the ones who constantly challenged you and inspired you, and they were right to do so. Our goal as business leaders should be to do the same with our people. These are the missing elements in business and business leadership today: cultures that support a transformation of managers into coaches and help them develop the skills to do so.
Turning managers into coaches begins not with action and activities but with accepting the fundamental di erences between managing and coaching. There are ve crucial ways coaching di ers from managing:
1) Belief in the team: coaches believe in a team culture and the need to be connected to the team constantly so that everyone performs better. Managers focus on the individuals and then disconnect to let them “just do their jobs.”
2) Con ict Management: coaches make use of con ict to move team members up in the organization or out. Managers try to avoid con ict.
3) Involvement: coaches become involved before action is needed (to prevent problems from developing). Managers react and get involved only when they are needed (when there is a problem and often too late).
4) Employee focus: coaches focus on top performers (those who deserve attention). Managers focus on poor performers (those who need attention).
5) Team Building: coaches are always practicing and scrimmaging to make their team better. Managers rarely practice.
We equate a person’s experience or tenure with having the skills they need to succeed. But tenure and experience can lead to complacency as often as they do betterment. They are no substitute for developing skills through practice—not training, but practice. Practice is what we do on a regular basis to help us develop what we already know and to become better at doing our jobs. In business, we tend to do training pretty well, but we fall short on the practice side.
There are two ways to approach goal setting—one can set logical goals or realistic ones. In business, being logical means believing that some team or company has to be number one, so why shouldn’t it be mine? Leave the realistic goal setting for nance and budget making. Being realistic almost everywhere else limits us to the standards of past achievements. Realistic goals too easily keep us tied to what’s been done. They are inhibitors that lead to playing it safe. They say that dreams are only real when we are sleeping. So out those dreams go. Logical goals propel us into the future, and leaders must push their teams to dream big—not just to win, but to attain what had never been attained, and to believe they can do this.
The goal of coaching isn’t to make bad teams good; it is to make any team better. Coaches should never use activity as a consequence; we should use activity to prepare our teams to win and then give feedback on the results. We should be a part of most scrimmages. We should go to meetings and appointments to nd out what our teams are doing. We should then give feedback on what we found and develop the skills team members need to perform better or move them out if we think they can’t perform. In other words, coaching involvement through activity management is not just about what we do; it’s also about when and why we do it. A micromanager inspects because he or she doesn’t think a person is able or capable of doing the job without help. A coach inspects to help develop and prepare the team to do its job better.
Why is it hard to establish a culture of accountability and coach people to be better? Why do we always wait until the end of the year to evaluate someone, dreading every moment until it arrives? Because we are sel sh. Leaders say it’s because they’re nice and trust their teams to do their jobs, but these leaders really don’t want to deal with all the pain
of accountability and getting involved. That’s not nice; it’s sel sh. That’s not trust; it’s abdication of responsibility for the success of the team, especially of our top performers. It’s also lazy and being scared of what we might nd if we take the time to coach—we don’t want to deal with what comes next, so we don’t. But we must mandate this accountability if we want coaching to succeed in our organizations because accountability makes good employees better and makes bad employees leave.
The best leaders in business, like the best coaches in sports, did not get that way because they think they know all they need to know and have developed their skills as far as they can be developed. But it can seem that way when we lose touch. Spending time with our team members, especially in the service of coaching, is one of the greatest things we can do for them, and for ourselves! It shows respect. It shows we care about our teams and appreciate their e orts. It gives us the knowledge we need to lead our team and to help lead our companies. It shows our desire to win.