Posted By: Asha Bianca
Published: October 24, 2017
I recently attended a global leadership event where Marcus Buckingham made this bold statement: “If you don’t want to be a coach, don’t be a leader.”
His words resonated deep into the core of what I have found to be the key component to building great teams. Conversely, coaching is also the missing ingredient in leaders who don’t make an impact. Great leaders know how and when to roll up their sleeves and work right next to their teammates. Coaching alongside during the practices, injuries, and personal and professional trials is what binds trust between the coach, player, and team.
Being a coach differs in a monumental way from just being the boss. It is the inherent investment that is implied. A coach is invested in the player and knows what each player needs to do to make the team the best team it can be. A coach knows the strengths and weaknesses of each individual on the team. A coach handles this information with extreme care, which I would argue is critical for building trust.
There are definitely times when disciplinary action is necessary, but I would challenge that the large majority of situations could start with good-intentioned coaching, where an employee feels invested in. When an employee feel invested in, everyone wins. The company wins because the employee is engaged and contributing at a high value. The boss wins because the relationship with the employee isn’t strained; it is honest, collaborative, and based on working through issues instead of avoiding them. The employee wins because she knows where she is at as far as performance is concerned; she has had the chance to make mistakes, learn from them, and move forward as a team.
Following are some key coaching takeaways: