What separates a “ho-hum” coach from an “outstanding” coach ? There’s one trait that stands-out more than any other, and that is an “outstanding” coach puts it ALL out there – and leaves nothing in their tank.
An “outstanding” coach draws ALL of their knowledge, skills and experience from within themselves and spills this enormous “expertise/ experience reservoir” onto the players who he/ she is coaching.
“Outstanding” coaches are people who understand the importance of “passing the baton” onto the next generation coming through. They provide their knowledge/ skills/ experience selflessly, and gain a considerable sense of satisfaction from imparting this “expertise/ experience reservoir”.
There are only a few things that “outstanding” coaches ask in return from those who they devote themselves to setting-up to win, those being:
a) The player is willing to open their mind to what the coach is teaching.
b) The player is attentive – is focused on what the coach is communicating.
c) The player demonstrates a willingness to at least trial what the coach is teaching them.
d) The player asks questions of the coach when they don’t understand some aspect of what the coach is communicating – or when the player wants to know more information about something that the coach is teaching.
If you (as a business owner/ senior manager) want your colleagues around you to “fire on all cylinders” and apply themselves to the best of their ability, then whether you want to face-up to this responsibility or not, the only way that these people are going to do this is by you leading the charge…by you:
a) Providing the right training to enable them to perform their expected roles proficiently. Training that will give your team a sense of “winning” !
b) Encouraging them regularly throughout the day – being upfront giving praise as/ when you see justifiable acts performed.
c) Helping your team renew the “pep in their step” as/ when they look like they’re struggling/ becoming sluggish.
As a leader, there are very few times that I can recollect over my career when I have found it necessary to discipline an employee – and on these occasions it has been the employee’s totally unacceptable behaviour towards their colleagues that has caused me to reprimand them (away from proximity of their colleagues).
Always…always…always try to find reasons to build people up. It is through building people up to make/ help them feel good about themselves that trust-laden, constructive functional relationships are achieved and sustained. Reprimanding other people – or only ever finding fault in what another person does – is the surest way to destroy a relationship.