Business is not a game! Why do I say that? You don’t pay bills with Monopoly money. The only way I’ve found people and suppliers want to be paid are in ways that don’t bounce and turn into cold, hard cash.
So why should you read about “players” and “coaching,” when it’s all about the money? Simple answer – your “players,” your people, are the ones responsible to deliver the results, the strategies, and even to provide the spice, the flavor of your company that either gets customers to give your company money– or doesn’t! Your people can and will deliver better results if and only if you are effectively coaching the right players, in the right positions, at the right time. Are your looking to increase your sales and profits to move your game to the next level? If so, read on and learn how to coach for winning results.
ASK: “WHAT KIND OF COACH AM I?”
Have you ever seen “good players” play under a new coach and suddenly achieve the championship results of “great players”? (Example: Ohio State football team in 2002-2003 with Coach Jim Tressell. Note: Yes, I am a Buckeyes fan!) If so, ask yourself what’s different about this new coach. How has he or she elevated the performance of players from good to great? Examine the following characteristics of great coaches and reflect on your own coaching and leadership performance:
Top-Notch Coaches:
1. Hit the right spot on the coaching scale – Think of coaching effectiveness as a continuum. On the left side is the “Nice Coach.” He or she is well liked and fun to be around, but the team is undisciplined, lacking in accountability and therefore doesn’t deliver superior results on the field. On the right side is the domineering, controlling, “it’s my way or the highway,” poor-listening coach – affectionately called (behind his or her back) “The Jerk.” The right spot, in the center of the scale, is the “Effective Coach.” This coach achieves superior results and player accountability by encouraging and challenging players.
So, where do you stand? Are you the “Nice coach,” “The Jerk,” or the Effective Coach”? What steps are you taking to get better in your role as a coach?
2. Have a winning plan and are excited about future prospects – Ever see an unenthusiastic, clueless coach generate results? Doubtful. Winning begins with a clear vision, a plan and excitement – a “you can do it NOW” attitude! Does your team know your plan? Is your excitement evident?
3. Believe “improv” is not just for comedy clubs – These coaches not only believe in helping, encouraging and challenging players, they actually listen to their players and are open to ideas different than their own. Do you allow your team to “draw plays in the sand,” to put their own “spin” on a project or assignment? If not, what is a lack of experimentation costing your business?
4. Find others thinking of them as “Mother Theresa in a UPS uniform” – OK, got you to read this! The first analogy is Mother Theresa. Great coaches don’t obsess over their own press clippings or their win/loss record. Rather, they serve by giving the team credit for victories while publicly shouldering the blame for losses. The second analogy deals with UPS. Great coaches deliver. They keep promises, follow up on commitments and often exceed expectations. Would anyone think of you as Mother Theresa in a UPS uniform?
PRESEASON PLANNING
Achieving championship results (i.e. improved sales, profits) requires you to know the type of “players” you want (and don’t want). Evaluate your current people’s grades against your higher standards. What actions do you need to improve their performance?
1. Clear expectations by position – Forget job descriptions! First, determine specifically what results you expect in each position. What is the optimal profile of the successful player? What is the “next level” of the position? Consider current and future needs.
2. Link pay and benefits to performance – Do your pay systems motivate winning results now? Examine winning companies and top performers and ask, “What can I do to really motivate the best?”
3. Sack malcontents – The biggest fallacy in business is that you can “fix” malcontents with the potential to succeed. (Note: I’ve tried and failed repeatedly.) Demand nothing less than the highest standards of conduct. Use training, reading and job experiences to build skills. Unless you have a lot of time and a degree in social work, don’t waste time on bad attitudes with questionable values. Sack them NOW and listen to your players to say, “It’s about time!”
LEARNING, CHALLENGING, CELEBRATING – ON THE FIELD, IN THE LOCKER ROOM
Planning is good but the real action, learning and ultimately winning results happen on the field. What are the keys to coaching results?
1. Remember “Mo” (as in momentum) – Quick wins spur winning results. With new projects and campaigns, is there any “low hanging fruit” you can leverage first?
2. Replay key moments – What can you learn from your past experiences, your past plays? Look for the best and worst events and use them as the cornerstones of your teaching to improve performance.
3. The good, the bad, the ugly – First, remember to celebrate “the good.” Publicly acknowledge excellent results and successes. Second, learn how to have open, honest and respectful conversations when things go bad. Are you “too nice” and cop out when you need to tell someone his or her performance is lacking? If so get the help of a leadership coach. Finally, attack head-on, ugly conversations – these are usually the ones that impact the moral and ethical fabric of the business. Ugly conversations earn you bucks as a leader.
4. Look to help – A winning coach is there to help, to serve, to move players to the next level. Have you asked your players how you can help?
Winning results involve simple steps. Unfortunately, they are not simple to implement. First, start by looking inward. Determine if you are really “all-that” as a coach, a manager and a leader. Then, evaluate how well your team meets the expectations and standards for championship results. Finally, get on the field. Coach all situations – the good, the bad and, of course, the ugly. Good luck.
The author is chief executive officer of Cleveland Glass Block (a Northcoast 99 recipient for best employers in Northeast Ohio and a Community Pillar Award winner for community service) and president of Leadership Builders. He can be contacted at 216/531-6085 or online via his Web site at www.leadershipbuilders.com.