The document discusses the differences between managing and coaching. Managing involves directing and authority, focusing on short-term needs and outcomes. Coaching involves teaching, facilitating long-term improvement, and exploring multiple possible outcomes. In sports, baseball managers direct strategy and positioning, while basketball coaches call plays but allow players flexibility in implementation. Similarly, effective business leadership requires knowing when to manage by directing tasks, and when to coach by developing employees' skills and confidence. The appropriate approach depends on employees' experience completing the task.

1. Know when
to Manage
and when to
Coach

2. Have you ever wondered why
the head of a baseball team is
called the manager and the head
of a basketball team is called
the coach?
Leading - Coaching

3. The answer has to do not just
with the obvious differences
between the two sports, but
also with how the players are
coached and managed during
the games.
Just as baseball and
basketball are two very
different sports, coaching and
managing are two very
different activities.
ONE HAS TO DO WITH
DIRECTING,
THE OTHER HAS TO
DO WITH TEACHING
“A Coach must never forget
that he is a leader and not
merely a person with
authority.”
John Wooden
Leading - Coaching

4. Managing - Coaching
MANAGING is all about telling, directing, authority, immediate
needs, and a specific outcome.
COACHING involves exploring, facilitating, partnership, long-
term improvement, and many possible outcomes.

5. Manager
During a baseball game, the manager focuses primarily on strategy
and managing the flow of the game. He decides who pitches and
when. He positions the players in the field based on the tendencies
of the batter. And he relays commands to coaches, who then tell
players when to swing, when to take a pitch, and how to run the
bases.

6. Coaching
In basketball, the coach has the same authority as a baseball manager, but he gets more
involved with the action on the court. He calls out plays and defensive schemes to the players,
but they are then free to implement those plays (using their skills and knowledge of the game)
as they see fit. During time-outs, the coach draws up plays on the clipboard. He offers
encouragement, support, and suggestions. And he instructs players on how to react to many
possible outcomes depending on what the other team does.

7. Managing - Coaching
Obviously, the roles and responsibilities of a baseball
manager and basketball coach overlap. But while the
baseball manager focuses on authority and directing,
the basketball coach works in more of a
teaching/facilitating capacity.

8. What does all this have
to do with business
leadership? In business, we have
to be both coaches
and managers.
To lead effectively, we
need to know when
to wear which hat.
Managing - Coaching

9. Managing
Managing involves a
more directive, task-
oriented style that
should only be used
under certain conditions.
It usually produces the
best results in a crisis
situation, when
someone has never
done the task before, or
when they have little or
no confidence in their
ability to get it done.
Good management consists in
showing average people how
to do the work of superior
people.

10. Coaching
Coaching is all about having
someone believe in you and
encourage you, about getting
valuable feedback, about seeing
things from new perspectives and
setting your sights on new horizons.
Coaching works best for
developmental purposes,
especially when you have a
team of competent
professionals already
performing at a reasonably
high level. Once you define
winning for your
organization, team members
may need your guidance and
support. But in most cases
they shouldn’t need
direction.

11. Managing - Coaching
Knowing when to direct, delegate or develop
is critical to managerial effectiveness. Determine
which style is appropriate based on the task at hand
rather than the individual. Often, people will need a
combination of styles depending on the complexity of
the task assigned, their experience with the task, and
the competency levels required to complete it with
excellence.

12. Direct
When the employee has low to moderate competence with the skills
and abilities needed to complete the task. Be sure to define
excellence (what, how and when), and provide specifics (templates,
examples, etc.) so the person can achieve the desired outcome.
DIRECT
WHEN A
PERSON:
Is new in a role
Is new to the
company
Has new ways
of working
Has new job
responsibilities
or tasks
Is new to the
client/customer

13. Delegate
When the employee has moderate to high competence. Again,
define excellence so both sides have clarity around the goal. Then
let the employee determine the approach they will take and keep
you informed as to their progress. Ask questions and provide
direction and specific support when necessary.
DELEGATE
WHEN A
PERSON:
Some experience in
the role
A track record or
competence
Similar ways of
working
Confidence in their
abilities
A sensitive task or
client

14. Develop
When the employee has high competence and high commitment to
the task. Then define excellence and get out of the way! Give plenty
of recognition for successful completion of the task. Then determine
the person’s next challenge.
DIRECT
WHEN A
PERSON:
Has extensive
experience
Has demonstrated
evidence of
competency
Is trying new
approaches
Is growing new
competences
Has experienced
similar clients or task
sensitivities

15. Sometimes we
have to coach and
sometimes we
have to manage.
But the more time
we can spend
delegating and
developing, the
more effective we
will be.