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Just Call Me Coach: Ten Ways Coaching and Managing Go Hand-in-Hand


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Stephanie Morgan

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Just Call Me Coach: Ten Ways Coaching and Managing Go Hand-in-Hand

  1. 1. Just Call Me CoachJust Call Me CoachTen ways coaching and managing go handTen ways coaching and managing go hand--inin--handhandStephanie E. MorganStephanie E. Morgan
  2. 2. PrePre--gamegame warmupwarmup• Experience is a must, but you don’t haveany…or do you?John Wooden: 885-203Coach K: 694-240Vince Lombardi: 105-35-6Joe Paterno: 327-96-3
  3. 3. Step OneStep One –– Scout the RecruitsScout the Recruits• Fit your game to the talents of your team: A teamworks together most successfully when eachindividual component is used to best advantage.Tailor your approach to fit the abilities of your teammembers. (Vince Lombardi, Jr., 24)• Do – Quickly assess your objectives and staff• Do – Match talents to objectives• Don’t – Put all of the pressure/projects on your bestperformer
  4. 4. Step two: Set the rulesStep two: Set the rules• Too many rules get in the way of leadership…Idon’t want to be a manager or a dictator. I want tobe a leader—and leadership is ongoing, adjustable,flexible, and dynamic. As such, leaders have tomaintain a certain amount of discretion. (MikeKrzyzewski, 10)• Do – Establish styles and standards• Do – Follow your company’s behavioral guidelines• Don’t – Let good performance overshadow badbehavior (or vice versa)
  5. 5. Step three: Maintain the bestStep three: Maintain the bestequipmentequipment• Set the stage psychologically, and give people thetools and skills they need to succeed.Preparedness is the ultimate confidence builder.(Lombardi, 30)• Do – Evaluate the need for upgrades• Don’t – Upgrade for upgrade’s sake• Don’t – Keep all the goodies for yourself
  6. 6. Step four: Offer training campsStep four: Offer training camps• As we communicate the vision we have for othersand the expectations that we hold for them, wecreate an almost magnetic pull that draws them inthe direction of those expectations. (John Wooden,7)• Do – Show an interest in what your employees arelearning• Do – Encourage a “five year plan”• Do – Find ways to accommodate professionaldevelopment objectives• Don’t – Hold good employees back from exploringother options within your company
  7. 7. Step five: Choose the scheduleStep five: Choose the schedule• Adjustments are not unusual, they are usual. So aleader’s ability to think on his feet—to reactaccordingly, to do things without instruction, toreact to voices on the court, and to think outsideof himself—is of particular importance.(Krzyzewski, 121)• Do – Communicate often with other managers• Do – Consider scaling back deliverables to meetdeadlines (not quality of deliverables, but quantity)• Don’t – Always make it seem like the sky is falling
  8. 8. Step six: Argue the callsStep six: Argue the calls• People are not going to follow you as a leaderunless you show them that you’re real. They arenot going to believe in you unless they trust you.And they are not going to trust you unless youalways tell them the truth and admit when youwere wrong. (Krzyzewski, 153-4)• Do – Pick your battles• Do – Ask for back up when you need it• Do – Empathize your team’s strengths, not otherteam’s weaknesses
  9. 9. Step seven: Recognize allStep seven: Recognize all--starstarperformersperformers• …what every individual needs—is to be recognized,by their leader and their peers, for outstandingindividual performance. (Lombardi, 45)• Do – Look for financial rewards first• Do – Find ways to be creative if $ isn’t available• Don’t – Reward everything and run the risk oflosing sincerity
  10. 10. Step eight: Design the plays (butStep eight: Design the plays (butrely on the team to run them)rely on the team to run them)• People who truly excel don’t fear or resent excellence inothers. People who shoot only for success, however, alwaysfeel threatened by other people’s success. (Joe Paterno,126)• Today’s leadership must learn to be far more concernedwith empowerment than with power. (Wooden, 27)• Do – Empower your team members• Do – Be clear about your expectations• Don’t - Micromanage• Don’t – Let them feel too much pressure• Don’t – Feel threatened by/resent their drive
  11. 11. Step nine: Motivate, motivate,Step nine: Motivate, motivate,motivatemotivate• I know the power of concentrating your brain, yourwhole body, your whole nervous system, youradrenalin, all of your will, on a single goal. It’s analmost unbeatable concentration of force.(Paterno, 122)• My goal for each player, and for the team as awhole, is to have them playing in a positive matter,utilizing their abilities, and not being afraid to fail.(Coach K, 210)• Do – Learn what makes ‘em tick• Don’t – Confuse motivation with manipulation
  12. 12. Step ten: Take the heat/divideStep ten: Take the heat/dividethe glorythe glory• Character-based leaders behave with consistency,courage, and trust. Because they know that thescoreboard does not determine their value andeffectiveness as leaders, they are eager to makethe tough decision and to place a higher level oftrust in their team. They are willing to risk lookingfor the best in others because they are notthreatened by others’ excellence. (Wooden, 39)• Don’t – EVER TAKE UNDUE CREDIT
  13. 13. The Final WhistleThe Final Whistle• Many people, particularly in sports, think ofsuccess and excellence as though they arethe same. They are not. Success isperishable and often outside our control. Incontrast, excellence is something that’slasting, dependable, and largely within aperson’s control. (Paterno, 125)
  14. 14. ReferencesReferences(1) Biro, B., Wooden, J. Beyond Success: The 15Secrets to Effective Leadership and Life Based onLegendary Coach John Woodens Pyramid ofSuccess. New York: Perigee, 2001.(2) Krzyzewski, M., Phillips, D. T., Hill, G. LeadingWith the Heart: Coach Ks Successful Strategies forBasketball, Business, and Life. New York: WarnerBooks, 2001.(3) Lombardi, V. The Lombardi Rules: 26 Lessonsfrom Vince Lombardi—The World’s Greatest Coach(The McGraw-Hill Professional Education Series).New York: McGraw-Hill Text, 2003.(4) Paterno, J., Asbell, B. Paterno: By the Book. NewYork: Berkley Publishing Group, 1991.
  15. 15. About the presenterAbout the presenter• Stephanie E. Morgan• Manager, Communications• Advantica, Inc.• Carlisle, PA•• Susquehanna Valley Chapter• Newsletter Editor