The Coach's Handbook Part IV - Rethinking Managerial Practices

Who determines the fate of our organizations and corporations? If one believes in the notion of
rugged individualism and a “can do” spirit (these and other individualistic values are deeply
appreciated in our culture), one would say that CEO’s, presidents, and managers are responsible
for whatever happens. However, as the world in which we live becomes more complex, a new
perspective is needed.

The buy-in of groups of people, not individuals, will be essential to moving ahead in business.
From this vantage point, one can see that the followers determine the fate of leaders. There is
example after example in which the fate and/or success of the enterprise is related to what the
people who are on the field decide to do.

In our culture, we have a tendency to be fixated on the leader/manager as if he or she will be the
sole ingredient in the outcome. The truth is that the success or failure of our businesses is already
in the hands of the people who work there. We just don’t acknowledge it.

The rethinking which we are suggesting is that top managers shift attention off themselves and see
their jobs as one of developing the players. Employees also have to rethink their roles. It is very
easy to see oneself as just a cog in the wheel—just following orders. It is different to consider
yourself as a major determinant of where the business is going to go.

When an employee sees oneself as a crucial player, a partnership with management can be
established in which they view each other as resources playing a common game with a common
goal. With this point of view, partnership, innovation and velocity can occur on the field.

Looking at the sports model, a good coach is one whose players (employees) are clearly more
skilled at playing their positions than the coach (manager) is. The coach is hired by the players and
used by them to enhance their ability to do a good job, because they have invested themselves in
the game and in doing well. A useful coach stands for excellence and attracts people who want to
be excellent.

Translate this to business life and the focus shifts to the employees and their ability be effective in
their jobs throughout the company. The managers are there to empower and enroll employees in
being effective. This is radically different from telling people what to do.

In the coach/player inverted pyramid model, there is an element of “game.” People participate
because they want to play and they enjoy it. When people are at work because they want to be,
and are doing what they want to be doing, coaching becomes useful. Victims and victimizers are
not truly coachable or able to coach powerfully.

Next week: The beliefs of a developmental coach