Think of a great coach you’ve had in the past. What kind of behaviours come to mind when you think of this person? Is it that they pushed you to be the best you could be? Did they hold you accountable? Was it that they always showed up for you and had your back? What about on the flip side; if you think of a bad coach you’ve had, what comes to mind? Someone who didn’t have your back? Someone who you felt didn’t care about you or push you to be better? Or did they just completely ignore you all together? Let me ask you, how do you want to be remembered? Being a great coach is all
Person
Flip it and reverse it
“Treat others as you would like to be treated” This is what we are taught from a young age. To think about what we like and appreciate, and then treat others accordingly. It’s a lovely sentiment but I call bulls#it. We experience daily reminders that everyone thinks differently to us. Conflicting opinions on social media, enjoying different tv shows and music, even liking different people - ever met someone’s partner and thought “seriously?!” Everyone thinks differently, so how does it make sense to assume others want to be treated how we want to be treated? What if we flipped it
It’s easier if I do it myself
Is this you when you think about delegating a task on to someone you manage? I get it, it usually is easier if you just do it yourself, and let’s be honest, you probably feel like you’ll do a better job at it anyway, am I right? But what if you always do it yourself… is that easier? What about all of those little “it’s easier if I do it myself”s that add up throughout the day? Is it still easier then? If you always hold on to tasks then you’re always going to have to do them. When you don't delegate you're also taking opportunities away from your team. The opportunity to grow and
All great managers know this
How do you feel about delegation? A lot of mangers struggle with it, but the great ones know how to use it to their advantage. A Gallup study found that CEOs who excel in delegating generate 33% higher revenue than those with lower or limited delegator talents. Richard Branson says “we could never have evolved from a mail-order record retailer to a global brand if I hadn’t learnt how to delegate early on.” So, if delegation is so vital to performance, why do we struggle with it so much? Like many of the other skills of a manager, we're never actually taught how to do it. There's no one
Unmet expectations
How many times have you been disappointed by someone? In those situations, had you made your expectations clear to them? Did you even know you had expectations? The bigger the expectation (whether we are conscious of them or not) the bigger the disappointment. How are others meant to know what we wanted if we didn't even know? Or if we knew but we didn't tell them? I hear this quite often from the managers that I work with. They get disappointed and frustrated when their team didn't deliver on, or fulfil an expectation (and let's be fair, it is annoying). But... when I ask: "did you tell