Kacy Dillon, the divisional director, rushed past Ian Brechin’s desk, offering a quick thumbs-up and a “Great job, Brechin!” before heading to her next meeting. Ian, wrestling with a new computer system that had crashed multiple times that morning, was left wondering if her comment was genuine or sarcastic, especially since it followed on the heels of him closing a major deal. He hoped it was the former!
Some managers behave like spectators, offering criticism from afar. Their words and actions would be more fitting at a sporting event. They sit back and shout instructions, creating a disconnect between themselves and their staff. These managers lack a real connection with their team.
This highlights the crucial difference between a manager as a coach versus a manager as a spectator. A coach works closely with each team member, helping them overcome obstacles and improve their performance. They understand individual motivations and how personal factors impact their work.
Coaching happens frequently. Instead of waiting for a critical moment, coaches proactively engage with their team to understand individual strengths and weaknesses before challenges arise.
The language used by spectators is demanding and leaves no room for discussion or experimentation. It’s a world of “Do this, do that!” where results are needed immediately.
Coaching language is different. A coach is an active part of the team, collaborating and asking questions such as, “How can we improve this?” or “How can we make that happen faster and more consistently?” It’s a relationship built on trust and mutual respect.
Ian’s coworker, Joanna Collins, offered assistance with the new computer system. “I’ve found some workarounds that avoid crashing the system; let me show you.” Then, she added, “I hope you realize how proud we all are that you closed the Grossman deal. You’ll have to share some of your secrets with the rest of us.” Ian smiled, realizing Joanna’s recognition felt more meaningful than Kacy’s passing comment.