Category: #Strategy

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Don’t expect anything.

I remember when I was in the second grade looking forward to going to one of my neighborhood friend’s birthday party, but the birthday party didn’t occur. It didn’t occur because something tragically sad occurred. My young friend had leukemia and she died the day before her birthday. This was the first time in my life that I had the experience of understanding what loss and sadness meant at a tender age and in a highly impressionable way.

This one experience profoundly set the stage for how I came to adopt the stance of not expecting anything. In many ways, this outlook, albeit not my typically positive outlook approach, has served me well. It has served me well by in some ways guarding my feelings, while also attempting to remain open to possibilities. Yes, I know this is contradictory, but I also feel that it helps me to balance my thinking and expectations. It might not be the right approach for everyone, and I can appreciate that, but it’s what works for me.

Many people would agree that having a balance is generally a favorable approach to most scenarios. I liken this to the sways in life and business that people experience with the highs and lows that can occur. Some people are drawn to the adrenaline rush of the highs that are achieved via stellar performance either on a work or sports team, but the reality is, the highs are generally not sustainable. If they were, in some respects we might not have the same drive to get back to them when we begin to err in the oppositive direction.

In terms of expectation setting, I’m not implying that I take on a negative approach when it comes to what my end game will look like. I simply will think about what the best, worst and middle of the road outcomes could present, while doing my best to remain in the neural thinking zone. When I do this, I feel like I am conserving both energy, and able to focus more on accomplishing whatever I am working on at the most desirable level possible. Either alone, or with others I am working with.

Other people have noticed my approach, and tell me that I am almost Zen like, especially in heightened and emotionally charged scenarios. This is probably why my mom always suggested I should have gone into the medical field. Although I’m satisfied with the fact I didn’t, as I can barely put on a Band-Aid securely. However, my Zen-like ability has served me well as a leader and being able to think clearly when others around me struggle with doing so.

As I developed my early on approach not to expect anything in any given scenario, the outcomes have generally been far more favorable than I would have expected them to be. This approach also served me well when I was pivoting my early career into the one I am in. Especially when I would hear from certain people that they couldn’t understand at first why I would be making the career move I was doing. It didn’t matter to me that someone didn’t understand either my why, or the approach I was taking to head in a different professional direction. Why?  Because I knew intuitively that by focusing on the result, I would eventually get to where I wanted to be. This is also independent of whether I was going to feel supported or not by my decision.

Yes, adopting the approach of not expecting anything can feel lonely at times, but I remind myself that this feeling is temporary. I also think about the fact that the direction I have chosen to go in is also beyond what I imagined in terms of how rewarding my new career is each day. A feeling I seldomly experienced when I was in my former career.

Now that I have shared why my approach to not expecting anything has served me well, I’m not going to suggest this method will work for everyone. Namely because I don’t believe in a one size fits all approach, and fully embrace that differences can be both a strengthener and uniter. In this case, think of the opposites attract approach.

If you are inclined as a leader, sports coach or individual to “test drive” whether or not expecting anything could be a method you would want to try, below are some ideas I have for you to consider.

  • It’s possible that only having a positive outlook has served you well most of the time. If this is the case, then I recommend you stick with this approach.
  • Being able to maintain a neutral thinking outlook will take practice and can be frustrating at first to make the attempt to do this. However, just like practicing anything to master it, you will need to go through a series of stages before you realize you are making progress and will eventually arrive at your destination.
  • Ask yourself if you will be able to have an open enough mindset to attempt this new type of thinking. Be realistic and satisfied with the fact that the timing of doing this might not work for you presently, but with different professional or personal circumstances, it could work for you.
  • Consider the concept of “Switzerland” being a neutral example. It will take some grit, determination and focus to adopt this new way of thinking but consider the benefits Switzerland has gained from their stance.
  • Typically, my experience has been that my neutral expectations were generally favorable, but often, my expectations are far exceeded when I don’t have heightened ones.
  • I’m not a huge fan of being surprised, especially by negative outcomes, but realistically, the approach to not expecting anything has served me exceptionally well, particularly when I am pleasantly surprised by positive outcomes.

If you embark upon attempting the approach to not expecting anything, please remember that it will be a journey, and much of the delight in mastering this concept will be the process of mastering the concept itself. Enjoy your journey.

TAGS: #Business #Management #Leader #Leadership #Coach #Sportscoach #Sports #Motivation #Mindset #Success #Teamdynamics #Teams #Communication

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Cultivating excellence on your team?

I don’t talk about this often, but not long ago I embarked upon conducting a research project which involved fifty-one sports leaders. Yes, you likely have heard of some of them, but that’s not what is important. What is important, is the insight I gained from hearing first-hand what it takes to cultivate team excellence.

Although I have been on what would be considered top teams because of their performance, the leaders of the team’s I spoke with were different from many of the teams I was on, and this was because the teams were sports team. However, what was interesting about them, is how much in common they have with workforce team’s, with some subtle and yet intriguingly major differences.

What are the subtle differences the sports teams have when compared to work teams? One of the elements is that essentially all the team members are under 25 years old. Another appreciable difference is that the sports leaders I spoke with had in fact been an athlete before, and all of them also had assistant coaching experience. In contrast to workforce leaders, not all of them have similar backgrounds to the people they are leading, and not all workforce leaders have a clearly defined professional path. Does this make a difference in performance outcomes? It can, but there are other factors which will contribute to this, and I will discuss this with you.

When I was going through the interview process and speaking with the sports coaches, after a few questions, I could quickly tell you how successful the coach had been or predict whether they would be if they were a coach with less than five years of experience. My initial questions didn’t have anything to do with their team performance outcomes, but what they shared with me about why they were a coach offered crystal clear evidence of whether they were in the right career. Most of them were, with a couple of exceptions.

As a comparison of sports coach leaders to workforce leaders, having worked with enough leaders over the last two plus decades, I can assure you that if I were to ask the same research questions to the workforce leaders, there would be a strong correlation about their responses and the performance outcomes of their team’s. What do I mean by this? I mean that if the workforce leader wasn’t authentically passionate about their “why” they were a leader, their performance results wouldn’t be in alignment with what they would want them to be.

Consider the fact that if you were to ask most leaders was the career or job of being a leader something they had aspired to being since they were sub ten years old? Likely not, but the same can’t be said for sports coaches. One of the reasons sports coaches become coaches is because they are truly passionate about the sport they are in. They also were enamored with wanting to remain in the sport they had been participating in since their youth, so coaching was a natural extension and pathway to being able to achieve this. Many of the sports coaches I spoke to told me they couldn’t imagine doing any other job. I can assure you that this isn’t something you are going to hear a large percentage of workforce leaders will tell you. In some regards, this is sad. Namely because the passion that the sports coaches have for the work they do is both admirable, and can positively impact so many young people.

It would be hard to imagine that any leader wouldn’t want to lead an excellent team, but I’m entirely confident many of us has been on a team that wouldn’t be classified as excellent. So, what are the leaders of excellent team’s doing to cultivate them? If you consider sports teams, the best ones start with having the right culture, and the team members are also clearly aligned on what their goals are. The same could be said for workforce teams, but it’s more difficult to obtain goal alignment at the same level for every member of the team.

The workforce team members can tell you all day long they are fully aligned with the team’s goals, but the reality is, many of them are only giving this what I’ll refer to as “lip service”. In other words, telling management and their leader what they want to hear, and not delivering on what they said they would do. Of course, this impacts performance, but in the case of the workforce leader, the impact may not be as apparently obvious as it is with the clear outcomes that sports team leaders will actively and obviously be seeing in their performance results.

If you are wondering how to begin laying a foundation for cultivating excellence on your team, whether it is a sports or workforce team, I offer you some suggestions below for consideration.

  • Do you have the right team members on board? Most workforce teams are not constructed the same way sports teams are, and often team members have been on the team for a long time. Some without progress, and others with vast amounts.
  • Are you doing the right things to cultivate your team? One area I previously noted was culture, and too many leaders don’t put enough work into this, or they think a one and done activity approach is going to deliver the culture they are looking for.
  • Team dynamics can also be challenging to manage from a leadership perspective, especially when you may not, or don’t know exactly what each members motivators and demotivators are.
  • Communication isn’t easy to master. So, many leaders who are not strong in this area will either rely upon others on their team to handle this aspect or will hit the “ignore button”. Clear, honest, and consistent communication should be one of the goals of a leader for the benefit of their team and its performance.
  • Many leaders struggle with being authentically themselves. If this isn’t something you are working on, or have the mindset that it’s a continuous journey, you will want to give this area some serious attention.
  • Being aware of who you are is what I’ll refer to as the cousin of being authentic. If as a leader you are not fully aware of who you are, it will be extraordinarily difficult for you to become the leader you aspire to be. More importantly, not having total self-awareness will be a disservice to those you lead.

Cultivating an excellent team is certainly a noble goal. One that can be achieved if as a leader you are willing to first appreciate whether you have done the right work on your own personal and professional development. Or, if you are in the process of doing so to realistically or eventually be the leader of an excellent team. Ask yourself if you are honestly doing this, and if not, why aren’t you?

TAGS: #Leadership #Sports #Business #Sportscoach #Leader #Teamdynamics #Motivation #Success #Communication #Professionaldevelopment #Management #Sportsteams

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Measuring what’s enough?

When it comes to measuring productivity in business, I’ve certainly had my share of doing this for decades. Did I enjoy doing this? No, I honestly didn’t, but it was a requirement, and it did provide me and others with reference about how our performance was trending.

Was I good at doing this type of work? Yes, but that didn’t make it any more fun. It also didn’t inspire me to want to do this other than because I was required to do so. Although from time to time, I’ll admit there is some satisfaction understanding and appreciating that the work you are doing is successful in terms of the metrics you are being judged on.

As a society, and in my opinion, we tend to over measure just about any category you can think of. For people who are hyper competitive, they love this! Although the reality is that much of our society doesn’t enjoy the same thrill that competitive people do when it comes to measuring performance. These people understand it is often necessary, but given the choice, they would likely opt not to have to think about, perform or convey the results if they didn’t have to do so.

Of course, I understand there are certain industries which measuring productivity is critical, and could in fact provide life or death information, but in most circumstances, this isn’t the case. So, why are some people so focused on measuring performance? Part of this has to do with having an obligation to report their information to others, while in some cases it is a point of pride to appreciate, they are making progress, or not.

Knowing you are making progress is a healthy way and reason for measuring productivity in business and on sports teams. However, when it feels overly burdensome, and isn’t serving a wider audience well, it’s at this point when what is being measured should be reconsidered in terms of its usefulness.

The good news is that there will be performance measures which become obsolete, while simultaneously new ones are emerging. In the context of business and sports teams, I have seen mental health becoming a topic which was once not discussed openly, taking a more prominent role in terms of this being a consideration for productivity measurement. I’m not suggesting there is currently a perfect way to measure this from my perspective, but the fact there is becoming a heightened awareness of why and how this should be measured is reassuring.

The fact that we understand that quality mental health levels contribute to the effectiveness of individuals and a team, and that we need to pay attention and can impact this concept of mental health positively is trending in the right direction. As I previously noted, the fact our society is more openly discussing the criticality of having strong mental health supports having a foundation. One which can impact this concept when measurements for it are sending out warning signs. In terms of how mental health is measured is an entirely separate topic, and worth recognizing that work and sports teams are doing a better job of supporting this as a performance measurement factor. Are both areas doing this perfectly? Far from it, but like anything that’s “new”, it is in an evolutionary stage which is favorable.

So, in terms of what categories of measurements are important, I would suggest that both physical and mental health be at the top of this list. Without strong health in each of these areas, everyone suffers, and everyone can also benefit when these two areas are properly given the attention they require. I’ve seen a number of work and sports teams not know how to address the mental health side measurement, and what the impact has been on them when they don’t proactively sort out how to both measure and manage this.

Another category which I have strong feelings about, is the aspect of personal and professional development. When each of these categories are being attended to in terms of advancement and growth, you will find that the people experiencing this are much more engaged, happy and that their personal and professional performance metrics are quite favorable. Some people think that the investment in these areas needs to be quite steep. This isn’t the case, although there is a saying “You get what you pay for.”

Don’t misinterpret what I am suggesting, as I also am aware that there are plenty of affordable options for pursuit in each of these areas, and leaders and sports coaches simply need to be a little more creative. Or they need to be willing to make the investment they can afford. Either way, it’s a win, win situation, with the caveat that the participants need to be fully invested themselves in wanting to take their performance to the next level. If they are not, we each know what the results will be.

Having an ability to feel like your contributions to either a work or sports team can make the experience of being on them either rewarding or defeating. I’m certain you would agree which of these options is preferable, but oddly, there are some people who seemingly either don’t realize they have the power to choose and opt into the preferable category. Some of this of course has to do with their attitude, and although this is a potentially subjective category to measure, it’s an easy enough one to appreciate and evaluate whether an individual’s attitude is good, or not. If it’s not, factor in whether this is a temporary, circumstantial, or chronic way they present themselves. The latter one needs to be addressed, and not ignored, although some leaders seemingly find it easier to hit the “ignore button”, but this never offers a satisfying long-term solution.

Below are some practical areas you can consider measuring. The intent of them is to offer you an understanding that you are on your way to having a system of measurement which can objectively support your performance requirements as either a leader, sports coach or individual.

  • Communication effectiveness is talked about frequently, and more often you hear about how either an organization, leader or individual doesn’t communicate well, and this frustrates and can cause damage in numerous areas.
  • Clear paths for advancement are a desirable offering, but interestingly, these paths are not always made to be obvious, or clearly articulated when they should be.
  • Balance is something we can easily feel we are either in or out of. Curiously though, we are not all taught how to strike a balance, and whether this applies to work/sports/life. When we are out of balance, having tools or a method or an understanding of how to attain this will be beneficial.
  • Contribution satisfaction isn’t something typically measured, but if you were to ask someone to tell you how “satisfied” they are with their own performance, they will likely pick a number which skews towards representing a number which is higher than how they feel. This can help you to gauge what their satisfaction number could be.
  • Asking someone whether they feel they are being impactfully supported in their role can reveal opportunities for whether a person is a flight risk, and an opportunity to address this.
  • Being misunderstood is a frustrating feeling. Having the ability to gauge and measure a person’s level of whether they feel they are generally understood by either their leader or sports coach is going to provide critical insight into several different performance categories. Simply asking someone “in general” do they feel they are understood is going to offer volumes of new insight and can open useful and new conversation paths.

When I think about performance or any type of measurement (e.g., is it practical), I take comfort in knowing that if you measure the right areas, and not always the traditional ones, you will have a new lens as a leader and sports coach into areas which will have a more positive impact on the outcome of your team’s performance.

TAGS: #Business #Leader #Leadership #Sports #Sportscoach #Teams #Teamdynamics #Communication #Professionaldevelopment #Personaldevelopment #Strategy #Success

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Are you working together?

Definitions are a curious thing, as they can vary so drastically from one person’s perspective to another’s. This certainly applies to the concept of what a person’s definition of working together means, and this can be either based on an association with a team, or with one other individual. In the context of a team, I saw the most beautiful and potent example of this yesterday at the most unexpected time.

This unanticipated example of a team working together was when I was at a coffee shop in the Seaport District of Boston and a small, parked car across the street seemed to spontaneously combust into flames. The good news was that no one appeared to be in the car when this happened, but the proximity of where this happened wasn’t ideal as it was near an outdoor marketplace supporting small businesses.

At first when the reflection of the flames off the window of the coffee shop caught my attention, I was shocked to see the car on fire. About thirty seconds after my attention was focused on the flames coming out of the engine, I noticed the back gate of the car pop open. My first thought was that someone was escaping, but I don’t believe this was the case, and that it was the internal pressure from the heat inside the car which popped it open.

As I continued to be both amazed and saddened by the car fire, I knew that because of the amount of people around, the Boston fire department would be called shortly, and they arrived soon after I had this thought. When the Boston fire team arrived, they quickly assessed the car fire situation and then took swift action to get the fire under control. One of the actions I was amazed at watching, was how the fire team worked as if they were on a synchronized ice-skating team in terms of the precision of their work. Managing the fire hose was a sight to be seen, and it took five to six fire team members to control the fire hose.

Meanwhile, other fire team members and police officers were strategically managing the crowd and keeping everyone safely at a distance from the raging car fire. Although the entire car experience lasted for probably less than ten minutes, watching it was like watching a movie in slow motion. In a way, this was fascinating, as I was able to focus and see how the safety officials were truly working together. It was refreshing to see this, and of course I know they train to do this type of work, and that often their lives are at risk and in danger in most of their interactions. However, what was truly amazing watching them work together was that they did so with such precision, authority, and a maniacal focus on successfully completing the task at hand.

Have I seen other non-safety or medical teams perform the way I saw the safety officials perform their work? Yes, but not with the same level of intensity, and seeing this firsthand is truly impressive on so many levels. The first level is the amount of innate trust and respect each person on the team must have for one another, especially since in their case it can and often is a life of death scenario they are involved with. We know this isn’t the case for most other teams, and those that lead them, although of course there are some exceptions (e.g., medical teams).

Another level which was impressive to watch the suppression and extinguishing of the fire was how calm the team members appeared. At least from watching at a safe distance away. Of course, I can imagine there was a tremendous amount of adrenaline pumping to keep the fire people safe, but I also know firsthand that surges of adrenaline have the power of keeping you vigilantly focused when required.

A third level which I admired about seeing the entire safety process playout was how much work there was still to be done by the fire team after the fire was put out. What I witnessed was seeing other fire people begin taking aspects of the car apart. The first action was to do an inspection of the engine to make sure the fire was completely distinguished. This was followed by them using a saw to cut open the driver’s door, inspect that area, and then they moved to the back seat area of this small, completely fire ravaged car.  Each person involved in this process worked in tandem with another team member to complete their task, and they did a very thorough job.

The fourth level I will mention associated with the fire people was the care they took and the respect they had for the concern and respect of their safety equipment. What I saw was how carefully they recoiled their hoses and precisely packed up their safety equipment used during the car fire incident. Do I see this type of care in action with most team’s (e.g., business and sports)? No, I don’t, but when I do, I can assure you their team is one that is making things happen productively, and that their performance numbers are in alignment with this positively too.

I would be remiss if I didn’t thank and acknowledge the Boston Fire and Police departments for doing their jobs well, and for keeping people safe yesterday, as they do daily…but not always with an acknowledgement of the amazing work they are doing unselfishly to protect and to help others. Their dedication and work ethic are admirable, and an inspiration for me, and I’m certain many others too.

If you need some additional inspiration to ensure your team is working together, I have some suggestions for you to consider.

  • Does your team have a purpose? If it doesn’t, or you are not familiar with what it is, I strongly encourage you to sort this out, and to determine what it is.
  • If you are leading a team that doesn’t appear to be working together, have you considered what you are doing to contribute to this occurrence?
  • If you are a leader contributing to the occurrence of the team not working together, what are 2-3 things you can start or stop doing tomorrow to change and enable your team to work together?
  • Are their members on the team who are positively or negatively impacting whether your team is successfully working together? As a leader, or member of the team, have you taken the time to express either your appreciation or disappointment in these contributions? If not, why not, and when will you be doing so?
  • Have you led or been on a team that worked well together? If so, are any of the attributes which positively contributed towards making it a successful team one you could replicate on your team? Or could you modify aspects to be applied?
  • Are there external factors which might be negatively or positively impacting how and why your team is or isn’t working well together? Take some time to recognize and address what these might be, and then action towards steering your team towards working collaboratively and productively together.

As we close out the year and welcome in a new year, I want to thank the Boston Fire and Police Departments for the unselfish and amazing professional work they do daily, and truly as a highly functioning team. You are all an inspiration to me, and to many others, and thank you for doing your jobs so well. Happy New Year everyone, be safe, be well, and remember to focus on working well together as everyone benefits when this occurs.

TAGS: #Business #Leadership #Leader #Leaders #Motivation #Teams #Sports #Sportscoach #Sportsteams #Teams #Boston #Bostonpolicedepartment #Bostonfiredepartment #Strategy #Teamdynamics

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Distressed and losing teams. What’s going on with them?

We’ve all been on one. A team that was perhaps wildly successful at one point in time, but has since lost its luster, and is now qualifying at best being a C grade one. Perhaps they are in either cruise control, don’t care or have lost faith in their ability to be an exceptional team again. For context, I’m referring to both business and sports teams, as they have several similar characteristics and behaviors when they are in distressed mode.  

It’s possible you have been on both a sports and then a business team which would be classified as distressed, and I hope you had the good fortune of seeing the team regain its mojo. However, when you are on one of these teams, it can certainly be mentally exhausting, and frustrating as you may experience some moments of glory and a spark that was representative of how it used to be. This is typical, but not an ideal experience, and we know it doesn’t have to be this way. Although when you are on this team, or perhaps leading it, it may feel as if the hurdles you will need to jump over to bring it back to its shining state are going to be insurmountable.

I’ve seen plenty of team’s who would be classified as “average”, and none of them want this label, but the challenge they face is in both the leadership and how the members will respond to what it will take to modify the results they are experiencing. One of the reasons for this is the different levels of motivation people have, and whether the leader knows how to properly tap into this area of impact. Unfortunately, many do not, and if a member of the team is expecting to receive some external motivation from their leader, they will certainly be disappointed.

Another factor contributing to lack luster team’s is whether each member is the right fit for the role they are in. Often, they are not, and in my experience when this one factor is recognized and addressed, the impact can be both quick and positive. However, the challenge is that sometimes both the leader and the team member is unwilling to change. Even it is obvious they need to do something different. When a person is thrust into having to change, they typically resist, or they are at a point where they are willing to give the new sceanario a try because nothing else has worked. Of course, there are also people who will immediately accept the opportunity to do something different, and this attitude is enormously helpful. Let’s call it being flexible or adaptable.

Being flexible or adaptable are traits you can determine early on. This applies independent of whether we are discussing a leader or team member. An approach to determine these traits can be accomplished by asking them a series of questions related to scenarios which their explanations will offer insight into whether they lean towards one or both qualities. Hint, this is a very helpful trait to have on at least half of your team, as these members will significantly contribute to whether the team has the DNA that will allow it to be turned around when it is in a distressed mode.

Another characteristic which can contribute to the health of a team is having members who are driven by being both competitive and achievement oriented. Although interestingly the competitive drive isn’t always largely present on most teams, with perhaps a common exception. This exception is a work team that has a large percentage of former athletes. Athletes that competed at a variety of different levels of difficulty, but who understand that their drive to compete will be enormously helpful when the team isn’t performing at the desired level. People who have the competitive drive can be like a double edge sword, as you want to have them on your team, but they also present some unique challenges to managing and leading them. One of those times is when the collective team isn’t performing well.

The highly competitive driven individuals can become very frustrated when results are not evident for either them or their respective team, and particularly when their results are tied to others performance metrics. Although the good news is that they are typically self-motivated, so their leader will be able to take this into account but should not depend on the individual never requiring their guidance and support during difficult time periods. Sometimes leaders will assume their highly competitive team members are always on autopilot, but this can be a big mistake, as they do have thresholds for tolerance the leader is going to need to be aware of. Mainly due to them being a “flight risk” from their team, and especially when they will want them to remain on it.

In terms of what are some other contributing factors towards a distressed team fall into several categories and are both obvious and not so obvious ones. The obvious one is an inexperienced leader who is “practicing” their leadership abilities. Practicing without sufficient support from a mentor or others who have significant experience to help guide them as they are developing in their role. One of the easiest ways to determine if a newly minted leader is seeking guidance they should be, is to simply ask them. Surprisingly there will be new leaders who think they can figure it all out themselves, but their performance results generally are not all that desirable. Although of course there are exceptions.

Another contributing factor to a distressed team is having unrealistic goals that are almost unattainable. Something even worse are goals that essentially set them up for failure before they even attempt to proceed. Again, this is a leadership issue, as the members of the team do not often have any say in what the goals of their team will be. However, if we are talking about a sports team, I always like to say that no team member ever shows up on game day and says, “let’s lose today”. Of course, there are occasions when some members or the leader feels that the exhibiting low energy or motivation level is going to contribute to resulting in a loss.

Addressing a distressed team isn’t an ideal position to be in, and below are some suggestions to consider how to do so.

  • How long ago was it that the team was successful? Are any of the present members still on your team? If so, you can leverage them to help you rally the team towards future success.
  • Are you a newer business leader or sports coach in your first to third year who isn’t seeking a mentor? Why aren’t you doing so?
  • Acknowledge as a leader you are aware of the team’s performance, but that it can in fact be a temporary situation.
  • As the leader of the team, you are going to need to have everyone’s mindset to be altered towards experiencing different results. No exceptions.
  • Begin seeking ways to better appreciate how members of your team are motivated, so that if you need to contribute to this process, you will be able to do so effectively.
  • There typically will be some people on your team that don’t belong on it. Often this isn’t addressed early enough or properly, and these members will negatively contribute to the demise of the team’s results independent of the other actions you are taking to correct this.

We all have choices, and most people and those that lead them will desire to be on a high-performance team. Some leaders will be able to effectively turn around a once performing team, but this is both difficult to accomplish, and not all leaders want to, or can do this well. Although we do know that there are some outstanding and authentic and credible leaders or sports coaches who have been able to do this impactfully if they are required to do so. Are you one of them?

TAGS: #Leadership #Leader #Sports #Sportscoach #Teams #Business #Strategy #Performance  #Motivation #Teamdynamics #Performance