I’ve always been a below average golfer. I play just well enough to (mostly) enjoy the game and just poorly enough to avoid telling anyone my score. It’s my swing: I’ve got a terrible slice because, among other things, I have a hard time not gripping the club too tightly. When I can relax and “swing easy” to let the gravity accelerate the club head and properly rotate my wrists, I can hit the ball long and straight. When I “strangle the club” by gripping too tightly, my shot is a slice (or worse).
Like all good sports truisms, “don’t strangle the club” is a great metaphor for leaders.
You Don’t Have to Control Everything
The transition from “first line” leader to “executive” is difficult, and many leaders never make the transition. I’ve been around many organizations where leaders had to transition from “startup mode” where the leader does everything, to “leading leaders” mode where authority and responsibility get pushed out to other team members. That transition is hard because when one goes from leading a small team to a large one, the leader at the top’s role changes. Some don’t recognize the need for that change, and they can’t stop “strangling the club” by holding onto decisions others should make, or being involved in everything.
Just like holding onto the club too tightly sends the ball careening off the course wildly, so will a leader who is holding on too tightly divert the team from their mission. The more senior the leader, the less one has to be in control over everything. Mid-level and senior leaders should always remember they’re leading other leaders and need to allow those people the chance to do their jobs. Constantly badgering them for information, demanding to be involved in every decision, or requiring them to create reports to “keep me informed” is a recipe for the organization to depart the fairway.
Learn to Coach not Direct
The more senior you get, the more you need to lead with a coaching style. Crisis situations often demand directive leadership, but let’s face it, those situations are few and far between. A coach’s job is to prepare the team and offer corrections when the team is foundering. The coach doesn’t play the game for the team, and a coach never enters the field of play.
My golf coach spent time with me on the driving range, gently correcting my grip, my stance, and my swing. He’d ask questions and watch me swing to diagnose my problems. But he never swings for me.
The same is true for leaders. Every leader above the first line level, and especially executive leaders, must learn to be a coach. Sometimes that coach can be directive and sometimes that coach can be inspirational, but the coach can never take over unless the circumstances are dire. When leaders step in and push subordinate leaders aside, it not only kills motivation, but it puts doubt into the team. There are times when senior leaders must step in and “rescue” a team whose leader is failing, but a good coach rarely allows the team to get into that much of a fix in the first place. That’s the beauty of a leader who’s coaching rather than directing: they can see trouble brewing long before it happens and avoid disaster.
Be a coach and help your team to swing easy if you want to be successful.
Mickey is an expert in leadership and organizational change. During his 30 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with