The Championship-Leadership Connection
Super Bowl XLII was a thriller that kept us on the edge of our seats right up until the clock ran out. Yet, as exciting as the game itself was one of the most dramatic stories of the Super Bowl occurred before the season even began. The Giants' march to the championship began last summer when Head Coach Tom Coughlin boldly transformed his style of leadership.
Despite taking the Giants to the playoffs in 2005 and 2006, Coughlin's team at the end of last season was wracked with dissension. The coach was renowned for his demanding, rigid, and authoritarian leadership style. Players were reprimanded (loudly) and fined for breaking a large list of rules, many of them arbitrary (such as the 'no white socks with dress suits' rule). Coach Coughlin was given one year to turn things around or face dismissal.
Realizing he was out of touch with his team, Coughlin relaxed the rules a bit. He started listening to players and smiling more. He began using terms like 'fun' and 'enjoyment.' He established a leadership council, composed of the most veteran players, to share information and solicit opinions. He also began holding social events -- such as bowling nights and casino nights -- so team members could bond off the field.
As the New York Times put it, the Giants "achieved their best results by chasing the cooperation of their players, more than by controlling them." Coughlin had to "shed the divisive old-school ways in order to survive near mutiny." (A Coach's About-Face Transforms a Team, by Harvey Araton, New York Times, 2/5/08).
By changing his leadership style the veteran coach demonstrated that vital connection between leadership and championship performance. In a Vibrant Entrepreneurial Organization (VEO), leaders produce a winning tradition. Coughlin's fresh approach this season produced a record 11 straight road victories and a stunning upset of the seemingly invincible Patriots! That's outstanding leadership.
A Game Plan for Success
So what lessons can organizational leaders take from Tom Coughlin's example? For one thing, when the pressure is on, leaders have to step up. They can't shift the blame or lay responsibilities on others. But even bold actions in the face of tough challenges won't work if the leader lacks the skills to inspire and guide employees.
I'm so impressed by Tom Coughlin's story because he exemplifies many of the 11 Keys to Leadership that I believe are so critical in these demanding times:
- Stand By Your Team -- Your people need to know you're in their corner, not on the opposite side. Coughlin's support and willingness to change inspired his players, who began talking about having fun playing football again.
- Cultivate Relationships - Forming a committee of veteran players was a masterstroke that not only improved communication, it headed off future conflicts.
- Acknowledge Performance - When reporters asked Coughlin how his new leadership style contributed to the championship, he insisted "This is not about me ... it is about our players and our coaches, and the challenge that you get each week in the NFL."
Tom Coughlin and many of the New York Giants exhibited the type of leadership that's typical of a Vibrant Entrepreneurial organization. To learn about the other "keys to leadership" visit http://www.keygroupconsulting.com/11keystoleadership.php.
Coaching the Coaches
The success of the 2007 Giants shows what can be accomplished when a leader is willing to adapt. After the game Coach Coughlin admitted, "You have to change, you have to adjust." But managers today seem to find it increasingly difficult to change how they handle employees. However, there may be hope.
A recent article in the Financial Times looked at the executive coaching industry and found it to be booming. According to the International Coaching Federation there are currently at least 30,000 professional coaches working worldwide, with annual revenues of around $1.5 billion. (Coaches pick up ball dropped by management, by Stefan Stern, Financial Times, 12/10/07)
What's behind this skyrocketing growth? Could it be a corresponding decline in management skills? Apparently the Financial Times thinks so. The article cited a recent survey of 3000 workers in the United Kingdom and found that "the bread and butter task of appraisals - a basic element of performance management - is being woefully mishandled."
The survey findings should certainly be food for thought to any manager who thinks performance appraisals are the best way to motivate and lead employees. The U.K. study found that nearly 50% of those surveyed felt their managers weren't honest with them. Approximately 30% said their appraisals were a waste of time, while another 20% said that their bosses never even bothered to act on anything that had been discussed during the appraisal. Those sad results are in line with our own findings among American managers.
As the UK Study showed, employee performance reviews matter ... a lot. They matter because employee Performance reviews:
- Help you get to know your employees and establish performance expectations.
- Provide you with inside information about what's going on in your workplace.
- Give you the opportunity to provide constructive feedback to the employee.
But most managers find the performance appraisal process to be awkward and uncomfortable. That's why we developed our popular e-book How to Do a Performance Appraisal. This book will tell you everything you need to know to master the performance review process, including when to hold them, what to document and what you should never put into writing. To learn more just visit www.howtodoaperformanceappraisal.com.
As for executive coaches, what can they do to help managers become more effective at dealing with employees? We think coaches can make a big difference. At KEYGroup(r) we've been offering our customized Executive Coaching service for more than 28 years. Our Executive Coaching service is a one-on-one consultation that really helps managers do their jobs better.
In our experience, individualized coaching has a very high rate of success. Unlike "one size fits all" training approaches, our Executive Coaching program succeeds because it targets the unique individualized needs of each client. For more information, visit http://www.keygroupconsulting.com/execcoaching.php.
'Til next time ..
