THELEADER ASCOACH 241
Returning one last time to the Pine Wood Derby story, the results might
seem obvious on the surface. Digging deeper, it’s the relationship and part-
nership that emerged as the greatest success.
Naturally, Dave’s son was thrilled to have won his first trophy. Perhaps
more important, however, was the satisfaction he got from seeing Dave’s
pr ide in his accomplishment. This combination of recognition by his peers
and the joy his coach took in his success gave him confidence to undertake
other challenges in the future.
When a leader-coach provides a team member with feedback and evalua-
tion, heor she fosters a strong relationship of growth and development. Feed-
back works best when it is specific, directed at behavior, and not criticizing
the person. For example, instead of saying “that was a good meeting,” this
feedback can be more effective if directed toward the behavior that helped
produce the favorable result: “ You did a great job preparing the agenda, and
that made for a productive meeting.” Giving sincere, specific feedback like
this not only helps individuals develop, it helps cultivate relationships. And,
strong coaching relationships between a number of leaders and team mem-
bers throughout an organization foster a people-centric culture that, in turn,
breeds sustainable success.
Conclusion: Learning for Leaders
The fundamentals of leadership and coaching, in sports, business, and life
have remained largely unchanged. But how the rules are applied has changed
dramatically.
For example, in business, we have evolved from the command and control
pyramid structures of decades ago to f latter organizations made up of em-
powered teams. Today, business coaches must be f lexible, use good judg-
ment, and strive for a solid partnership with their team members, based on
common goals for the individual and for the business.
Business cycles are shorter, and the amplitudes greater, so leaders them-
selves must be lifelong learners, constantly evaluating how their own roles
evolve as the world and their organization change.
More than ever, it’s critical for business leaders to lead by example. Can
you expect your team members to place high value on their own growth and
development ifyou ignore your own? Will your team members be willing
to take reasonable chances and try new opportunities if you criticize their
every “failure?” Will team members learn to make their own decisions if you
dictate their every move?