“You do not lead by hitting people over the head-that’s assault, not leadership.”
~Dwight D. Eisenhower

“Pray for me, I’m having an aircheck tomorrow.”

That, I thought, was a strange prayer request.  But then again, maybe it’s not.  I thought about some of the aircheck sessions I’ve been subject to… and, I’m sorry to say, some of the ones I held when I first became a P.D.

I’ve never seen a talent managed, bullied, or threatened into becoming better.  In every one of these cases it’s more about control than development.  Unfortunately it’s more prevalent than people want to admit.  I’ve seen talent reduced to tears, made to feel like a failure, and even pushed into depression.  As “Ike” says, “that’s not leadership, it’s assault.”

Talent is coached, fostered and led.  If you want to help someone improve, be it talent or your direct reports, you have to be their coach.  Don’t think Bobby Jones, think John Wooden.  He was demanding and tough, but also loved and respected.  Every player knew where the boundaries were.  I’ve never heard of a Wooden-coached player who didn’t respect Wooden’s way of strengthening their lives while he made them better.

What’s the difference in mindset?  Those who try to manage talent are all about what they want.  Talent developers are all about helping the other person grow.

I have a simple solution, but no one has ever tried it.  If the “coach” was told that for everyone they couldn’t develop, and wound up firing, deduct 10% from their annual salary.  You might also try the “I suck” award.  If someone has not grown after 6 months the award goes up on the wall… and stays there.   You’d get 10 awards if you had to fire them or they quit.

If you were working with me, and you wind up having to fire someone for anything but moral failure or insubordination, you’ve failed, not the other person.  Blame everyone else for everything, denigrate the other person all you want, but you’re the one who loses.