Put Yourself in the Game: The Fifth Characteristic of a Healthy Team
Dr. David Rafeedie
Note: This is the fifth in a series on the characteristics of a healthy team. You can see that article at (https://davidthecoach.com/blog-1/2017/11/14/characteristics-of-a-healthy-team
Christine was the new CEO of a small company that manufactured interior hardware for automobile companies. She was the quintessential success story. She had started at data entry. Then she became a supervisor of her department. Seeing Christine’s gifts, the company moved her into the sales department, and not too long afterward Christine became the sales manager. Following success there, she became the director of the sales department. Sales increased company-wide by 20%.
As her successes continued to pile up, she was also busy learning. She stayed in close touch with the sales force and from time to time “got out there” and closed a sale herself. Christine also continued her education by attending conferences and networking. She did a lot of reading keeping her knowledge of the automobile industry current. That helped her look ahead and to innovate.
When the CEO resigned, the board began a search process. It was a short search. Hands down consensus was the promotion of Christine to CEO of the company. She took that on with her typical zeal. Not all of the executive team stayed on, but those who did grew in their appreciation of her leadership and in their capacity to lead. She empowered and equipped her team. She was a multiplier of leaders, and most important; she wasn’t afraid to get her hands dirty.
Christine was a great player-coach that made everyone around her a better player. She exemplified the fifth characteristic of a healthy team:
Healthy teams have a player-coach and submit to her or him in matters relating to team effectiveness and mission accomplishment.
Healthy business and ministry teams have great player-coaches. Someone who knows the job well and knows how to motivate and equip their team. Player coaches are examples of what it looks like to be a good player. They exemplify the characteristics necessary for success.
1. Player-coaches know the ins and outs of the game.
They know their industry well and what it takes to succeed. Player-coaches know their environment and the culture around them, and they impact their community for good. Good player-coaches know what it takes to succeed because they understand their current environment. They have a calculated intuition that allows them to take risks and make the decision needed to accomplish their goals.
2. Player-coaches know the barriers to success and how to get around them.
Player-coaches always keep their head up. They have their eye on the future and can see what is coming at them to hinder or stifle their progress. As they look ahead, they are aware of the needed resources and create them to ensure the success of their team and the organization.
3. Player-coaches know the competition.
Player-coaches know the strengths and weaknesses of the competition and plan accordingly. They design a good offense that will move their organization forward. They structure a good defense in order counter the competition's strength.
4. Player-coaches motivate the team with how they lead and how they play.
They may not be the best player on the team, but they are the best at their position. They are the hardest working member of the team. They garner the team’s respect with their hard work and knowledge. They bring the best out of their players by their example.
5. Player-coaches know their players well
They place them in positions to succeed and help them grow in their skills. A good player-coach knows it is important for their team members to grow as people. They understand that professional development is critical to keeping the team. They care about each team member’s well-being, and the team members know it. The player-coach realizes that a team is only as strong as the weakest player.
6. The player-coach puts people around them that are strong where they are weak.
Healthy player-coaches are secure enough in their skin to bring talented people on their team that have strengths and talents that he or she does not have. They empower them to do their jobs but giving them authority and responsibility to accomplish the tasks necessary for success.
Being a player-coach is a counter-intuitive concept. They are one of the guys, yet, they are not. They play the game well, but they stand back and manage and lead too. The player-coach wears two hats, and sometimes both of those hats are on at the same time. It requires a certain balance and understanding. It sounds easy, but it isn’t. For some, it comes naturally, and for others, it takes some intentional education and work.
What do you think? Start the conversation.
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