Please don't be this guy

December 24, 2023

by a searcher in Hilton Head Island, SC 29928, USA

A month ago, a searcher turned CEO reaches out to me for EOS implementation/exec coaching. He wants coaching- specifically for a key employee.

Ok, I'll take the call. I have room.

Within the first 5 minutes it becomes apparent this isn't a fit.

When probed about why the need for this type of coaching for his team member, he responds with:

"I just need him to do what I tell him to do and his the KPIs I gave him. That's it."

No mention of opportunities for growth, current strengths, or any desire to be involved in the process as the leader.

You can choose to be a manager or a leader.

If you treat your team like assets, you're a manager.

It pays to lead.

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Reply by a searcher
from University of North Texas in San Antonio, TX, USA

^redacted‌ Absolutely resonate with this post. I had a similar experience working with a client whose business I helped grow significantly. Initially, we boosted his restaurant AUVs (average unit volume) from 75k a week to over 100k a week through collaborative efforts. Unfortunately, he succumbed to the trap of greed, rejecting valuable coaching, and reverted to micro-managing. Your post highlights a critical point - the distinction between being a manager and a leader. It's disheartening when leaders view their team solely as tools to execute tasks, missing the opportunity for growth, leveraging strengths, and fostering a collaborative process. In my case, despite the initial success, the client's shift back to micro-managing hindered further progress and innovation. It's a reminder that true leadership involves guiding, nurturing, and actively participating in the growth process, rather than merely dictating tasks. Thank you for sharing this insight. It's a crucial reminder for both leaders and those working with them to prioritize leadership over mere management for sustained success and growth.

Reply by a searcher
from The University of Michigan in Ann Arbor, MI, USA

This is a good reminder. I have dealt with several small transportation company owners whose approach to managing their employees is so out of touch that I don't know how they will grow or even sustain their operations in the long run.

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