A coworker of mine let me know about The Corner Office, which is a management/leadership section within the New York Times magazine. It has lots of interviews of hot shot management types that are very interesting and, I think, applicable to the coaching profession.
Changing a team culture needs to happen when you take over a new team, when your team is stuck in a negative rut, and sometimes when a new and dominant set of leaders take over. How should you go about it?
A model for changing a team culture:
- Evaluate the team. Sit down with your assistants and go through your team, player by player. What positives do they bring to the team? Negatives? Do you have the players you need to win?
- Figure out what needs to be changed. Do you have good team leaders? It’s easy to dust off old practices each year, but maybe you need to get to some clinics to learn some new ways to teach your old tricks.
- Figure out what doesn’t need to be changed. Similar to #2.
- Evolution. Slow, steady change. Probably best for a team you’re currently coaching.
- Revolution. Fast, radical change. Probably best for taking over a new team.
- Set the strategy. Where will you start first? Staff improvements? Recruiting? Increasing the skill base of your current players?
- Come up with a structure/plan. Implementing the strategy.
- Identify the right players. We can’t anything without our players. Make sure you’ve got the right team leaders in place, the right players in the right positions, and the right recruits in the pipeline.
So that’s the coach version of the business turnaround plan from The Corner Office.