“Train people well enough so they can leave, treat them well enough so they don’t want to.”
— Richard Branson, Virgin Group founder
When you own a restaurant, business typically booms May through September. Then, from October until around Christmas, things slow down a bit. When the dead winter hits, though, the restaurant is often non-profitable. It becomes a major challenge to find quality workers who are patient enough to stick around until business picks up again.
A successful restaurateur knew her head chef was a big Kansas City Chiefs fan. So, when the team made it to the Super Bowl, she purchased high-priced tickets to the game along with airfare for him to show just how much she valued his loyalty. She didn’t care about the cost — she just wanted him to recognize that she truly valued his commitment to her business.
article from The Daily Coach
You want to be a head coach.
You believe the work you’re doing today will land you the perfect job tomorrow.
You’re just waiting for the right one to open…
There’s one major problem: There is no “right job.”
Every open position comes with a variety of issues, and every organization, even the ones we perceive as elite, has problems. The perfect job will never open because it does not exist.
But the reality is that becoming a head coach starts years before you actually hold the title. It begins with observation, preparation and, most importantly, the crafting of your personal philosophy and beliefs.
article from The Daily Coach
“Success is not final, failure is not fatal: it is the courage to continue that counts.”
― Winston S. Churchill
The flight from Miami back to California had to be a long one for the San Francisco 49ers. The team squandered a 10-point lead over the final nine minutes in the Super Bowl ― the type of devastating finish that can make a season appear as a complete failure to fans, players and coaches alike.
But when coaches and executives attempt to condense a loss into one play, one bad call, or one poor decision, they are shortchanging what transpired and setting themselves up for failure moving forward. One common misconception that comes with this type of defeat is that if we return the same group with everyone working 10 percent harder next year, we’ll be able to “get over the hump.” Simply put, it’s inaccurate.
There must be a “cooling off” period before making any decisions and moving forward. Emotional decisions are always bad decisions. Leaders need to take time away — and examine every facet by themselves without outside interference and without pre-determined judgments by those who can’t evaluate the circumstances.
Uniting everyone over the loss is the first step toward establishing the future agenda.
Looking for answers after a heartbreaking loss can be lonely. But the path forward can only be drawn by a leader who understands the overall vision. Here are some guiding steps to rebound from heartbreak: