“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.
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.