Issue 93 - Friday Night Lights
Just a few weeks ago, I was enjoying the experience of being a spectator at a local Friday night high school football game. During the course of this particular content, I witnessed an event that any experienced or aspiring leader should be able to relate to. It happened just this way.
The quarterback took the snap from center and dropped back to pass. In
a matter of seconds, he lofted a perfect spiral that arched through the air toward the end zone more than 40 yards downfield. As the ball reached its apex and began its descent, surprisingly, there was no one anywhere near to catch it. As a result, the ball dropped harmlessly in the end zone, well beyond the reach of the nearest receiver. Even an untrained observer could surmise something had gone wrong. The play was obviously botched. But what happened? What caused the play to fail? I happen to know. I saw it all.
When the football was snapped and the quarterback began dropping back to
pass, I watched as the more athletically gifted receiver broke from his place on the line of scrimmage and streaked downfield, almost effortlessly out running his nearest defender. In football terms, this receiver was wide open. However, once clear of his defender, I watched as something strange happened. The receiver intentionally forfeited his advantage. The receiver unexpectedly abandoned his assigned pass pattern, stopped completely (allowing the defender to catch up to him), turned and stood flat-footed, waiting in a stationary position for the pass to arrive. The ball, already in flight, sailed well over where the intended receiver actually was to where the receiver was supposed to be had he completed his pass route. A collective, audible groan could be heard rippling throughout the stands. Players, coaches and fans alike knew immediately that a golden opportunity had been missed.
What happened next was a priceless lesson for leaders and followers alike.
The coach acted immediately. He recognized this as a teachable moment.
He quickly replaced the errant receiver with a substitute and once the
receiver returned to the sideline, the coach pulled him aside and scolded
him soundly. Though I was not close enough to hear the words he used,
it was obvious from his hand gestures and his general body language that
he was displeased that the receiver had not run the pass route as it had been designed.
Just as obvious (and predictable) as the coach’s displeasure was the player’s visible dejection. As the coach’s criticism began to register with the young man, he jerked his helmet off, whirled, spat (as if the whole affair was distasteful to him) and then retreated as far down the sideline as possible, totally and intentionally isolating himself from his coaches and teammates alike. All alone, he took a knee and pouted.
Meanwhile, I watched the coach, the team’s leader, carefully as this scenario with his young receiver unfolded. The coach was completely aware of all that was happening. However, what struck me initially as notable was what the coach didn’t do. He didn’t immediately rush after the young man, thereby inflaming the situation. Nor did he turn his back on the despondent player, thereby writing him off. No, instead he acted responsibly and intentionally.
Three plays after their confrontation, this purposeful coach made his way down the sideline to where the player knelt sulking. He spoke a few unknown words to the non-responsive player, then left. Another three plays passed before the coach returned, this time kneeling himself (thereby placing himself on the player’s level) and speaking a few more words before parting company again. Finally, a couple of more plays passed before the coach returned for the third time, this time putting his arm around the shoulder of the offended player and speaking yet a few more words in his ear. Amazingly, the player responded by reaching out and placing his arm over the coach’s shoulder. The two stood together and the coach sent the player back into the game.
On the first offensive play after their sideline encounter, the coach
called the same play that the player had flubbed before. This time the
player ran the pass route perfectly. Once again, he beat his out-matched
defender. But this time he never stopped running. Meanwhile, the
quarterback lofted another well-thrown pass that floated downward into
the outstretched hands of the receiver. The young receiver caught the
ball, secured it against his body and then carried it several more yards
into the end zone for a well-deserved touchdown.
I saw this particular coach practice specific leadership techniques that are available to any leader, anywhere, at any time.
6 Keys to Consider
1. Transformational leaders know that bad news doesn’t get better with time.
There is no better time to address an obvious problem than while the problem is still fresh in everyone’s mind. Too many leaders fail to act when it is necessary to act, delaying the inevitable. They apparently fear the confrontational moment more than the immediate problem before them.
2. Transformational leaders recognize that it’s okay to allow team members
time to vent and sulk, but not too much and not for too long.
Give people the opportunity to deal with such emotions on their own terms initially before intervening. But don’t let people wallow in their own emotions for too long and ultimately drown in them.
3. Transformational leaders work to do no harm.
Don’t make a difficult situation worse by overreacting. We’ve all seen coaches (and leaders) over react and succumb to the emotion of the moment
by speaking or acting in an uncontrolled, undisciplined and unprofessional
manner. It’s the job of a coach (or leader) to redirect actions or behaviors of team members (or followers) that might adversely affect the team and its purposes. Before you can expect others to act in a controlled manner, the leader must control himself/herself.
4. Transformational leaders are bold enough to reach out.
Good coaches/leaders don’t wait for or assume that reconciliation will just naturally take place, they lead it! We must always be willing to work past such obstacles in order to accomplish the bigger objectives.
5. Transformational leaders have short memories.
Too many followers are permanently focused on the past. They hash and
rehash what happened, when it happened and in particular, who was
responsible for making the experience unpleasant for them. Leaders on
the other hand must focus on the present with an eye always focused on
the future.
6. Transformational leaders allow people an opportunity for redemption.
There is nothing to be gained from allowing people to languish in isolation, obscurity and self-doubt. Once specific behaviors or actions need to be corrected, correct them. Then work to get the person back in “the game” as quickly as possible. Focus on their ability to contribute and then pave the way to allow them to do just that. The entire team will be better for it.
