A Day in the Life of a Senior Leader

Chapter 38. The Coach and the Fixer

For this chapter, I am going to simplify management a bit. Let’s assume you wear three hats as a manager. They are: the Leader, the Fixer, and the Coach. I will briefly explain each role and then explain how I’ve screwed up each. I’m going in reverse order because I’m building tension.

The Coach

Your standard persona. You are the more experienced human on this team, and your job is to pass your hard-earned wisdom on to others. Most of these lessons are not planned, because we move intently and quickly in business. After all, that’s how you win.

Problems arise. Conflict ensues. Some you see with your eyeballs, others you hear about after the fact. In both cases, your job is usually not to escalate but to educate.

You say things like:

• Did you think about this perspective?

• When I’ve seen this in the past, this is why it happened.

• Allow me to explain how I’ve failed amply doing this in the past.

Delivery of such wisdom is key to both building up the team and establishing yourself as an approachable coach.

And this is how I screwed it up.

Months after I left a gig, I received an email from the person who took over my role. A friendly note. They wanted to understand what I could teach them about the team. I responded with an immediate “Of course.”

The conversation was rich. They had a good read on the team after just four months. I dropped some knowledge on several of my coworkers’ professional hopes and dreams and asked how else I could ...