Crisis Coaching
June 14, 2013
On the highway outside my office window last week, there was a traffic accident that involved two 2012 graduates of a mid-Michigan high school. One was killed, the other appears to be recovering from serious injuries. The young men had been on their way to work.
The next morning’s newspaper coverage – in the news section, not the sports pages – revolved around the boys’ high school football coach. He told the reporter about his former players’ character and their dreams, and what a difficult day he had spent with their families. Later, local television stations made this coach their go-to person for updates.
This plays out so often: a family faces a crisis, and a coach is quickly on the scene. The best part of coaching – close and even lifelong relationships with players – becomes the toughest – being physically present when those players or their families need support.
It has played out so often in my experience that I can’t imagine what is lost in our schools as interscholastic coaching positions are farmed out to volunteers, or programs are eliminated altogether. I can’t imagine what is lost in the lives of students, and many of their families.
The richest part of coaching is relationships, which are often most revealed during the worst circumstances.
Driving Lessons
August 19, 2014
Many millions of us this summer took to the expressways of North America, and most of us reached our destinations safely. I find myself amazed at how few the accidents are when highways are crowded with hunks of metal traveling at 60, 70 and even 80 miles per hour.
There are three actions on a fast-moving expressway that jeopardize the health of travelers that are like three actions that jeopardize the health of organizations.
- First, if any number of drivers defies heavy traffic or wet pavement, then the well-being of all the others is at risk.
- Second, if just a single car ahead of a crowd of others slams on the brakes, then a chain reaction collision is likely to follow.
- Third, if a driver fails to look around and indicate the intention to change lanes, then those around that car must take evasive actions to escape trouble.
Likewise, organization leaders who move forward too fast without regard to their environment, leaders who suddenly slow down or stop their forward motion, and leaders who fail to consult with those around them and clearly signal their intentions to make a change, put their enterprise at risk.
Lessons for the office, learned on the road.