What's wrong with this picture?
It's actually very common. We see it every week this time of year — a talented football coach with a creative offensive mind thinking deeply about the perfect play to call in a particular situation.
However, while his head is down buried in the play sheet ...
- Who's watching what's happening in the game?
- Who's lobbying the officials so the team gets a favorable call at a critical time in the game?
- Who's monitoring the injury status of the players and making sure key talent is getting adequate playing time?
- Who's feeling the flow of the game and using the "feel" to augment what the game plan says should be done?
In an interview with Sports Illustrated, Brian Billick, former head coach of the Baltimore Ravens, once said: Well, maybe you can't.
"Well, I can do both jobs."
Well, maybe you can't.
The same problem is widespread in the world of business. Too often, leaders have their heads down monitoring and thinking about the minute details of their team members' responsibilities.
Leaders see promotions as added responsibilities, not a fundamental shift in their role and priorities.
As a result, they're not thinking broadly about the future of the business. They're spending little time analyzing changing customer needs and the competitive environment.
Too little time is dedicated to developing the talent need to meet the future needs of the business. But what about driving change and crating the culture necessary to support the key strategic plans?