Truth 8
Player/Coach Is a Tricky Role, So Make Sure That You Do Both Well

Some of the most admired actors, like Clint Eastwood and Robert Redford, moved from acting to directing their own movies. They learned to juggle the duties of lead actors while being responsible for the entire production. The same thing happens in sports when the best players serve as coaches for their teams while playing in games.

Player/coach is a common term for a similar role in organizations. The player/coach is in charge of what his or her team does but also regularly has to perform the same work as the team. Producer/manager positions are common, for example, in the fields of sales and training. Often the leader "plays" as well, either because there aren't enough other players or because the business at stake is so important that the best player's skills are needed. These blurred boundaries create a challenge. The leader is put into a position where he or she must play both roles. Where do you put your energy and focus to optimize the results for your team? When should you focus on being a player, and when on being a manager?

It's probably true that you attained your leadership position because you were the best at what you did. It can therefore be hard to let go when you know that you'll make better decisions, get things done faster, and score better than your team members. However, on a day-to-day basis, you should work to keep the emphasis on your coaching role, stepping in to play only when it is essential.

When you do step in, it is important to resist the temptation to be the star player, outshining your colleagues and putting their achievements in the shade, even if this leads to victory in the short term. Such behavior disempowers your team members by possibly making them feel inadequate and by setting a precedent where they look to you for success rather than creating their own. It also means that you are likely to miss out on others' thinking and creativity. If the post-success glory is focused on you, team members may additionally feel resentment at your star role.

What about times when you are required to play? A good player/coach heeds the following advice, making sure that your skills and talents are used to best effect and to the benefit of both team and organization:

• Share your thinking. When you are in player mode, make sure that you include fellow players in the decisions you make, showing them how to construct and deliver an effective strategy, and discussing the options with them when possible. By explaining your thinking, you successfully coach at the same time, modeling the way for the team with guideposts. You'll find that the more you share with your team, the more they will learn how to think for themselves.
• Weigh the needs of each situation. Some circumstances demand your participation more than others. These include the following occasions:
  Your boss expects you to make the score on your own. Sometimes a boss may want to know that you made it happen through your knowledge and skills or your relationship with top leaders. That's part of his or her coaching you, so go with it.
  A special relationship is at stake. Business with key clients or partners may benefit from your intervention. Be careful, though, not to prevent your team members from developing such relationships with important clients.
  A unique ability will give your team the advantage. If you have a particular skill or specialty that will help clinch a deal, it's worth bringing it into play. This might be the ability to close a sale or gain the approval of a key political support.

The more you share
with your team, the
more they will learn
how to think for
themselves.

• Think ahead. When you weigh whether to play or lead, think through the implications of your actions. When you have the option of playing or coaching, the long-term payoff is often greater in the coach role.

You're already a great player. As a player/coach, you now have the opportunity to be a great leader—at least some of the time!