They’ve never been trained, coached or developed and so it’s little wonder achieving high performance comes at such a painful, stressful and often personal price. Yet it still happens.

I call it the player manager syndrome. The player becomes the manager and really wants to be the manager but is a good player nevertheless. When the pressure’s on and he struggles to know what to do as a manager (cos he’s never been trained) he reverts to doing more of what he knows best, playing!

In organisation’s we call it Occupational Hobbies, the things we want to do and are able to do, but the organisation needs us to be doing different things. I see so many people who are operating at a level lower than they should be because of poor training and coaching. So if they are operating at a level lower, then so must everyone beneath them and so performance is constricted.

Never seen a book yet that really tackles this or creates hype on a mass scale for organisations to sit up and pay attention. I’ll keep looking.

Andrew

Going to pick up this book.

Thanks for posting!