But through that coaching he also showed them how to coach their people and teams, which made them much more effective managers and leaders. Time and time again, they note that whenever they face an interesting situation, they ask themselves, what would Bill do? And we realized, we do it, too. What would Bill do? How would the coach handle this situation?

And an essential component of high-performing teams is a leader who is both a savvy manager and a caring coach.

He built his message on your capabilities and progress. This is a key aspect of delivering encouragement as a coach: it needs to be credible.

As Bill described it, his job as our coach was to “see little flaws in the organization that with a little massage we can make better. I listen, observe, and fill the communication and understanding gaps between people.

Get the team right and you’ll get the issue right.