1. Molding Coaches Into Leaders
Michael Krueger, Ed.S., CAA – Palisade High School
Michael Hughes, CAA – Telluride High School
“The Mike and Mike Show”

2. By the end of our time together today we will be able to
LEADING The Way!
By the end of our time together today we will be able to
Define Leadership
How do you encourage your coaches to take on a “leadership role”
Define the difference between “management” and “leadership”
Assist your coaches in reaching their potential as leaders

3. Defining Leadership Simply put  Leadership is influence
There is a big difference between a manager and a leader. A manager says, “Go.” A leader says, “Let’s go.” The purpose of leadership is to take others to the top.
Leadership is creating an environment in which people want to be part of the organization and not just work for the organization.
As a leader you are obligated to create an environment where people feel part of something bigger than themselves, where they feel fulfilled, and have purpose.

4. Leadership Lessons

5. The Five Levels of Leadership
Defining Leadership
The Five Levels of Leadership
Level One Leader  Positional
At stage one, an authority figure exerts control largely because of position (title). Often, a leader at this level rules by intimidation. People will follow because they have to. Otherwise, employees will not exert effort beyond their job description or what is required. At this level of leadership, staff lacks commitment leading to high turnover and low morale within the organization.
Indicators of excellence:
• Highly skilled.
• Knows job description thoroughly.
• Strong initiative.
• Proactive.
• Highly responsible.

6. The Five Levels of Leadership
Defining Leadership
The Five Levels of Leadership
Level Two  Permission/Relationships
At this level, a permission leader relies on people interrelationships with strong emphasis on bringing people together. Employees begin to follow beyond the leader’s stated authority.
Indicators of excellence:
• Genuine care for people.
• Strong people relationship.
• Believes in win-win results.
• Knows how to deal with difficult people.

7. The Five Levels of Leadership
Defining Leadership
The Five Levels of Leadership
Level Three Leader  Production/Results
At level three, the leader brings the people together on a journey to accomplish a purpose, allowing them to share in the glory of results. People follow to accomplish an objective.
Indicators of excellence:
• Driven by a statement of purpose.
• Accountable for results.
• Knows and does things that give a high return.
• Accepts responsibility.

8. The Five Levels of Leadership
Defining Leadership
The Five Levels of Leadership
Level Four Leader  People Development/Reproduction
A leader at this stage empowers followers and helps them grow personally. People follow because of loyalty brought about by how the leader has helped them grow.
Indicators of excellence:
• Recognizes people are valuable assets.
• Role models for others to follow.
• Develops people.
• Shares goals.
• Surrounds oneself with a core group that complements leadership philosophy.
• Leadership is coursed through the core group.

9. The Five Levels of Leadership
Defining Leadership
The Five Levels of Leadership
Level Five Leader  Personhood
A level five leader has spent years growing people and organizations. People follow because of who and what the leader represents.
Indicators of excellence:
• Followers are loyal and sacrificial.
• Leader mentors and molds leaders.
• Leader transcends the organization.
• Leader’s ultimate joy is to watch others grow and develop.

10. “There are leaders and there are those who lead
“There are leaders and there are those who lead. Leaders hold a position of power or authority…but those who lead inspire us!!! We follow those who lead not because we have to but because we want to!”

11. Molding Coaches into Leaders
It starts with a Vision
Your personal vision as a leader
Within you: What is your passion? What drives you?
Behind you: How have past lessons and experiences prepared you to pursue your passion?
Around you: What are your current motivations and influences?
Ahead of you: What do you want to accomplish?
Beside you: What resources are available to you?
Alongside you: Who can partner with you in this pursuit?
Your vision for your athletic department

12. Molding Coaches into Leaders
It starts with a Vision
Your vision for your athletic department
An Athletic Department that embraces a unified vision becomes focused, energized, and confident. It knows where it’s headed and why it’s going there.
As the Athletic Director you are responsible for identifying a worthy and compelling vision and articulating it to your staff.
Does your staff clearly understand the organizational goals?
Are they committed? Is it a shared vision?

13. Molding Coaches into Leaders
Leadership
Successful A.D.’s Understand the following:
Personnel determine the potential of the organization
Relationships determine the moral of the organization
Vision determines the direction of the organization
Leadership determines the success of the organization
So what can we learn from this?
It’s about people
We manage things – We lead people
It’s about communication
It’s about trust and integrity

14. Molding Coaches into Leaders
Managing vs. Leading
The best way to test whether a person can lead rather than just manage is to ask him/her to create positive change. Managers can maintain direction, but they can't change it. To move people in a new direction, you need influence.
A widespread misunderstanding is that leading and managing are one and the same. Up until a few years ago, books that claimed to be on leadership were often really about management. The main difference between the two is that leadership is about influencing people to follow, while management focuses on maintaining systems and processes.

15. Molding Coaches into Leaders
It’s About People – Modeling People Skills
Good Leaders are Relationship Builders
They Listen to People
It is the one skill all great leaders recognize as indispensable to their ability to influence others and succeed.
Listening increases knowledge, generates ideas, and builds loyalty
They Understand People
The least important word  I
The most important word  We

16. Molding Coaches into Leaders
It’s About People – Modeling People Skills
They Enlarge People
When you enlarge others, you seize an opportunity to help them reach their potential
You increase their potential for success and their capacity for growth
They Empower People
The act of empowering others changes lives, and it’s a win-win situation for you and the people you empower.
When you empower people you’re not influencing just them; you’re influencing all the people they influence

17. The Lightning Round The A.D. Playbook
It’s About the People
Successful A.D.’s realize that their success in developing others will depend on how well they deal with each of the following:
Value of People – This is an issue of our attitude
Commitment to people – an issue of our time
Integrity with people – An issue of our character
Standard for people – An issue of our vision
Influence over people – An issue of our leadership
Successful A.D.’s develop people by making the right assumptions;
What kind’s of assumptions do you make about your staff?
Our assumptions about people largely determine how we treat them. What We look for we find; what we find influences our response. Therefore, negative assumptions stimulate negative leadership – positive assumptions stimulate positive leadership.

18. The Lightning Round The A.D. Playbook
To be a successful “developer” of people do the following (cont.);
Positive Assumptions successful A.D.’s know about their people:
People want to feel valued and important
How are you feeding your team’s need for significance?
Everyone needs and responds to encouragement
Do you have a spirit of criticism or spirit of approval?
People “buy into” the leader before they “buy into” your leadership
How can you show your staff you care about them?
The first question successful A.D.’s ask when it comes to their people – “How can I help those around me be more successful?”

19. The Lightning Round The A.D. Playbook
5 quick steps to building a better relationship with your staff
Be willing to admit your mistakes and accept the consequences, rather than trying to blame others.
Work on your interpersonal skills, sensitivity to others, and tact.
Be calm and confident, rather than moody and volatile.
Listen with more than your ears.
Do everything possible to foster relationships built on trust

20. Standards of Leadership
The Lightning Round
Standards of Leadership
Be Consistent
Nothing frustrates team members more than leaders who can’t make up their minds
Be Clear
Your team cannot execute if the members don’t know what you want. Don’t try to dazzle anyone with your intelligence; impress people with your straightforwardness
Be Courteous
Everyone deserves to be shown respect, no matter what their position or what kind of history you might have with them. By being courteous to your people, you set the tone for the entire organization

21. “The Mike and Mike Show”
Contact Information
Michael J. Krueger, Ed.S., CAA
Palisade High School
Michael J. Hughes, CAA
Telluride High School
“The Mike and Mike Show”

22. Thanks for Coming! Resources
Jim Collins – Good to Great John C. Maxwell – Developing the Leader Within – Leadership Gold – Leadership 101 Nanci McGraw – Organized for Success Stephen Covey – Principal Centered Leadership – The 8th Habit
Thanks for Coming!