Coach Case

The first concept I took from these eight chapters is that if you are going to be a leader, you need to decide to form and have the best team. You have to be fully engaged and vested at all times. I see in a lot of cases people becoming leaders but not ready to spend the time to ensure their team’s success. Teamwork is another concept extremely crucial too. I liked the part where he stated they have to be coachable. In my current job, I just hired a warehouse manager. Interestingly enough, my decision wasn’t based that much on his skillset but more for his leadership. This is a young captain that just returned from Iraq and Afghanistan, led a team of 30 marines and did some work around moving tanks from one country to the next. Again, not tons of experience in the supply chain/logistics industry but he was able to articulate and demonstrate compelling leadership examples and I felt he would be a good match for my team. Time management was one that stuck with me. I believe it forces us to think ahead and plan accordingly. More importantly, I truly think if used wisely, you can take it to the next level and try to think about your strategies. You can do a quick scan of your environment during your planning process for internal/external threats etc.. As a current leader, there is nothing worse for me than a disorganized direct report. Expectations and influence go hand in hand in my perspective. You have to tell your team what the goals/objectives are but as a leader you have to ensure they have the tools to be successful. I agree with coach K when he states too many rules can be detrimental. I am of the opinion they just add too much red tape. I am currently experiencing that at my job where every tiny change I want to implement, I need to go through a long list of other department leaders for consensus or approvals. By the time I get all those barriers cleared and for what I was trying to achieve, if I computed all the salaries that were sitting in that room for