Some of the best sprint coaches in history are slow white guys who can't sprint.
Some of the best endurance coaches in history look like they couldn't jog a mile.
There's a difference between coaching & doing
If you judge a book by its cover, you may miss out on brilliance.
This pattern repeats across every domain.
The best acting coaches often aren't movie stars.
The best vocal coaches aren't chart-topping singers. The best writing teachers aren't bestselling authors.
The best managers aren't the best individual contributors.
Performance and instruction require different abilities.
The best acting coaches often aren't movie stars.
The best vocal coaches aren't chart-topping singers. The best writing teachers aren't bestselling authors.
The best managers aren't the best individual contributors.
Performance and instruction require different abilities.
Think about what great coaching actually demands.
Observation. Communication. Pattern recognition. Emotional intelligence.
The ability to see what someone else can't see in themselves.
None of that requires being the best performer.
Observation. Communication. Pattern recognition. Emotional intelligence.
The ability to see what someone else can't see in themselves.
None of that requires being the best performer.
It's why sometimes elite performers make terrible coaches.
They can't explain what comes naturally.
They've never had to break down the basics because the basics were never hard for them.
Their gift becomes a blind spot.
Struggle teaches you things talent never will.
They can't explain what comes naturally.
They've never had to break down the basics because the basics were never hard for them.
Their gift becomes a blind spot.
Struggle teaches you things talent never will.
The best coaches are often obsessive students of the craft.
They weren't gifted enough to coast. So they studied. They analyzed. They asked why.
They built mental models from first principles.
That deep understanding transfers.
They weren't gifted enough to coast. So they studied. They analyzed. They asked why.
They built mental models from first principles.
That deep understanding transfers.
But what if you need to move from a doer to a teacher/coach?
First, develop the ability to zoom out.
When you're performing, you're inside the experience. Coaching requires seeing the whole picture.
Practice watching others. Study film. Learn to observe without judgment before you prescribe.
Too often, as doers we narrow and commit to action. Coaching requires the opposite skill.
First, develop the ability to zoom out.
When you're performing, you're inside the experience. Coaching requires seeing the whole picture.
Practice watching others. Study film. Learn to observe without judgment before you prescribe.
Too often, as doers we narrow and commit to action. Coaching requires the opposite skill.
Second, learn to translate feel into language.
The hardest part of coaching is explaining what your body knows intuitively.
Start by articulating your own process. Write it down. Break it into steps. Find metaphors that land.
Coaching is about translating. It's teaching the feeling.
The hardest part of coaching is explaining what your body knows intuitively.
Start by articulating your own process. Write it down. Break it into steps. Find metaphors that land.
Coaching is about translating. It's teaching the feeling.
So before you dismiss someone because they don't look the part, ask a different question.
Not "can they do it?" but "can they see it?"
Can they diagnose what's broken?
Can they communicate a fix?
Can they connect with the person in front of them?
That's what matters.
Not "can they do it?" but "can they see it?"
Can they diagnose what's broken?
Can they communicate a fix?
Can they connect with the person in front of them?
That's what matters.
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