Hi Reader

I've been thinking about a common leadership issue.

Ever feel like something’s not quite right with your team, but you can’t put your finger on it?

You’re doing the work; the strategy & tactical sessions, the precise training load and prescription, the one-to-ones — but the results just don’t match the effort. The energy isn’t there. The decision-making is hesitant. It’s like the gears are grinding, but they’re not fully meshing.

You start questioning yourself. Is it the players? The tactics? The culture? Maybe you tweak a few things, tighten the reins a bit, or try being more flexible. But nothing seems to shift.

You’re not alone - I’ve been in this hole myself. And I know it can really eat away at you and drive you to the point of distraction.

Here’s what I've learned: the problem might not be what you’re doing — it might be how you’re leading. And if you’re caught in the deadly combination of micromanagement and inconsistency, you might be unknowingly draining the life out of your team.

This is well worth three minutes to unpack and understand……

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Now back to this week's topic......

A Lethal Cocktail...

I was leading a talented team. Preparations were spot-on, the strategy and tactics were clear, and everyone was driven to succeed. Yet, somehow, things weren’t clicking.

The team looked hesitant like they were Second-guessing themselves. No spark or vitality.

Here’s what was killing the whole show: Micromanagement and Inconsistency. A dangerous leadership cocktail.

Micromanagement: The Leadership Straitjacket

Let’s talk about micromanagement. It often starts innocently — you’re just being “thorough”. But there’s a fine line between detail-oriented and suffocating. I’ve seen it first-hand. A coach who insists on controlling every pass, every run, every decision. Players freeze, waiting for instructions instead of trusting their instincts. And before you know it, you’ve killed their confidence. They’re playing not to make mistakes and not lose rather than playing to win.

In a study by Amabile and Kramer (2011), employees under micromanagement reported plummeting motivation and creativity. Athletes are no different. You can’t build adaptable, thinking players if you’re making every decision for them.

Yes, your insight and experience is valuable and important…but micromanagement is like trying to play chess while moving every piece yourself. You might win a few moves, but long-term? You’re opponents play 3D chess and see & play the game at a different, more profitable, front-foot level.

Inconsistency: The Unpredictable Curveball

Now take this situation and layer inconsistency on top. One day, you’re nitpicking every action; the next, you’re hands-off and vague. What do your players do? They’re confused young men or women. They guess. They hesitate. They lose faith in the plan — and, quickly, in you. They’ve lost confidence and conviction because you’ve withered away connection.

I once had an interesting coaching client; a manager who was brilliant tactically but had the consistency of Irish weather. Monday, he’d drill set plays down to the nth degree. And just before match-day? He’d scrap the plan and improvise. The players were lost. They didn’t know which version of him was going to show up. Confidence evaporated. And then? Confusion, frustration, and dropping points faster than you’d drop hot coals.

I learned too that inconsistency erodes trust. And without trust, leadership is dead in the water. (Sidenote: a good read on this topic is Carlo Ancelloti’s book, Quiet Leadership. He discusses how he tailors his approach to align with the specific environment of his team, rather than imposing a rigid methodology. And, in turn, this adaptability is a cornerstone of his success, allowing him to maintain consistency in leadership while keeping a finger on the pulse and respecting the distinct dynamics of each team. In this way Ancelotti fosters trust and stability, essential elements that we all agree at vital for teams performing at their peak consistently.)

The Fix: Trust, Balance, and Creative Thinking

So, what’s the answer? Here’s what I’ve learned from my own bitter experiences and from those I’ve had the pleasure to work with: It’s about finding that sweet spot — where you guide but don’t smother, where you’re steady but not rigid. Here’s a few pointers:

1. Trust, Then Verify: Set clear expectations. Then back off. Let your team do what they’re trained & coached to do. Check in occasionally, but ditch the urge to hover like a chef constantly lifting the lid — all you’re doing is letting the heat escape.
2. Consistency is Your Foundation: Your team should know what to expect from you, day in and day out. Think of your leadership like a reliable defence — solid, predictable, and hard to break down.
3. Communicate Clearly, Often & Honestly: Mixed messages kill momentum. Say what you mean, mean what you say, and keep the lines open. Good communication isn’t just giving instructions; it’s understanding where your players are mentally and emotionally and pitching your message to meet this. You need them to both listen to you AND hear you.
4. Feedback Isn’t a One-Off: Don’t save feedback for annual reviews or post-season debriefs. Make it a regular habit. Two-way feedback — honest and immediate — can prevent small issues from snowballing into disasters.
5. Lead With Trust, Not Fear: Stephen Covey nailed it in The Speed of Trust — when trust increases, efficiency improves, and problems shrink. Trust isn’t soft. It’s a cornerstone of high-performing teams.

Challenge Yourself: Flip the Script

Here’s a thought experiment: What if, instead of obsessing over control, you obsessed over autonomy? What if, instead of worrying about mistakes, you created an environment where players felt safe to take risks? Dan Heath calls this “thinking upstream” — addressing the environment, not just the outcome. (I share some detail in a past newsletter...read it here)

Micromanagement and inconsistency are fear-based. Leadership needs to be trust-based. So, the next time you feel the itch to micromanage or flip-flop, pause and ask yourself: Am I helping them perform to their best, or am I just feeding my own need for control?

Because leadership isn’t about you. It’s about creating the conditions for your people, individually and collectively, to thrive.

It's kind of obvious but can hide in the wide open when you're in the eye of a storm; inconsistent leaders create confused teams. Micromanagers create fearful teams.

But leaders who trust, communicate, and stay consistent?

They nurture, facilitate and build teams that can think, adapt, and win.

Thanks for reading - 2 quick things (i) if you're curious about my work in 1-1 and/or small group settings please check my work over at https://www.theleaders.coach/ and (ii) if there is some topic or subject you'd like to see covered in an upcoming newsletter then please email me at paul@theleaders.coach

Thank you for being part of the Leaders Coach community. The work on how to perform better is something you have to do alone. But you don't have to do it on your own. Onward and Upward, Paul Clarke

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