Over-coaching and the pitfalls of trying to do too much.


We’ve all heard the term “Cool, calm and collected” before. The demeanor that you associate with that phrase is what the best coaches hope for themselves and their athletes. Being even-keeled and levelheaded as you’re talking to your athletes or, as a leader in business, your employees will lead to greater successes on the field and in the boardroom. Over-coaching and over-leading can be easily corrected. But realizing you’re doing it can be difficult.

In this week’s episode, we look at what it means to over-coach and how you can change that behavior. Sharing too much information or having too many people share information is a sure sign of over-coaching. Being frantic or looking overwhelmed during an important moment is also over-coaching. You want to be able to deliver what your athletes or employees need to know and do so in a manner that reaches them and allows them to process it and put it to use.

You’ll learn more about why the corner during a boxing match can be an effective place to pick up coaching traits, why self-awareness can be hard to come by but is vital to your improvement as a leader, and why it’s okay to be critical of yourself. This episode has important tips for anyone who has had trouble getting through to those they work with and offers ways to improve your communication skills. They can go along way wherever you apply them, and you’ll remember to keep your info close to the vest.


  • Young coaches can tend to overshare when they are establishing themselves. Be the person who shows rather than tells.

  • Ego can be a sign of weakness and insecurity.

  • Utilizing the information you have in a way that can be beneficial to your employee or athlete is what makes a good coach.

  • An established leader has self-assurance and confidence rather than tries to be showy.

  • Sometimes it takes experience to have your words land rather than just barking out orders.

  • Being a fan of an athlete or employee is not an effective coaching style. You won’t be able to reach them as deeply as you may wish.

  • As a coach, the job isn’t to possess info. Your job is to impart it in a way to the person on your team that they can assimilate it and put it to use as quickly as possible.

  • Often, we as coaches do too much. You need to prioritize info. This works well in a business world too, especially during a crisis.

  • People are looking to you for strength during moments of vulnerability. You want to deliver that demeanor.

  • Having self-awareness and humility will help you overcome overcoaching.

  • Being critical of yourself is tough but it lets you look in the mirror at yourself to assess how you can be better. Sometimes, we don’t want to be aware and that’s an important part of maturing into a good coach.

  • You always want to work within the circumstances you’re in. In a period of crisis, deliver only the information those around you need.









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