Athletes listen to their coaches with an open heart. Why won't your team?

Managing people is hard.

None of us are perfect and we can't do everything well.

So working as part of a team, ideally, gives us the opportunity to play to our strengths, lean back for support when we need and lean in to support others when the time is right.

So why don't we, as managers, approach our team management like that?

Instead, we focus on the transactions of work and avoid the real conversations.

We save up feedback for a once-a-year performance review which is often awkward and uncomfortable, leaving both parties bruised and glad its over; or so shallow it lacks meaning, and everyone wishes they hadn't wasted the time.

The evidence tells us that feedback should be regular, normalised and constructive and that it is key to high performing teams and individual skill development.

So what would happen if the conversation you next have with your team is about you as coach - giving guidance whenever it is needed on stroke, fitness, approach and ball skills. Because your job is for you all to succeed, and that means everyone being their best.

Ask them what that could look like for you as a team.

What areas each of them think they could be stronger in.

Where they can lift others up.

Asking before giving feedback is always advisable; but creating a feedback culture is a game changer.