From the Sidelines to the Strategy Room
If there’s one thing I’ve learned from years of coaching youth soccer and building a marketing business, it’s that leading people—whether on the field or in the office—requires more than just telling them what to do. It’s about developing, guiding, and inspiring them. In other words, it’s not about managing. It’s about coaching.
The truth is, some of the most effective business leaders I’ve ever met don’t think like traditional managers. They think like coaches. And once I embraced that mindset myself—both as the Director of Marketing at Herculeads and as a co-founder—I noticed a major shift in how I approached leadership, team growth, and even problem-solving.
Management Is Control. Coaching Is Development.
There’s a fundamental difference between managing and coaching. Managers often focus on control, structure, and output. Coaches focus on development, mindset, and growth.
When I manage a youth soccer team, I’m not just yelling from the sidelines or pointing to a game plan. I’m getting to know each player’s strengths, weaknesses, motivations, and communication styles. I’m building trust. I’m helping them grow, not just perform.
In business, it should be the same. If all you do is give orders, correct mistakes, and track productivity, you might get results—but they’ll be short-lived. Real, lasting growth comes from coaching people to think critically, improve continually, and believe in their own potential.
Building a Culture of Trust and Feedback
One of the first things I teach my soccer players is that feedback is a gift. It’s not personal. It’s a tool for getting better. That only works, though, if trust is present. They have to know I’m in their corner.
In a professional environment, that’s just as critical. I’ve seen companies struggle because employees are afraid to speak up, admit mistakes, or ask for help. In a coaching culture, though, feedback flows both ways. Leaders listen as much as they talk. They foster an atmosphere where people feel safe, supported, and challenged.
At Herculeads, we’ve worked hard to create that kind of environment. We hold each other accountable, but we also celebrate growth, ask questions, and recognize effort. The results speak for themselves—in both employee retention and client satisfaction.
Play to Strengths, But Stretch the Limits
On any soccer team, you’ll have a mix of talent. Some players are naturally aggressive. Others are more strategic. A good coach doesn’t force everyone into the same mold. Instead, you put people in positions where they can thrive—and then challenge them to expand those strengths.
That’s exactly what I do in business. Whether it’s a marketer who’s great at creative but hesitant with data, or a sales rep who crushes calls but struggles with follow-up systems, my role is to recognize their potential and help unlock it.
I’ve learned to ask the same questions I would ask on the field:
- What’s working for you right now?
- Where are you getting stuck?
- What do you need from me to get better?
That approach changes everything. It shifts the dynamic from “boss and employee” to “mentor and team member”—and the results are always more impactful.
The Game Is Always Changing—So Should You
In soccer, you never stop learning. Each match teaches you something new. You adapt your strategy based on your opponent, your team’s energy, and even the weather. Coaching means being flexible, staying humble, and adjusting in real-time.
In business, especially in digital marketing, it’s no different. Platforms change, algorithms shift, buyer behavior evolves. If you’re managing by rigid rules and routines, you’re likely falling behind. But if you think like a coach, you’re always scanning the field, adjusting your tactics, and staying ahead of the game.
Personally, I’ve made some of my best decisions by staying open to change. Whether it’s testing a new lead generation funnel, exploring new technology, or shifting team roles to match evolving goals, I’ve learned that agility is a strength—not a weakness.
Motivation Isn’t One-Size-Fits-All
Coaching has taught me that people are driven by different things. Some players are motivated by competition. Others just want to feel valued. The same applies to teams in the workplace. If you treat every team member the same, you’re going to miss opportunities to connect—and to lead effectively.
Great coaches (and great leaders) take the time to understand individual drivers. That’s how you build loyalty, improve morale, and get the best out of your people.
At Herculeads, I’ve learned to pay close attention to how people respond to pressure, praise, and challenge. When you lead with empathy and awareness, people don’t just follow—they buy in.
Final Thoughts: Coach the Person, Not Just the Position
If there’s one thing I want to leave you with, it’s this: don’t just manage tasks—coach people. Business isn’t just about hitting KPIs. It’s about building up a team that’s strong, skilled, and aligned with the bigger mission.
Being a coach means investing in people’s growth, not just their performance. It means leading with heart, communicating with clarity, and always looking for ways to help your team level up.
I may have started on the soccer field, but the lessons I’ve learned there have shaped every aspect of how I lead in business. And if you ask me, every great business leader should spend some time on the sidelines—because that’s where real leadership is built.