Coaching isn't cheerleading; it's leadership. It's about teaching skills and improving mindset to create meaningful improvements in functionality. It's easy to walk around, putting out fires and directing behavior coaching has a larger long-term payoff. Coaching will give you a far more resilient and positive team, and a team which could function even if you're not there to call the shots. A good deal of business coaches like to use sports analogies, and I rarely do that since company is different than sports. In sports, there's a clear distinction between the coaches and the players, and that's not always true on the job. In sports, there is a winner and a loser, and also the sport has a set time. Organizations don't work like that. From the Harvard Business Review article Why Sports Are a Terrible Metaphor for Company the author points out:"In football,"there's 1 Super-Bowl winner,"and 31 NFL teams with crushed dreams and dispirited fans"
- You made it! That might not have been the easiest thing you have ever done, but by golly, you left it. Feel great about that. At this time, you may not feel 100% confident that you have mastered all of the intricacies of both debits and credits, but you're off to a fantastic start. It's correct that you're probably not as comfortable as I am with all the subject, but keep in mind I've been in this for three and a half decades. You've just begun. Let us review what we now understand. Always! Second, debit means leftcredit implies right. That is all! Debit left, credit directly. Third, assets go up with debits and down with credits. For liabilities and owners' equity accounts, it is exactly the opposite. They go up with credits and down with debits. Journal entries will be the building blocks of financial statements. Fifth, with each diary entry, debits must equal credits, always. And sixth, every diary entry demands the response to three questions: What accounts?
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