Addressing under-performance, especially when it might only be “two percent of going through the motions,” risks relationships. It risks the leader’s popularity. It makes everyone uncomfortable. More than that, it’s arduous, says Brandt: “Confronting the human tendency to be comfortably mediocre is exhausting. It’s a battle in leadership.” A battle that Brandt unfailingly chooses to engage, as we’ll see throughout the book. The Coach pushes people toward their full potential, without regard for his personal reputation, an approach that has helped his teams repeat and three-peat as national
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