Working For versus Working With
Many of us played team sports growing up, and the lessons we learned there carry over directly into our work as leaders. In sports, we often distinguish between two types of coaches: those you play for and those you play with.
A coach you play for sets clear expectations, builds a motivating culture, and develops meaningful relationships with players both on and off the field. A coach you play with simply shows up and gives direction. The difference becomes clear over time, as measured by how many former players return to support the program or become coaches themselves, inspired by the mentorship they received.
Just like in sports, the impact we have as managers and mentors in our business offices is reflected in the growth, engagement, and future success of the people we guide.
This same analogy applies when we reflect on how we lead our teams. Do we have employees who work for us, or employees who work with us?
Employees who work for us are engaged, motivated, and willing to go above and beyond their defined responsibilities. Employees who work with us perform their duties as required, meet expectations, and leave at the end of the day. That’s not to say they aren’t doing their jobs correctly, but they are less likely to seek leadership opportunities, take initiative, or contribute to a culture of growth.
As leaders, if we foster the right environment, we can cultivate employees who want to grow, learn, and eventually step into leadership themselves. In other words, we can grow our own.
Understanding leadership in theory is important, but becoming a practitioner is another challenge entirely.
Growing Talent Is Essential
As many of us have experienced, school districts face increasing challenges in recruiting and retaining qualified business office professionals. The “grow your own” mindset is no longer optional — it’s essential. Just as strong athletic programs thrive by developing their own players, strong business offices thrive by identifying talent, nurturing growth, and preparing staff to step into leadership roles when the opportunity arises.
Understanding leadership in theory is important, but becoming a practitioner is another challenge entirely. Effective leaders invest time in understanding their employees — both personally and professionally — and learn their short- and long-term goals.
People bring a variety of cultural, social, and ideological differences to the workplace, all of which influence how they approach their work. The ability to find common ground, communicate effectively, and adapt leadership styles accordingly is critical for building a culture where everyone is aligned toward achieving shared goals.
Creating consistent communication methods with your team and peers helps develop these relationships and allows your staff to understand your values and leadership approach. Informal opportunities — like lunches, coffee meetings, or casual check-ins — can also help establish connections. Employees need to understand who you are as a leader, what your expectations are, and what you value professionally and personally.
Building Relationships Every Day
In team sports, some of the most vivid memories often come from moments off the field: laughing with teammates during practice or receiving guidance from a coach after a misstep. These moments build relationships and establish mentorship that lasts long after the game ends. The same is true in the business office. How leaders handle these small, meaningful moments shapes culture and fosters growth.
Many of us have had former students return to our districts as paraprofessionals, teachers, or administrators. When asked why they came back, the person often points to a specific teacher or coach who made a lasting impression. Those small investments of time and mentorship inspire people to return and contribute to the next generation, exemplifying the value of “growing your own.”
Having someone identify opportunities for improvement and provide guidance was instrumental in shaping our careers, and the same principle applies in the business office. Understanding each employee’s areas for growth and creating a clear path for development shows genuine investment in their success and fosters a culture where everyone benefits.
Leading with Awareness
Some staff may be more introverted or need additional guidance to reach their potential. Strong leaders recognize when to push, when to give space, and how to help employees overcome obstacles. Whether in sports or the business office, those moments of support are remembered for years and help cultivate a team that works for you — not just with you.
We all have mentors and coaches who have left a lasting impact on us, and we would not hesitate to answer their call for help today. The most meaningful way to honor their influence is to pay it forward: instill those same leadership values in the next generation and continue to make “growing your own” the backbone of our leadership style.