# From Player to Coach: What Nobody Tells You About the Transition 🏆🎯 --- We’re back with another file from the archives. Still connecting dots from Carlo Ancelotti’s *Quiet Leadership.* The man keeps delivering intel. This time, it’s about the hardest move in any career — **the transition from player to coach.** From doing the work to leading the people who do the work. Ancelotti doesn’t sugarcoat it: > “The problem is that when you become a manager after finishing a playing career so recently, you think that you know everything. In reality you know nothing.” Let me confuse you with how I learned that lesson. 🎯 --- ### 📌 The Dot: Being a Player Is Not Enough Ancelotti says: > “Today, I’ve seen enough to know that you must never think that being a player is enough to be a manager. It enables you to have a relationship with the players and to understand what they need, but the other aspects of management have to be studied and learned.” You were great at the craft. That’s why they promoted you. But the skills that made you a star player? They’re not the skills that make you a great coach. **The Field Reality:** Let me pull Sam Prasad again. 🎯 Early in my leadership journey, I was interviewing candidates for Lead Engineer. I was rejecting people left, right, and center. What’s new in that, you might ask? I was rejecting people who were MORE talented and more expert than me. 💀 Sam caught it. When he asked why, I opened up: *“If they’re more techie than me, how can I push them? I feel inferior.”* Sam dropped two confusions on me that day: 💀 *“Swami, you have to be the dumbest person in your team. If you are, you’re leading the right team. If not, you’re not leading the right team.”* 💀 *“As a leader, you don’t need to know everything. And you should KNOW that you don’t need to know everything.”* Pretty confusing, right? That’s Sam for you! **The Twist:** It took a while to absorb. But today? ⚡ When it comes to Techno-Functional, I am proudly the dumbest person in Team DevOps, SRE, and QA ⚡ I made that choice in 2018 when I pivoted from Techno-Functional to Cultural-Functional ⚡ I did it while I still had my best Techie years left — not when I was fading I transitioned from Captain to Coach by choice. Not by force. Think about it — Nick Fury doesn’t fly the Iron Man suit. He doesn’t throw the shield. He doesn’t smash. But he built the team that does all of it. đŸ›Ąïž Being the dumbest person in the room isn’t weakness. It’s the ultimate leadership flex. ![](https://cdn-images-1.medium.com/max/1600/1*USYhuzpC0nP1D75fVq1fnw.png align="left") `The coach who builds the team, not the player who scores!` --- ### 📌 The Dot: The Fear of Speaking Ancelotti confesses something most leaders won’t admit: > “The thing that scared me most, however, was having to put my face in front of the players and speak to them regularly.” > “When it came to speaking in front of the squad
 one might be yawning, another could be ‘resting their eyes’ in the corner, while someone might be staring blankly out the window — someone might even be fast asleep. It’s really difficult, at the start, to command everyone’s attention all the time.” The room full of people you’re supposed to lead. Half of them checked out. How do you command attention? **The Field Reality:** Honestly? This never happened to me. 🎯 Maybe because I weaponized the Super Villain card from the start. đŸŠč‍♂ My method: ⚡ Trigger their ego, attention, and even hatred FIRST ⚡ Once I have their attention, drive and mentor with my crazy methods ⚡ Practice “Care Personally, Challenge Professionally” — but in Anti-Hero style **The Restart Power Move:** When someone yawns, looks at their watch, stares out the window — I don’t ignore it. I call it out: *“You look uninterested. Maybe I’m being vague. I’m not delivering a good job as coach. So I’m going to restart from the beginning. And we’re not leaving until you get it. Even if it takes all day. Or the next day.”* 💀 Controversial? Yes. Does it work 99.99% of the time? Absolutely. **The Twist:** I flip the accountability onto myself — “I’m failing as a coach” — which puts the pressure back on THEM. They can’t yawn when the Super Villain just called himself out and committed to restart. Now they’re invested. That’s not fear of the room. That’s **owning the room by owning your failure first.** --- ### 📌 The Dot: The Boss & The Friend Ancelotti names the balancing act: > “There is a difficult and important thing to get right — to have a good relationship with the players but also be the boss at the same time.” > “It is not impossible to do and it is strange that many people think the manager cannot have a strong, positive relationship with the players while still maintaining his authority.” Friend or Boss? Care or Authority? Most people think you have to pick one. **The Field Reality:** Sam Prasad solved this for me before I even knew it was a problem. Back then, I’d never heard the word “candor.” Sam used to tell me: *“Be black and white. Be honest and transparent with your team.”* I couldn’t do it with the team. Surprisingly, I could do it with him. When he asked why, he diagnosed my problem and gave me the **Rubber Band Theory.** đŸč **Sam’s Rubber Band Theory:** Imagine: đŸč Rubber band = Your delivery mechanism đŸč Feedback on paper = The arrow đŸč Team member = The target **My Problem:** I was starting from “Care Personally” — which meant I NEVER pulled the rubber band back. I was too worried about hurting them. Result? đŸš« The arrow never left đŸš« The feedback never landed đŸš« Nothing changed **Sam’s Fix:** ⚡ **Starting position = Professional** (rubber band pulled back, ready to shoot) ⚡ Pull it back with confidence — you KNOW they won’t take it personally ⚡ Release — the arrow flies, feedback lands ⚡ After release, rubber band returns to professional zone **The Twist:** Here’s the insight that changed everything: đŸš« If you move with them PERSONALLY first → You won’t challenge them PROFESSIONALLY ✅ If you move with them PROFESSIONALLY first → They will connect with you PERSONALLY Sam was practicing Radical Candor before Kim Scott even wrote the book. I’m the proof the theory works. 🎯 --- ### 📌 The Dot: Careers in Your Hands Ancelotti admits the weight: > “You are not used to being in this position, where you have the careers of others in your hands.” > “Understanding and accepting that I was the boss was very difficult for me. I knew my own inadequacies, my own vulnerabilities, and I could not believe that others could not see that.” This is imposter syndrome at the leadership level. “How can I hold their careers when I know my own flaws?” **The Field Reality:** Honestly? I never felt this weight. Not because I’m arrogant. Because my frame was different from the start. ⚡ Pep Guardiola: My role is to make players better versions of themselves ⚡ Sam Prasad: Focus on their career growth — financial growth will follow I’m not “holding their careers.” I’m **enabling their growth.** **The Twist:** Some leaders feel the burden of responsibility. I feel the **purpose** of it. That reframe changes everything. You’re not carrying their weight. You’re clearing their path. Like Fury telling the Avengers: *“I’m not here to fight your battles. I’m here to make sure you can fight them.”* đŸ›Ąïž --- ### 📌 The Dot: Managing Talent Ancelotti says this is the hardest part: > “Of all the leadership challenges, one of the most difficult is managing talent.” And drops this truth: > “People don’t care how much you know until they know how much you care. To get people to work hard for you, you need to show them you want them to achieve career success for their sake.” High performers. Strong opinions. Big egos. How do you lead them without crushing them or losing them? **The Field Reality:** I never pushed them for success. I take cues from Toyota Production System (TPS) — **go to the gemba.** 🏭 Gemba = where the work happens. When you spend time in the gemba, the magic happens. You don’t have to push. My message to the team: ⚡ Go to the field every day ⚡ Play with passion ⚡ Make healthy progress ⚡ Enjoy the game Success comes eventually if you stay in the game. It’s milestones on an infinite journey — not a finish line. **The Twist:** Most managers chase results. I chase **presence in the work.** đŸš« Don’t push them for success ✅ Enable their presence in the gemba ✅ Let the healthy progress compound The results follow. They always do. ♟ --- ### 📌 The Dot: The Will to Prepare Ancelotti quotes a truth that separates amateurs from professionals: > “Everybody has the will to win but only the best have the will to prepare to win.” Everyone wants the trophy. Few want the boring, repetitive, unglamorous work that winning requires. **The Field Reality:** Culture plays the biggest part. And I invest heavily in it. I call it **infusing culture as the slow poison.** đŸ§Ș You don’t force preparation. You seep it into the team. Day by day. Drip by drip. Until it’s in their blood. And here’s the reality of DevOps, SRE, and QA: We are **crisis management squads.** 🚹 What do we face every day? Crisis. So we have to prepare ourselves as warriors — so that when there’s a war, we’re ready already. **The MCU Frame:** đŸ›Ąïž Think about Captain America, Falcon, Hawkeye, Black Widow. They’re not gods. They don’t have magic powers or super suits. They’re warriors. Trained. Prepared. Always ready. When the portal opens and aliens pour through, they don’t scramble. They execute. That’s what I’m building. **The Twist:** But here’s the confusion — I also tell them to have fun. 🎼 ⚡ Prepare like warriors — rigorous, focused, fearless ⚡ BUT enjoy the game while competing That’s not contradiction. That’s elite sports mentality. The best teams compete with intensity AND joy. Confusing? Yes. True? Absolutely. --- ### 🎯 The Debrief The transition from player to coach is the hardest move in any career. Ancelotti felt the fear, the weight, the imposter syndrome. I felt it differently — because Sam Prasad rewired me early. Here’s the operating system: ⚡ Be the dumbest person in your team — if you are, you’re leading the right team ⚡ You don’t need to know everything — and you should KNOW that ⚡ Own the room by owning your failure first — the Restart Power Move ⚡ Start Professional, not Personal — the Rubber Band Theory ⚡ You’re not holding their careers — you’re clearing their path ⚡ Chase presence in the gemba, not results — the results follow ⚡ Infuse culture as slow poison — warriors who have fun The craft got you here. But the craft won’t keep you here. Letting go of the craft? That’s the real transition. And once you do? You stop being the player who scores. You become the coach who builds the team that wins. 🏆 --- **Stay dumb. Stay ready. Stay poisoned.** 💀⚡ Class dismissed. ✊