Any superintendent who expects to succeed in management must learn to be a coach, too. That was the message to a roomful of superintendents at the GIS in Anaheim, Calif. this week.

"This is the Age of Empowerment. That's what a coach does," said Bryan Fiese of National Seminars Group, Kansas City, Mo.

A temporary worker will not be motivated by promise of a long-term career, he says. Likewise, a career worker who has maxed-out in pay grade needs to be encouraged as well.

"They are equally important considerations, but in different ways," Fiese said.

He suggested superintendents can reduce turnover by defining the mission statement for all workers, performing morning meetings, implementing monthly training, developing an adversity prolity, developing a bonus rewards program and last, but not least, complementing workers often.

"Superintendents need to develop a coaching mentality," Fiese continued. He noted that today's workforce is the first time that four separate generations have been working together. This makes it especially tricky to bring the various elements of a good workforce together.

The age of "Theory X" management by intimidation or "Theory Y" management by teams is passe, he said. The standard today is management by communications. And that, he said, is what coaching is all about.