provides them with what they need.
"I could yell at a soccer player for not
executing a certain play, but ultimately I
have to ask myself whether I've given him
the tools, whether I've taught him what to
do." For employees, this means defining
their responsibilities and teaching them
how to carry them out.
"When people know what's expected of
them, when you hold them accountable,
you empower them."
Although his tactics have changed, Jan's
dedication to his players and his staff has
been consistent, which is perhaps why
players he has coached have also worked
for him, and why many employees have
remained with Off The Wall for years.
Off The Wall Soccer has changed and
grown and has continued to represent the
soccer community from which it sprouted
20 years ago and in which it will continue
to change and grow for many more years.
Another aspect of the business that has
remained constant has been a belief in
training and supporting management
and staff. Much has been written and
discussed about how to train and retain
today's workforce. Jan has been able
to transfer some of the techniques he
has learned from coaching to operating
a facility. "I used to have–I don't want to
say a negative approach, but a standard
approach–for how we dealt with our
athletes and employees. It was a pyramid
approach, or a top-down approach." CEOs
and CFOs were at the top; managers were
below them.
"I had that mentality many years ago. I
can't do it that way today. Today, I'm at
the bottom. I have to support my General
Manager and my Referee Coordinator. I
have to provide them with the resources
and the know-how. Above them are the
managers; above them, assistants, then
staff. The top has to be members and
customers."
Jan supports his management and staff,
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