When Feedback Turns into Fire: Lessons from the Titans’ Coaching Crisis

When I first heard the buzz surrounding Tennessee Titans head coach Brian Callahan, it felt familiar. I’ve been in leadership long enough to recognize what happens when outside voices start overshadowing internal discussions. In Callahan’s case, the team struggled early on; fans demanded change, analysts dissected his play-calling, and headlines added pressure. Under that stress, he relinquished play-calling duties—an effort to stop the bleeding and reset the team.

On the surface, it appears to be a tactical choice. But to me, it’s really a story about feedback: who we listen to, how we interpret it, and whether we take action early or wait until the storm forces us to act.

External Noise vs. Internal Signal

In any leadership role, feedback comes at you from two directions. There’s the external feedback (the critics, customers, or, in this case, fans). Their opinions matter because they fuel the organization. Their passion can be inspiring, but it can also be volatile.

Then there’s the internal feedback (the people on your team, your staff, and those closest to the work). This feedback may not be shouted from the rooftops, but it’s usually the most reliable indicator of whether your strategy is working.

The most challenging aspect of leadership is knowing how to filter. Ignore external voices entirely, and you risk losing the very base that sustains you. Ignore internal voices, and no amount of positive PR can cover for a failing culture.

Was This Listening or Reacting?

When Callahan relinquished play-calling duties, some praised his humility and willingness to adapt and trust his staff. Others saw it as a panic move, proof that external critics had more influence than his own locker room.

I don’t know the conversations that took place inside the Titans’ facility, but I do know this: there’s a significant difference between responding to feedback and reacting to pressure. When a leader makes a change in response to concerns raised by trusted insiders, that’s adaptation. When the same change is driven primarily by headlines, it’s capitulation. One strengthens your culture; the other undermines it.

The Infinite Game and a Story from College Football

This is where Simon Sinek’s idea of The Infinite Game comes into play. He contends that too many leaders focus on the short term. They pursue quick solutions, such as firing someone, reshuffling the team, and silencing the noise, all while sacrificing long-term trust in the process.

I think about Frank Beamer at Virginia Tech. In his first six years, he had only two winning seasons. Fans grumbled, and the results weren’t impressive. Most athletic departments would have walked away. But Virginia Tech leadership chose patience. They filtered the noise, trusted their investment, and gave him time to build. That decision paid off: Beamer eventually turned Virginia Tech into a national powerhouse and became one of the most respected coaches in the game.

I recognize the difference and understand that college athletics in the late 1980s aren't the NFL in 2025. External financial pressures are not the same, but the principle remains important. Sometimes loyalty and patience allow an investment to mature into something extraordinary. Not every coach becomes Frank Beamer. However, leaders who always focus on the short term never discover what they could achieve.

When Feedback Arrives Too Late

The challenge for Callahan and many other leaders is timing. By the time feedback from the outside world arrives, it’s often too late. Changing play-calling feels more like damage control than a thoughtful adjustment.

 This is why building strong internal feedback loops is important. If players had felt empowered to voice concerns earlier, or assistants had pushed harder for changes, quiet adjustments could have been made weeks earlier. Instead, the loudest feedback came at the least helpful moment, when critics were angry and the chance for creative solutions had already passed.

 I’ve seen this happen in organizations outside sports as well. When leaders don’t create space for honest, timely feedback, they don’t eliminate feedback; they just delay it. And delayed feedback usually results in a crisis.

The Leadership Lesson

I don’t know whether Callahan’s move will turn his season around or hasten his exit. What I do know is this: feedback can either be the fuel for steady growth or the spark that lights a fire under you when it’s too late.

For leaders, the takeaway is simple but not easy:

• Create safe, early channels for feedback before the noise overwhelms you.

• Weigh external voices without letting them dictate every move.

• Balance accountability with loyalty to the people you’ve invested in.

• Remember that leadership is an infinite game, where trust and culture matter more than quick fixes or appeasements.

Virginia Tech’s patience with Frank Beamer demonstrates what’s possible when leaders adopt a long-term approach. The Titans’ struggles serve as a reminder of the opposite: what happens when feedback isn’t managed until it becomes overwhelming. For every leader, the lesson is clear. You don’t get to decide whether feedback occurs, but you do choose when and how to respond to it. Address it early, respond wisely, and build trust that endures beyond any single season. Ignore it, and eventually the noise will decide for you.

This article was also featured on Medium

About the Author

Clayton Thompson,  Ph.D., is a Colonel in the U.S. Air Force with over 20 years of leadership experience. He is the author of the upcoming book RA-RA Feedback: It’s Not a Moment. It’s a System! for building trust, accelerating growth, and creating a leadership advantage.