Tag Archive: Bill Walsh

Coaches Hot Seat Quotes of the Day – Friday, September 20, 2019 – Bill Walsh

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Sunday, June 23, 2019 – Bill Walsh

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Monday, January 7, 2019 – Bill Walsh

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Wednesday, August 1, 2018 – Bill Walsh

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Saturday, April 14, 2018 – Bill Walsh

 

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Saturday, August 26, 2017 – Bill Walsh

 

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

The Importance of Attention To Detail and The Little Things To Coaches Winning Football Games – #4 Hot Seat Head Coach, Kevin Sumlin, Texas A&M

 

Before we get to the #4 Coach on the Coaches Hot Seat Rankings heading into the 2017 college football season…

Kevin Sumlin, Texas A&M

…we first must relate the findings of some research we have been doing into great coaches in all sports which has produced a data point on something we have thought to be true for years, but was confirmed with hard data in the last month or so.

Coaches Hot Seat is now heading towards its 11 th year of covering the Great Game of College Football, and during the last ten seasons and for years beforehand a few of us at CHS have been collecting quotes, antidotes, stories and other information about great coaches in sport over the past 100 years plus in America. We have all of this data within Microsoft Word in 1,000-plus files and last December we started going through all that data and organizing it so we could begin to run keyword searches to see if we could pull-out commonalities among great coaches in the past and present.

Well, we have our first fascinating data point to pass along about what makes great coaches so GREAT and this particular thing is something we have seen over and over again and for some of us, we know of it totally, since it was drilled into our heads from our very first day in the US Navy 25+ years ago.

The first fascinating data point that is common across all GREAT coaches in sport both past and present is:

Attention To Detail!

Coach Paul “Bear” Bryant term for Attention To Detail was attention to “the Little Things” and is summed-up in the below great quote and video from the Bear:

“If you want to coach you have three rules to follow to win. One, surround yourself with people who can’t live without football. I’ve had a lot of them. Two, be able to recognize winners. They come in all forms. And, three, have a plan for everything. A plan for practice, a plan for the game. A plan for being ahead, and a plan for being behind 20-0 at half, with your quarterback hurt and the phones dead, with it raining cats and dogs and no rain gear because the equipment man left it at home.”

John Wooden, who in our minds is with Paul Bryant one of the five greatest coaches in American collegiate sports history had this quote about “Attention to Detail!”

“It’s the little details that are vital. Little things make big things happen.”

In the advertising world that several of the founders of Coaches Hot Seat now working the original Mad Man advertising icon David Ogilvy had the below quote about “Attention To Detail!”:

“Leaders grasp nettles.”

What does “nettles” mean exactly from the British born David Ogilvy?

“Leaders grasp DETAILS!”

We could go on for quite awhile passing along quotes about the importance of “Attention To Detail” or as Paul Bryant said, “Talking to you about Little Things as long as you are here,” but the important point is that it’s VITAL for head coaches to focus like a laser beam on all the details that surround the coach in their job if they hope to be a consistent Winner and Great Coach….PERIOD!

The obvious question when understanding the importance of “Attention To Detail” and “the Little Things” is why do coaches who are sometimes paid a Helluva lot of money to create winning teams not putting enough emphasis on organizing as much of the details as possible within their team and the obvious answer to that question is:

They Are Lazy As Hell!

It takes HARD WORK to put a broad focus across a sports team or organization on the thousands of small things that once organized and managed on an ongoing basis create the foundation for building a winning team and the honest and pitiful TRUTH is that many coaches just flat-out…

Do Not Want To Do the Hard Work!

Those coaches would rather be fishing, or playing golf, or watching TV or all-manner of other things with the sometimes enormous amounts of money they are paid instead of doing the HARD WORK that flows from making sure every issue, person and possible eventuality is accounted for within your organization which is best exemplified by the Late Great Bill Walsh:

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

Why are most of the Top 30 coaches on the Coaches Hot Seat Rankings on the Hot Seat today?

In our opinion because they have not been willing to put in the HARD WORK that is necessary to build a winning football program which does not equal the amount of time you spend in the office, but rather means the amount of time a head coach focuses on…

Attention To Detail

…and focusing on…

The Little Things!

The most ironic thing is after a lifetime of attending college football games going back to the mid-1970s, playing college football, and being around many of the top college football programs of today over the past decade-plus we can tell within just a few minutes of stepping inside a college athletic complex and watching a team practice if a Head Coach is spending enough time on organizing and managing “the Little Things” because it’s quickly obvious whether some things are being missed or if EVERYTHING is being accounted for from the largest to the smallest issue.

In 2008 a couple of Coaches Hot Seat members were in Tuscaloosa, Alabama for about a week on business and to see Alabama practice in the run-up to Bama’s second Spring Game under Nick Saban. We were with a good friend of ours that played for Paul Bryant in the 1970s, and thus we had as much run of the Alabama athletic complex as anyone could get under what is the Uber-organized Nick Saban and what we saw in those few days was fascinating in that EVERYTHING was accounted for within Saban’s program at Alabama which was best summed up by our friend that played for the Bear:

“Saban may be more organized than Coach Bryant and Coach Bryant was the most organized man I have ever known.”

Attention To Detail and a focus on The Little Things…do that and you as a coach and team will WIN…if you know how to coach the X’s and O’s of the game of football mind you!

Now with the above in mind which was written on this day for a very specific reason Aggie fans let’s move to…

#4 Hot Seat Head Coach, Kevin Sumlin, Texas A&M

Kevin Sumlin has a decent overall record at Texas A&M posting in FIVE seasons on the job in College Station a record of…

44 – 21

….but the REAL problem for Sumlin is his record in SEC Conference play….

21 – 19

….and even more startling at a place like Texas A&M which has EVERYTHING a coach needs to win a Helluva lot of football games is Sumlin’s record against Power Five Conference Schools the last FIVE seasons is…

26 – 21

Oh here’s another important data point in today’s world since teams like Texas A&M have so many cupcakes on their schedule each year….Kevin Sumlin has lost…

21 games

…in FIVE seasons at A&M which works out to an average of…

4.2 losses per season

….but over the past FOUR seasons the Aggies have averaged losing…

4.75 losses per season!

Can you really almost lose 5 games per season and keep your job at Texas A&M?

It seems so and thus why when we think of Texas A&M Athletics the first word that comes to mind is…

AVERAGE!

Oh here’s something else…Texas A&M hasn’t finished the season ranked in the Top 20 the last THREE seasons which leads us to perhaps the most important point of all considering the Aggies went 1 – 4 against the last 5 legitimate football teams it played to end the 2016 season….

Texas A&M Football under Kevin Sumlin has collapsed down the stretch of in each of the past FOUR seasons going….

2013:  3 – 3
2014:  2 – 4
2015:  2 – 4
2016:  1 – 4

Total:  8 – 15

….against the legitimate football in the second-half of the last FOUR years.

What causes the above exactly Aggie Football fans should be asking themselves?

See the introduction to this blog post for an explanation…in our humble opinion!

OK…let’s go to Texas A&M’s 2017 Football Schedule to see if Kevin Sumlin can turn things around in College Station in his SIXTH year on the job which one would think is important since Sumlin is making more than $5 Million Dollars to produce a winning football program and team…

At UCLA
Nicholls
La. Lafayette
Arkansas
South Carolina
Alabama
At Florida
Mississippi State
Auburn
New Mexico
At Ole Miss
At LSU

Our guess is that Texas A&M will finish with a overall record of…

7 – 5

…and a record in SEC play of…

4 – 4

…which if it happened would leave Kevin Sumlin’s record in SEC Conference play after SIX seasons on the job at…

25 – 23

…and if that is acceptable to fans of Aggie Football then as they say in the South…

“God Bless Their Hearts!”

We will leave you with the following….personally we like Kevin Sumlin having talked to the guy a few times over the years and from that it’s our opinion Sumlin is a good guy who works hard at his job, but if we had to put a number on what the level of organization and how close that Sumlin and his coaches pay “Attention To Detail” within the Aggies Football program using the benchmark of Nick Saban and Alabama which is…

100% organized

….we would put Sumlin’s organization of Texas A&M Football at around….

70% organized

….and last time we checked at Texas A&M a grade of 70 in the classroom in College Station is barely passing and frankly that’s not acceptable to us…but it might just be acceptable to…

Aggie Football Fans

“God Bless Their Hearts!”

Coaches Hot Seat Quotes of the Day – Tuesday, November 15, 2016 – Bill Walsh

 

BillWalsh2281818

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Monday, August 22, 2016 – Bill Walsh

 

BillWalsh2281818

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

(more…)

Coaches Hot Seat Quotes of the Day – Friday, April 29, 2016 – Bill Walsh

 

BillWalsh2281818

Bill Walsh’s Five Don’ts

“1. Don’t ask, “Why me?”

2. Don’t expect sympathy.

3. Don’t bellyache.

4. Don’t keep accepting condolences.

5. Don’t blame others.”

And

“If you see players who hate practice, their coach isn’t doing a very good job.”

And

“The absolute bottom line in coaching is organization and preparing for practice.”

And

“A resolute and resourceful leader understands that there are a multitude of means to increase the probability of success. And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.”

And

“I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure—and their ability to overcome it.”

And

“The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most—teacher.”

And

“Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.”

And

“When you stand and overcome a significant setback, you’ll find an increasing inner confidence and self-assurance that has been created by conquering defeat. Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.”

And

“Great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point. Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work. There’s only so much thinking you can isolate and focus on during that kind of extreme competitive pressure. It has to be tactical more than a conscious effort to really “try harder.” You just want to function very well, up to your potential, effortlessly—do what you already know how to do at the level of excellence you’ve acquired—whether in making a presentation or coaching a game or anything else.”

And

“Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.”

And

“We all have in our mind inspiring examples of individuals who persevered beyond the point of reason and common sense and prevailed. We tend to ignore the more numerous examples of individuals who persisted and persisted and finally failed and took everybody down with them because they would not change course or quit. We ignore them because we never heard about them.”

And

“You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.”

And

“The trademark of a well-led organization in sports or business is that it’s virtually self-sustaining and self-directed—almost autonomous. To put it in a more personal way, if your staff doesn’t seem fully mobilized and energized until you enter the room, if they require your presence to carry on at the level of effort and excellence you have tried to install, your leadership has not percolated down.”

And

“Strong leaders don’t plead with individuals to perform.”

And

“Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.”

And

“The highest-paid, most talented people that you can go out and hire will not perform to their potential unless they feel as if they are part of something special—a family that treats them right.”

And

“It was always my goal to create and maintain a working environment both on and off the field that had a sense of urgency and intensity but did not feel like we were in constant crisis mode.”

And

“In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I’ve ever coached had ego to spare.”

And

“Extra effort,” in whatever form it takes (mental, physical, emotional), cannot be sustained without eventual damage and diminishing returns. There has to be a very acute awareness on your part as to the level of exertion and the toll it’s taking on those you lead.”

And

“By instinct we—leaders—want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.”

And

“Concentrate on what will produce results rather than on the results, the process rather than the prize.”

And

“Clear thinking and overly charged emotions are usually antithetical.”

And

“People matter most—more than equipment, investors, inventions, momentum, or X’s and O’s. People are at the heart of achieving organizational greatness.”

And

“Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd—that’s the critical factor.”

And

“If you care about how you’re perceived by others, including the public, it’s good to remember the following: Criticism—both deserved and undeserved—is part of the territory when you’re the one calling the shots. Ignore the undeserved; learn from the deserved; lick your wounds and move on.”

And

“Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.”

And

“One of the common traits of outstanding performers—coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system—is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.”

And

“Nothing is more effective than sincere, accurate praise, and nothing is more lame than a cookie-cutter compliment.” 

And

“If you are worthy of emulation, you have left an unbelievable legacy. He was a great coach, a great friend, and I’m going to miss him terribly.” Former coach Dick Vermeil at Coach Bill Walsh Memorial Service

And

“I came to the San Francisco 49ers with a specific goal – to implement what I call the Standard of Performance. It was a way of doing things, a leadership philosophy, that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing; more to do with the mental than with the physical.”

And

“The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.”

And

“For me, the road had been rocky at times, triumphant too, but along the way I had never wavered in my dedication to installing – teaching – those actions and attitudes I believed would create a great team, a superior organization. I knew that if I achieved that, the score would take care of itself.”

And

“For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude you’re dead in the water, finished. I knew the example I set as head coach would be what others in the organization would recognize as the standard they needed to match (at least, most of them would recognize it). If there is such a thing as a trickle-down effect, that’s it. Your staff sees your devotion to work, their people see them, and on through the organization.”

And

“In building and maintaining your organization, place a premium on those who exhibit great desire to keep pushing themselves to higher and higher performance and production levels, who seek to go beyond the highest standards that you, the leader, set. The employee who gets to work early, stays late, fights through illness and personal problems is the one to keep your eye on for greater responsibilities.”

And

“All successful leaders know where we want to go, figure out a way we believe will get the organization there, and then move forward with absolute determination. We may falter from time to time, but ultimately we are unswerving in moving toward our goal; we will not quit. There is an inner compulsion – obsession – to get it done the way you want it done.”

And

“Victory is produced by and belongs to all. Winning a Super Bowl results from you whole team not only doing their individual jobs but perceiving that those jobs contributed to overall success. The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson. This is an essential lesson I taught the San Francisco organization: The offensive team is not a country unto itself, nor is the defensive team or the special teams, staff, coaches, or anyone in the organization separate from the fate of the organization. WE are united and fight as one; we win or lose as one.”

Four Leadership Tips From Bill Walsh from…

The Score Takes Care of Itself:  My Philosophy of Leadership, Amazon.com

1. Making The Best Of What You Have

“What assets do we have right now that we’re not taking advantage of?”

E.g: Walsh took inventory of his Bengals’ struggling offense which was undersized (meaning running the ball was a big challenge) and not capable of passing for long yardage (quarterback Virgil Carter could not throw very far) (though he could throw decently for short yardage).

Walsh then took stock of what he had to work with in terms of field real estate and had an uh-huh realization that they had 53.5 yards of width on the field (about half the distance of the length of the field) and the availability of 5 potential receivers.

Thus the West Coast Offense was born: the idea of throwing more often, to more receivers, for short yardage.

2. Good Leaders Give a Healthy Mix of Positive Criticism (not just negative/constructive criticism).

“If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same.

They need criticism, but they also require positive substantive language and information and true support to truly blossom.”

3. Good Leaders Look For These Five Qualities In Their Hires

1. A fundamental knowledge of the area they’ve been hired to manage
2. A relatively high — but not manic — level of energy and enthusiasm and a personality that is upbeat, motivated and animated.
3. The ability to discern talent in potential employees.
4. An ability to communicate in a relaxed yet authoritative — but not authoritarian — manner.
5. Unconditional loyalty to both you and other staff members.

4. The Four Most Powerful Words In Leadership

“I believe in you” (or equivalent words of your own).

Walsh writes that even Joe Montana (who already had a bunch of confidence) benefited from his coach telling him he believed in him.

Providing confidence to your team is perhaps the most powerful lever you can pull to help them optimize their performance.

And Walsh adds: And nobody will ever come back to you later and say “thank you” for expecting too little of them.

Wikipedia:   Bill Walsh

The book of coach, Seth Wickersham, ESPN.com

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