The idea of coaching the player, not the score seemed to resonate. It’s one thing to treat people differently based on who they are and what they want but you first need to create the framework for others to follow.
If you give the rope to hang you also have to give the wood to build a stool.
In the prior post, both John Wooden and Charlie Manuel set expectations about behaviors and gave their teams the construct upon which to make the best decisions. Each coach had a framework his players had to follow. Never give less than your best, put the team first and be respectful of those around you.
But that only works if the you walk the talk.
photo by daniele butera
It starts with you, coach. You must hold yourself to a higher standard. You can tell people to do something all day everyday, but until you unfailingly do likewise - especially when it’s easy not to - you won’t get any traction.
If you have two sets of values, one for you and another for your team, you will fail. Period. It’s why so many companies have a hard time ‘instilling ownership.’ Is it any wonder people care so little about their company when they see ridiculous bonuses being paid to top executives or travel perks only extended down to an arbitrary level in a company?
It may take a little time, but when you’re consistently living out the values you want to draw out of your team it won’t be long until everyone is reading from the same playbook.
Think deeply and critically about your values (try to narrow this list to five - it’s not as easy as it seems) and then take a look in the mirror every day. When you can hold yourself up as the model you won’t have much trouble getting others to follow suit.
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