This simple rule seems to speak for itself.
If you know who you mean or intend to say, or the action or emotion you’re having, and it’s non-controversial, saying it is easy.
Often times our intentions are not clear, and our talk might me misleading or confusing. Clarify with yourself first.
This rule requires us to know what we mean, often the more challenging part of the equation.
John Wooden is behind so many of the concepts that keep coaches going and keep us up at night working to Be Like Coach.
Prepare and be decisive.
I used to say that there was no book. Now, I believe there is but it’s not what we thought. One can’t read it over and over and memorize each chapter.
When coaches talk about “the book,” as in doing things by the book, or the book saying where the ball should go on a play, they mean that there’s an answer. There is a right way in every situation.
Nope. No answer that applies in all cases. Many things happen in patterns but there is no set of moves on the field that are true or “right” in all cases.
The game will incorporate the talent, luck, karma, skill, desire and momentum in the arena and help decide the outcome in the end regardless of what was written in the introduction.
Make no assumptions. Love and play hard.
Catch the ball.
Make the play.
Practice the coverages, the priorities, the angles, the who-has-the-best-option situations.
Tabout it before and after, but not when the ball is on its way.
Simple. Not easy.
The one you see all the way, square up and crush. The crowd oohs and ahhs…and you don’t even leave the box.
Sure, you watch it. Here’s to no one getting hurt or breaking a car window.
You feel good because it felt solid, but it likely wasn’t a strike anyway…
There’s no shame, but it’s not as good as it feels.
Results, not reasons.
Most complexities are compiled of sets of simple things.
Simple. Not easy.
If your team knows where and who gets the ball, all your bases and covered and has an understanding of the need for backing up the current priorities, things will go well.
The doing is important, and the planning and understanding is critical, too.
A team that’s confident in their ball, base, backup plan–one that has run the drills over and over until the play is sharp and the communication is on point–is the one that will be able to deal with derailments with aplomb.
Being ready when things go wrong is a key to having them go right.
Good coaching, is two things, IMO:
Find out what’s required for success (define that, too) and what drives people (especially yourself).
Then boil down all of the things that your team will need to achieve the standards you decide upon, be clear about what’s expected along the way, and get going.
Start with a notebook and an open heart.
When you sit in the exit row on a plane you are required to give a verbal commitment.
You commit, by agreeing out loud, to do all you can to help the entire set of passengers get out in case of an emergency.
When you say “yes”, you’re saying, “I’m prepared to be a leader,” and to do what the 143 or 175 or 300 others need you to do, according to the specific instructions.
The others are on your team. You’re sharing an experience and have the same set of guidelines. For the duration of the flight you are a team.
As a leader your get some more leg room. That’s it. It may or may not be worth it. And even if you’re in the middle in the last row, the flight will be better if you are on board with the rules of being on board.
What will your legacy be? Who will recall what you say and do, and how it impacts them and the world?
Is it what you say today or what you’re planning to say tomorrow, or next year, or at some other future point?
Every thing you say out loud you are saying at that moment. Why not try to be at our best for the person in front of us. Now. This is the only impact that matters.
How the receiver hears it is way out of your control.
As a coach you likely talk about controllables a lot. How are you doing on being in the moment yourself?
Take ten minutes and think, talk or write about what you want your legacy to be.
There is no substitute for for good face to face (even on the phone) talk.
Talk = trust, and talk = shared experience. If you have a conversation with someone you now have a shared experience. Your perspective might not be exactly the same, and you may disagree, but you were both there.
Same goes with teams. The more we can face head on the things we do, want to do or be, with clarity and concern for each other the more the caring and shared experience grows.