Here are just a few great quotes from Don Yaeger's book "Great Teams:"
"Motivation is short, but inspiration lasts a lifetime."
-Ganon Baker
"Great competitors focus on daily improvement, with the mind-set to win each and every day."
-Bruce Bowen
"I think every leader must have a heart of service."
-Aja Brown
"I believe in winning the day and looking for small victories for my players, whether a great play in practice, a passing grade on an exam, or a personal best in the weight room. I use these opportunities to reinforce behavior that was consistent with the culture I wanted to build."
-Jim Calhoun
"Promising something like playing time, is setting up disappointment and a breakdown of trust."
-Jim Calipari
"How your team complements each other is just as important as their individual skill sets."
-Jerry Colangelo
"When communication breaks down, mistrust and bad attitudes begin to develop. I remain in constant communication with my players and staff to ensure they are all on the same page."
-Tom Crean
"Great teams know how to listen in a meeting and understand when feedback is required."
-Randy Cross
"My practices are called the 'competitive cauldron' because of my focus on competition and punishing pace."
-Anson Dorrance
"A shared culture will quickly show the new team member how he is expected to act...Personal agendas are not tolerated within the standards of a strong organization."
-Kevin Eastman
"A talented team will gie its best work every day, no matter what."
-China Gorman
Showing posts with label Teamwork. Show all posts
Showing posts with label Teamwork. Show all posts
Saturday, December 24, 2016
QUOTES FROM DON YAEGER'S "GREAT TEAMS"
Labels:
Attitude,
Culture,
Leadership,
Organization,
Philosophy,
practice,
Team Building,
Teamwork
Tuesday, July 5, 2016
COACH SUMMITT'S DEFINITE DOZEN
Hard to believe there is anyone that doesn't have a copy of this but just in case here is Pat Summitt's Definite Dozen:
TO STAY HERE:
BE COMMITTED TO YOUR ACADEMICS – Know your catalog … make a plan … get a degree. Go to class every day. Be on time. Sit up front. Take good notes. Do all extra work possible. Plan ahead and talk to professor when we travel or you are having a problem. Get tutors when you need them.
BE COMMITTED TO HAVING CLASS – Treat teachers, trainers, support staff, chapel workers, Marriott workers, and all you meet with respect. Treat other people the way you want to be treated. Moody people are rude. Remember to smile, to say please, thank you, yes sir, and yes ma’am, and give people the benefit of the doubt.
BE COMMITTED TO DOING THE RIGHT THING – We have plenty of school rules … know them. Realize if you just try to do the right thing you will be OK. Try to do the next right thing right and you are as close to perfect as any person can be.
BE COMMITTED TO THE PROGRAM – We realize that our players are in a fish bowl at lipscomb. Every word and action will be watched. Our program’s reputation provides many opportunities yet brings many responsibilities. We must be committed to build on to the tradition of our program and respect those that have gone before us and paid the, price to build the program.
TO PLAY HERE:
BE COMMITTED TO HARD WORK – Our program is built on the concept that hard work pays off. We believe that we work harder than anyone else … and because of that we always deserve to win. There is a reason we are the best … we work at it.
BE COMMITTED TO BECOMING A SMART PLAYER – Our players must be ready to learn. We believe we work smarter than anyone else … We must develop players who understand the game. Our players must be good listeners andlearn by watching. We must make good decisions, we must play with poise. We prepare mentally for practice and games.
BE COMMITTED TO OUR TEAM ATTITUDE CONCEPT – We must have players who believe in our team concept. Our program is built on the concept that the team/program is bigger than anyone player … We need unselfish players.
COMMIT YOURSELF TO A WINNING ATTITUDE – Our players must be-committed to winning but understand we don’t measure our success by winning alone. Each time we play we evaluate ourselves on reaching our potential. The test for our team is to play against the game not just our opponent. We never quit. We always are looking for a way to win.
TO WIN HERE:
BELIEVE IN OUR SYSTEM – commit yourself to our philosophy, to our system of play. Be a sponge and soak up the con cepts of how we play. learn your role … then accept your role and do it the best you can.
BELIEVE IN YOURSELF – Play with confidence … think positive … realize you are a great player in a great program. Don’t get down when you play poorly … you were chosen to be here … be a leader. lead by example.
BELIEVE IN YOUR TEAMMATES – Communicate with each other … help each other. Remember the strength of the pack is the wolf and the strength of the wolf is the pack. Encourage each other and support each other. Don’t ever forget the importance of the shell around the team. Be a friend. We understand that we are all different – be tolerant of team mates and others.
BELIEVE IN YOUR COACHES – Understand that your coaches are trying to help make you better people and players. Ask questions … don’t whine and complain. learn to take tough coaching.You must believe that the coaches are doing what they think is right for the team and you.
Labels:
Academics,
Attitude,
Coach Summitt,
integrity,
Teamwork,
Work Ethic
Thursday, June 30, 2016
AN INSIDE LOOK AT PAT SUMMITT'S CHAMPIONSHIP CULTURE
I've got a great way for you to honor Coach Pat Summitt, contribute to her Foundation and get great insight to why she was such a great coach. Coach Greg Brown has wrote a book about Coach Summitt and Coach Don Meyer, whom he both worked for. It is simply an outstanding book because Greg goes behind the scenes to speak about what made each special. All proceeds from the book go to the Pat Summitt Foundation and Don Meyer Foundation.
The name of Greg Brown's book is "The Best Things I've Seen In Coaching." It's an outstanding book and you can order a copy HERE.
An example of the book's section on Coach Summitt includes:
The Tennessee Way -- The values that created the championship culture of the Lady Vols.
Summitt's Five Ways To Maintain Success -- A great list from someone who maintained the highest level of success over three decades.
Game Notes -- 12 pages of game notes from including pre-game, halftime and post game and team meeting thoughts from some of Tennessee's games including UConn.
John Maxwell Talk -- Coach Summitt brought in her friend John Maxwell to talk to the Lady Vols and Greg's notes on this talk are outstanding!
Definite Dozen Overview -- A detailed look at Coach Summitt's famous list.
Practice Expectations -- A great list one that we have modified to use with our team.
Work Ethic -- A list of characteristics of what Coach Summitt believed necessary for having a great work ethic.
Pat Summitt Core Values -- An interview with Coach Summitt on this area
Make Hard Work Your passion -- Another great list on the importance of hard work
Don't Just Work Hard, Work Smart -- Coach Summitt on the mental side of the game
Discipline Yourself So No One Has To -- Two great pages that also became a team passout for our team.
Learn To Be A Great Communicator -- Two pages on keys to being an effective communicator
Put The Team Before Yourself -- Two pages on thoughts that Coach Summitt shares on teamwork (some of which I share below).
Be A Competitor -- The first word I think of when I think of Coach Summitt is "competitor" -- this section by Greg is worth the price of the book by itself.
Take Full Responsibility -- This section deals with coach and player accountability.
Develop And Demonstrate Loyalty -- Coach Summitt talks about it positive and negative effects on a team
Respect Yourself And Others -- Again, another section that speaks to both players and coaches including the topic of body language.
Make Winning An Attitude -- A wonderful list on all that goes in to having a championship attitude.
Change Is A Must -- Greg gives a great list of why Coach Summitt thought that not only was change inevitable but necessary
These are but just a small sampling of some great notes that Greg took while being in staff meetings or listening to Coach Summitt talk to her team:
"Teamwork is not a matter of persuading yourself and your colleagues to set aside personal ambitions for the greater good. It's a matter of recognizing that your personal ambitions and the ambitions of the team are one and the same. That's the incentive."
"To me, the greatest reward for being a team player, far outweighing any personal gain, is that it means you will never be alone. Think about that. Life has enough lonely times in store for all of us. The wonderful thing about partnership is that it halves your sorrow and compounds your joys. When you are pressure, your teammates will only multiply it. The amount of success you are capable of enjoying and the pleasure you are capable of feeling, is equal to the number of people you are willing to share it with."
The name of Greg Brown's book is "The Best Things I've Seen In Coaching." It's an outstanding book and you can order a copy HERE.
The name of Greg Brown's book is "The Best Things I've Seen In Coaching." It's an outstanding book and you can order a copy HERE.
An example of the book's section on Coach Summitt includes:
The Tennessee Way -- The values that created the championship culture of the Lady Vols.
Summitt's Five Ways To Maintain Success -- A great list from someone who maintained the highest level of success over three decades.
Game Notes -- 12 pages of game notes from including pre-game, halftime and post game and team meeting thoughts from some of Tennessee's games including UConn.
John Maxwell Talk -- Coach Summitt brought in her friend John Maxwell to talk to the Lady Vols and Greg's notes on this talk are outstanding!
Definite Dozen Overview -- A detailed look at Coach Summitt's famous list.
Practice Expectations -- A great list one that we have modified to use with our team.
Work Ethic -- A list of characteristics of what Coach Summitt believed necessary for having a great work ethic.
Pat Summitt Core Values -- An interview with Coach Summitt on this area
Make Hard Work Your passion -- Another great list on the importance of hard work
Don't Just Work Hard, Work Smart -- Coach Summitt on the mental side of the game
Discipline Yourself So No One Has To -- Two great pages that also became a team passout for our team.
Learn To Be A Great Communicator -- Two pages on keys to being an effective communicator
Put The Team Before Yourself -- Two pages on thoughts that Coach Summitt shares on teamwork (some of which I share below).
Be A Competitor -- The first word I think of when I think of Coach Summitt is "competitor" -- this section by Greg is worth the price of the book by itself.
Take Full Responsibility -- This section deals with coach and player accountability.
Develop And Demonstrate Loyalty -- Coach Summitt talks about it positive and negative effects on a team
Respect Yourself And Others -- Again, another section that speaks to both players and coaches including the topic of body language.
Make Winning An Attitude -- A wonderful list on all that goes in to having a championship attitude.
Change Is A Must -- Greg gives a great list of why Coach Summitt thought that not only was change inevitable but necessary
These are but just a small sampling of some great notes that Greg took while being in staff meetings or listening to Coach Summitt talk to her team:
"Teamwork is not a matter of persuading yourself and your colleagues to set aside personal ambitions for the greater good. It's a matter of recognizing that your personal ambitions and the ambitions of the team are one and the same. That's the incentive."
"Teamwork is not created by like-mindedness. It's an emotional cohesion that develops from mutual respect and reciprocity and from coping with good times and adversity."
"To me, the greatest reward for being a team player, far outweighing any personal gain, is that it means you will never be alone. Think about that. Life has enough lonely times in store for all of us. The wonderful thing about partnership is that it halves your sorrow and compounds your joys. When you are pressure, your teammates will only multiply it. The amount of success you are capable of enjoying and the pleasure you are capable of feeling, is equal to the number of people you are willing to share it with."
The name of Greg Brown's book is "The Best Things I've Seen In Coaching." It's an outstanding book and you can order a copy HERE.
Labels:
Book Review,
Coach Meyer,
Coach Summitt,
Resources,
Teamwork
Wednesday, March 23, 2016
CULTURE AND LEADERSHIP -- WHEN THE COACH IS WAY
There was an article that ran on Al.com written by Michael Casagrande regarding Coach Nick Saban and how he handled spring break with his team. You can read the entire article here. There were a few things that stood out to me in the article and they were related to the culture that Coach Saban has built.
I'm a big believer in the fact that great teams, championship teams are developed when the coaches aren't around -- the locker room, off-season workouts, in the community. "Who's running your locker room" is always a key factor. Can your leaders work in such a way that the young one's will follow? This is where culture comes in.
In a meeting with his team before parting for spring break, Coach Saban told his team he wanted them to workout four times over the break. Saban commented:
I believed this statement showed trust on Coach Saban's part as well as a standard of accountability that could be checked when they returned.
The other statements from this article that was impressive came from the players themselves that showed both leadership and commitment to their team:
When linebacker Ruben Foster was asked how his trip to Miami he said he didn't make it to the beach. Instead he:
Culture and process makes the difference over the long haul. One final statement from Coach Saban shows his trust in his players and the belief that culture is strong:
I'm a big believer in the fact that great teams, championship teams are developed when the coaches aren't around -- the locker room, off-season workouts, in the community. "Who's running your locker room" is always a key factor. Can your leaders work in such a way that the young one's will follow? This is where culture comes in.
In a meeting with his team before parting for spring break, Coach Saban told his team he wanted them to workout four times over the break. Saban commented:
"And we'll know the players who worked out four times and did not dissipate in terms of gaining weight and who took care of themselves, because you won't be able to respond in practice like you want to if you don't do those things. Now, we don't call and make sure they do it. We don't have a postcard that they fill out. We can't make them do it, so we encourage them to do it."
I believed this statement showed trust on Coach Saban's part as well as a standard of accountability that could be checked when they returned.
The other statements from this article that was impressive came from the players themselves that showed both leadership and commitment to their team:
When linebacker Ruben Foster was asked how his trip to Miami he said he didn't make it to the beach. Instead he:
"Worked out. Studied. Tried to call the young guys, check up on them, them checking up on me."Tight end O.J. Howard and quarterback David Cornwell travelled to Houston together to work on routes with each other. As Howard stated:
"We both want to win for the team so whenever you've got a bunch of guys on the team who are dedicated like that it's going to help the team in the long run."
Culture and process makes the difference over the long haul. One final statement from Coach Saban shows his trust in his players and the belief that culture is strong:
"I didn't ask anyone how much they worked out over spring, but it's a real indicator of how important football is to them, and how important that is for them to be a good player. If a guy just went and did nothing for the whole time, he's not very committed to improving himself and having a significant role on the team. I think it tells you a lot about a player's competitive character, how important football is to them, and how important the team is to them in how he does those things."
Labels:
Coach Saban,
Commitment,
Culture,
Leadership,
Teamwork,
Work Ethic
Tuesday, December 22, 2015
ARE YOU PREPARED WHEN YOUR NUMBER IS CALLED?
Another great passage from Coach Urban Meyer's book "Above the Line." We read this one to our team last week. Players all want more playing time, more opportunity, but what are they doing to maximize that opportunity when it arises. This is a great story:
The outcome is that you are prepared to make the play when your number is called. There is no better example than Kenny Guiton.
In 2012, Kenny was a junior backup to quarterback Braxton Miller. Throughout all of our practices that fall, Kenny was the most mentally and physically engaged player on our team. When Braxton was running players, Kenny was 10 yards directly behind him, make the same reads and checks, executing the play mentally. Then, when the ball was snapped to Braxton, Kenny would perform the correct motions just as if he were taking the life rep. That was our culture at work. He was preparing in case his number would be called.
That October, Kenny's number was called. We were down against Purdue by 8. On the last play of the third quarter, Braxton went down and was injured for the rest of the game. Kenny game in. It was the final drive of the game and down by 8 points with 60 yards to go, forty seconds left on the clock, and no timeouts left. He led the offense down the field, and threw the game-tying touchdown pass to receiver Chris Fields with only three seconds left in regulation. On the very next play, Kenny tied the scored on a perfectly executed pass play to tight end Jeff Heuerman for the 2-point conversion. After taking the game into overtime, running back Carlos Hyde dived over the line for the game-winning score.
We won that game and kept our undefeated season intact because Kenny Guiton fully embraced our culture of competitive excellence.
Our third core believe is power of the unit, and it means that our players have an uncommon commitment to each other and to the work necessary to achieve our purpose.
People see the remarkable performances of these players on Saturday, but they do not see the tireless work that those players and their unit leaders put into training and preparing to compete. And they did the work not knowing when, or even if, their numbers would be called.
The outcome is that you are prepared to make the play when your number is called. There is no better example than Kenny Guiton.
In 2012, Kenny was a junior backup to quarterback Braxton Miller. Throughout all of our practices that fall, Kenny was the most mentally and physically engaged player on our team. When Braxton was running players, Kenny was 10 yards directly behind him, make the same reads and checks, executing the play mentally. Then, when the ball was snapped to Braxton, Kenny would perform the correct motions just as if he were taking the life rep. That was our culture at work. He was preparing in case his number would be called.
That October, Kenny's number was called. We were down against Purdue by 8. On the last play of the third quarter, Braxton went down and was injured for the rest of the game. Kenny game in. It was the final drive of the game and down by 8 points with 60 yards to go, forty seconds left on the clock, and no timeouts left. He led the offense down the field, and threw the game-tying touchdown pass to receiver Chris Fields with only three seconds left in regulation. On the very next play, Kenny tied the scored on a perfectly executed pass play to tight end Jeff Heuerman for the 2-point conversion. After taking the game into overtime, running back Carlos Hyde dived over the line for the game-winning score.
We won that game and kept our undefeated season intact because Kenny Guiton fully embraced our culture of competitive excellence.
Our third core believe is power of the unit, and it means that our players have an uncommon commitment to each other and to the work necessary to achieve our purpose.
People see the remarkable performances of these players on Saturday, but they do not see the tireless work that those players and their unit leaders put into training and preparing to compete. And they did the work not knowing when, or even if, their numbers would be called.
Labels:
Attitude,
Commitment,
practice,
Preparation,
Self-Improvement,
Teamwork
THE STRENGTH OF THE PACK
We in coaching have all read, heard and shared the first two verses of Law of the Jungle from Rudyard Kiplings' "The Jungle Book":
I've always loved this passage because it speaks so much to the value of team. This morning I got the following passage from my dear friend Joe Carvalhido which puts even more value on being a part of the pack:
"A wolf pack: the first 3 are the old or sick, they give the pace to the entire pack. If it was the other way round, they would be left behind, losing contact with the pack. In case of an ambush they would be sacrificed. Then come 5 strong ones, the front line. In the center are the rest of the pack members, then the 5 strongest following. Last is alone, the alpha. He controls everything from the rear. In that position he can see everything, decide the direction. He sees all of the pack. The pack moves according to the elders pace and help each other, watch each other."
Now this is the Law of the Jungle --
as old and as true as the sky;
And the Wolf that shall keep it may prosper,
but the Wolf that shall break it must die.
as old and as true as the sky;
And the Wolf that shall keep it may prosper,
but the Wolf that shall break it must die.
As the creeper that girdles the tree-trunk
the Law runneth forward and back --
For the strength of the Pack is the Wolf,
and the strength of the Wolf is the Pack.
the Law runneth forward and back --
For the strength of the Pack is the Wolf,
and the strength of the Wolf is the Pack.
I've always loved this passage because it speaks so much to the value of team. This morning I got the following passage from my dear friend Joe Carvalhido which puts even more value on being a part of the pack:
"A wolf pack: the first 3 are the old or sick, they give the pace to the entire pack. If it was the other way round, they would be left behind, losing contact with the pack. In case of an ambush they would be sacrificed. Then come 5 strong ones, the front line. In the center are the rest of the pack members, then the 5 strongest following. Last is alone, the alpha. He controls everything from the rear. In that position he can see everything, decide the direction. He sees all of the pack. The pack moves according to the elders pace and help each other, watch each other."
Saturday, December 12, 2015
THE PRICE OF TEAMWORK
As a follow up to the "The Price That Must Be Paid," here are some great thoughts from John Maxwell on "The Price of Teamwork."
Sacrifice:
There
can be no success without sacrifice. James Allen observed, “He who would accomplish little must sacrifice little; he who would
achieve much must sacrifice much.”
Time
Commitment:
Teamwork
does no come cheaply. It costs you time-that means you pay for it with your
life. Teamwork can’t be developed in a microwave time. Teams grow strong in a
Crock-Pot environment.
Personal
Development:
Your
team will reach its potential only if you reach your potential. That means
today’s ability is not enough. Or to put
it the way leadership expert Max DePree did: “We cannot become what we need to be remaining what we are.” UCLA’s John Wooden, a marvelous team leader
and the greatest college basketball coach of all time, said, “It’s what you learn after you know it all
that counts.”
Unselfishness:
“When
you give your best to the world, the world returns the favor.”
-H.
Jackson Brown
And if you give your best to the team, it
will return more to you than you give, and together you will achieve more than
you can on your own.
Tuesday, September 8, 2015
JAY BILAS ON PUSHING LIMITS
Monday, August 3, 2015
...AN EXTENSION OF YOUR TEAMMATES
"Each
player is an extension of his teammates. When Jerry Rice catches a ball, he is
an extension of several players – those who are blocking the pass rushers, the
receivers who are precisely coordinating their routes with his and the
quarterback who is taking a hit after throwing the ball. When Roger Craig broke
through with a big run, it embodied the fierce execution of the offensive line,
the timing of their blocks and the execution of the down-field blocks by the
receivers."
From "Finding The Winning Edge" by Bill Walsh
From "Finding The Winning Edge" by Bill Walsh
Sunday, June 14, 2015
COACH SUMMITT ON TEAMWORK AND MENTAL TOUGHNESS
In honor of Coach Pat Summitt's birthday, here are a few of our favorite blog posts on Coach:
Great Thoughts On Teamwork from Pat Summitt
This came via Greg Brown's book "The Best Things I've Seen In Coaching."
Ultimate Coaches Clinic: Pat Summitt
A great list of philosophical thoughts from Coach Summitt comprised by Pat Williams.
Coach Summitt on Mental Toughness
An excerpt from her book "Reach for the Summit"
Great Thoughts On Teamwork from Pat Summitt
This came via Greg Brown's book "The Best Things I've Seen In Coaching."
Ultimate Coaches Clinic: Pat Summitt
A great list of philosophical thoughts from Coach Summitt comprised by Pat Williams.
Coach Summitt on Mental Toughness
An excerpt from her book "Reach for the Summit"
Thursday, June 11, 2015
VANDY'S SWANSON LEAVES SUCCESS CLUES
On Monday, Dansby Swanson was selected as the #1 overall selection in the Major League Baseball draft. It was not an accident or a stroke of luck for the Vanderbilt shortstop who has been intentional in his growth and develop as a baseball player from a very early age. We are constantly telling our team that success leaves clues and Swanson's story certainly bears that out. Ironically, Lipscomb coach Greg Brown has forwarded me an article last week on Swanson that was written by Adam Sparks of The Tennessean. It was very well written and you can read it in it's entirety here. Below are a few of my take aways from Adam's article to share with our team. My comments will be listed in gold-bold-italics:
The large majority of success stories and a strong vision of where they go. They also are locked in on that vision to the point that they can become tunneled vision. As Vince Lombardi said, "Success demands singleness of purpose." Adam's wrote of this part of Swanson:
Vanderbilt shortstop Dansby Swanson had no plan B for his life other than baseball.
Dansby opted for the one-track career path.
"I never had another one (besides baseball)," he said. "I couldn't even tell you a different one right now."
Another characteristic of high achievers is that they set goals -- goals that are specific and lofty. Then they make a plan and go about working on achieving those goals. I absolutely love this part of Adam's story on Swanson meeting with Vandy Coach Tim Corbin:
Swanson's goals were always set high. As a freshman, he told Commodores coach Tim Corbin, "I want to be the best player that's ever played at Vanderbilt," and that was before he even played a college game.
Earlier this week, the two-time All-American was named, along with teammate Carson Fulmer, one of four finalists for the Golden Spikes Award, given to the top amateur player in the nation. This weekend, he leads his team in the NCAA Super Regional against Illinois for the chance to defend the Commodores' college baseball title.
Goals are not enough to get you there however. Once the plan is laid out you have to go about working the plan. This always includes obstacles and sacrifices. Adams points out that Swanson not only invested in his dream with hard work but also financially as he paid a major portion of his tuition to Vanderbilt:
But his path wasn't certain. Swanson took out student loans to come to Vanderbilt, supplementing his athletic scholarship and financial aid to pay for the private school's pricey tuition rather than choosing a less-expensive option at a state university.
Swanson did not disclose the amount of his debt, but he recognizes the trust he put in his own talent.
"I was willing to take whatever risk there was – 100 percent," Swanson said. "I knew coming here would be the correct first step in getting where I wanted to be because of Corbs. He's the best at what he does. ... Everyone who comes here excels, and not just in baseball."
In an era of helicopter parents who constantly work to eliminate adversity and obstacles for their children (which ironically become adversity and obstacles for their children), Swanson's parents were the exact opposite:
Corbin said Dansby's parents are ideal for an accomplished college athlete because they step away.
"They aren't hovering over him. I haven't heard from them. It's perfect, perfect!" Corbin said. "... Just give me your son and I'll get him back to you, hopefully a little better than he arrived. He's a helluva kid, something special."
The other part of Adam's story that resonated with me was how Swanson handled himself. He was a servant leadership which certainly is another piece of Vanderbilt's baseball success. Any baseball person will appreciate the story of Swanson and the rain delay:
But Corbin said jealousy hasn't bitten Swanson's teammates because he "does everything top shelf … including picking up buckets and serving other people."
At the SEC Championship game in Hoover, Ala., the stadium grounds crew saw that first-hand when Swanson led the team out of the dugout during a downpour to help pull out the heavy rain tarp. Florida players later followed before quickly returning to shelter.
As the rain continued, the grounds crew kept Swanson and his Vanderbilt teammates on the field to shake their hands and thank them for the much-needed help.
"That's our family's Christian background," Cooter said. "The leader is the servant."
And for us as coaches, its important to share with our teams that character still matters as Adam writes:
In draft scouting reports, Swanson's character and leadership qualities are listed in equal portions to his hitting prowess, arm strength and fielding range.
"What you've got on the field is obviously what you see, but he's even better off the field," said Fulmer, the SEC Pitcher of the Year and Swanson's roommate.
Ten minutes after his team was eliminated from the SEC Tournament by Vanderbilt, Texas A&M coach Rob Childress called Swanson "a superstar human being … (who is) going to play for a long, long time — not just because of his great talent, but because of his great character."
The large majority of success stories and a strong vision of where they go. They also are locked in on that vision to the point that they can become tunneled vision. As Vince Lombardi said, "Success demands singleness of purpose." Adam's wrote of this part of Swanson:
Vanderbilt shortstop Dansby Swanson had no plan B for his life other than baseball.
Dansby opted for the one-track career path.
"I never had another one (besides baseball)," he said. "I couldn't even tell you a different one right now."
Another characteristic of high achievers is that they set goals -- goals that are specific and lofty. Then they make a plan and go about working on achieving those goals. I absolutely love this part of Adam's story on Swanson meeting with Vandy Coach Tim Corbin:
Swanson's goals were always set high. As a freshman, he told Commodores coach Tim Corbin, "I want to be the best player that's ever played at Vanderbilt," and that was before he even played a college game.
Earlier this week, the two-time All-American was named, along with teammate Carson Fulmer, one of four finalists for the Golden Spikes Award, given to the top amateur player in the nation. This weekend, he leads his team in the NCAA Super Regional against Illinois for the chance to defend the Commodores' college baseball title.
Goals are not enough to get you there however. Once the plan is laid out you have to go about working the plan. This always includes obstacles and sacrifices. Adams points out that Swanson not only invested in his dream with hard work but also financially as he paid a major portion of his tuition to Vanderbilt:
But his path wasn't certain. Swanson took out student loans to come to Vanderbilt, supplementing his athletic scholarship and financial aid to pay for the private school's pricey tuition rather than choosing a less-expensive option at a state university.
Swanson did not disclose the amount of his debt, but he recognizes the trust he put in his own talent.
"I was willing to take whatever risk there was – 100 percent," Swanson said. "I knew coming here would be the correct first step in getting where I wanted to be because of Corbs. He's the best at what he does. ... Everyone who comes here excels, and not just in baseball."
In an era of helicopter parents who constantly work to eliminate adversity and obstacles for their children (which ironically become adversity and obstacles for their children), Swanson's parents were the exact opposite:
Corbin said Dansby's parents are ideal for an accomplished college athlete because they step away.
"They aren't hovering over him. I haven't heard from them. It's perfect, perfect!" Corbin said. "... Just give me your son and I'll get him back to you, hopefully a little better than he arrived. He's a helluva kid, something special."
The other part of Adam's story that resonated with me was how Swanson handled himself. He was a servant leadership which certainly is another piece of Vanderbilt's baseball success. Any baseball person will appreciate the story of Swanson and the rain delay:
But Corbin said jealousy hasn't bitten Swanson's teammates because he "does everything top shelf … including picking up buckets and serving other people."
At the SEC Championship game in Hoover, Ala., the stadium grounds crew saw that first-hand when Swanson led the team out of the dugout during a downpour to help pull out the heavy rain tarp. Florida players later followed before quickly returning to shelter.
As the rain continued, the grounds crew kept Swanson and his Vanderbilt teammates on the field to shake their hands and thank them for the much-needed help.
"That's our family's Christian background," Cooter said. "The leader is the servant."
And for us as coaches, its important to share with our teams that character still matters as Adam writes:
In draft scouting reports, Swanson's character and leadership qualities are listed in equal portions to his hitting prowess, arm strength and fielding range.
"What you've got on the field is obviously what you see, but he's even better off the field," said Fulmer, the SEC Pitcher of the Year and Swanson's roommate.
Ten minutes after his team was eliminated from the SEC Tournament by Vanderbilt, Texas A&M coach Rob Childress called Swanson "a superstar human being … (who is) going to play for a long, long time — not just because of his great talent, but because of his great character."
Wednesday, June 3, 2015
11 TRAITS OF THE BEST OF THE BEST
Big thanks to Los Angeles Sparks head coach Brian Agler for passing this great list on to us:
1. The Best know what they truly want.
2. The Best want it more.
3. The Best are always striving to get better.
4. The Best do ordinary things better than everyone else.
5. The Best zoom focus.
6. The Best are mentally stronger.
7. The Best overcome fear.
8. The Best seize the moment.
9. The Best tap into a greater power than themselves.
10. The Best leave a legacy.
11. The Best make everyone around them better.
Labels:
Adversity,
Concentration,
Legacy,
Self-Improvement,
Teamwork
Tuesday, May 26, 2015
GREAT TEAMS & GREAT PLAYERS TALK
Courtesy of the NBA, Lebron James was mic'd up for game two of their playoff series vs. the Hawks. This is a great video to show your team -- great teams talk -- great players talk. I remember Coach Don Meyer saying don't talk your game -- yell your game...Lebron does just that.
Labels:
Attitude,
Coach Meyer,
Communication,
Teamwork,
Video
Tuesday, March 31, 2015
IF YOU WANT TO CHANGE THE WORLD
This was shared on Facebook by Coach Gail Goestenkors and I absolutely thought it was outstanding. It is a portion of a commencement address given at the University of Texas by Naval Admiral William H. McRaven, a UT graduate, sharing lessons he had learned from basic SEALS training. You can read his entire commencement speech here -- you can scroll to the bottom and watch it via youtube.
Here is how Admiral McRaven says we can change the world -- it's lengthy, but well worth your time:
1. If you want to change the world, start off by making your bed.
During SEAL training the students are broken down into boat crews. Each crew is seven students—three on each side of a small rubber boat and one coxswain to help guide the dingy.
Every day your boat crew forms up on the beach and is instructed to get through the surf zone and paddle several miles down the coast.
In the winter, the surf off San Diego can get to be 8 to 10 feet high and it is exceedingly difficult to paddle through the plunging surf unless everyone digs in.
Every paddle must be synchronized to the stroke count of the coxswain. Everyone must exert equal effort or the boat will turn against the wave and be unceremoniously tossed back on the beach.
For the boat to make it to its destination, everyone must paddle.
You can’t change the world alone—you will need some help— and to truly get from your starting point to your destination takes friends, colleagues, the good will of strangers and a strong coxswain to guide them.
#2. If you want to change the world, find someone to help you paddle.
Over a few weeks of difficult training my SEAL class which started with 150 men was down to just 35. There were now six boat crews of seven men each.
I was in the boat with the tall guys, but the best boat crew we had was made up of the the little guys—the munchkin crew we called them—no one was over about 5-foot five.
The munchkin boat crew had one American Indian, one African American, one Polish American, one Greek American, one Italian American, and two tough kids from the mid-west.
They out paddled, out-ran, and out swam all the other boat crews.
The big men in the other boat crews would always make good natured fun of the tiny little flippers the munchkins put on their tiny little feet prior to every swim.
But somehow these little guys, from every corner of the Nation and the world, always had the last laugh— swimming faster than everyone and reaching the shore long before the rest of us.
SEAL training was a great equalizer. Nothing mattered but your will to succeed. Not your color, not your ethnic background, not your education and not your social status.
#3. If you want to change the world, measure a person by the size of their heart, not the size of their flippers.
Several times a week, the instructors would line up the class and do a uniform inspection. It was exceptionally thorough.
Your hat had to be perfectly starched, your uniform immaculately pressed and your belt buckle shiny and void of any smudges.
But it seemed that no matter how much effort you put into starching your hat, or pressing your uniform or polishing your belt buckle—- it just wasn’t good enough.
The instructors would find “something” wrong.
For failing the uniform inspection, the student had to run, fully clothed into the surfzone and then, wet from head to toe, roll around on the beach until every part of your body was covered with sand.
The effect was known as a “sugar cookie.” You stayed in that uniform the rest of the day—cold, wet and sandy.
There were many a student who just couldn’t accept the fact that all their effort was in vain. That no matter how hard they tried to get the uniform right—it was unappreciated.
Those students didn’t make it through training.
Those students didn’t understand the purpose of the drill. You were never going to succeed. You were never going to have a perfect uniform.
Sometimes no matter how well you prepare or how well you perform you still end up as a sugar cookie.
It’s just the way life is sometimes.
#4. If you want to change the world get over being a sugar cookie and keep moving forward.
Every day during training you were challenged with multiple physical events—long runs, long swims, obstacle courses, hours of calisthenics—something designed to test your mettle.
Every event had standards—times you had to meet. If you failed to meet those standards your name was posted on a list and at the end of the day those on the list were invited to—a “circus.”
A circus was two hours of additional calisthenics—designed to wear you down, to break your spirit, to force you to quit.
No one wanted a circus.
A circus meant that for that day you didn’t measure up. A circus meant more fatigue—and more fatigue meant that the following day would be more difficult—and more circuses were likely.
But at some time during SEAL training, everyone—everyone—made the circus list.
But an interesting thing happened to those who were constantly on the list. Over time those students-—who did two hours of extra calisthenics—got stronger and stronger.
The pain of the circuses built inner strength-built physical resiliency.
Life is filled with circuses.
You will fail. You will likely fail often. It will be painful. It will be discouraging. At times it will test you to your very core.
#5. But if you want to change the world, don’t be afraid of the circuses.
At least twice a week, the trainees were required to run the obstacle course. The obstacle course contained 25 obstacles including a 10-foot high wall, a 30-foot cargo net, and a barbed wire crawl to name a few.
But the most challenging obstacle was the slide for life. It had a three level 30 foot tower at one end and a one level tower at the other. In between was a 200-foot long rope.
You had to climb the three tiered tower and once at the top, you grabbed the rope, swung underneath the rope and pulled yourself hand over hand until you got to the other end.
The record for the obstacle course had stood for years when my class began training in 1977.
The record seemed unbeatable, until one day, a student decided to go down the slide for life—head first.
Instead of swinging his body underneath the rope and inching his way down, he bravely mounted the TOP of the rope and thrust himself forward.
It was a dangerous move—seemingly foolish, and fraught with risk. Failure could mean injury and being dropped from the training.
Without hesitation—the student slid down the rope—perilously fast, instead of several minutes, it only took him half that time and by the end of the course he had broken the record.
#6. If you want to change the world sometimes you have to slide down the obstacle head first.
During the land warfare phase of training, the students are flown out to San Clemente Island which lies off the coast of San Diego.
The waters off San Clemente are a breeding ground for the great white sharks. To pass SEAL training there are a series of long swims that must be completed. One—is the night swim.
Before the swim the instructors joyfully brief the trainees on all the species of sharks that inhabit the waters off San Clemente.
They assure you, however, that no student has ever been eaten by a shark—at least not recently.
But, you are also taught that if a shark begins to circle your position—stand your ground. Do not swim away. Do not act afraid.
And if the shark, hungry for a midnight snack, darts towards you—then summons up all your strength and punch him in the snout and he will turn and swim away.
There are a lot of sharks in the world. If you hope to complete the swim you will have to deal with them.
#7. So, if you want to change the world, don’t back down from the sharks.
As Navy SEALs one of our jobs is to conduct underwater attacks against enemy shipping. We practiced this technique extensively during basic training.
The ship attack mission is where a pair of SEAL divers is dropped off outside an enemy harbor and then swims well over two miles—underwater—using nothing but a depth gauge and a compass to get to their target.
During the entire swim, even well below the surface there is some light that comes through. It is comforting to know that there is open water above you.
But as you approach the ship, which is tied to a pier, the light begins to fade. The steel structure of the ship blocks the moonlight—it blocks the surrounding street lamps—it blocks all ambient light.
To be successful in your mission, you have to swim under the ship and find the keel—the center line and the deepest part of the ship.
This is your objective. But the keel is also the darkest part of the ship—where you cannot see your hand in front of your face, where the noise from the ship’s machinery is deafening and where it is easy to get disoriented and fail.
Every SEAL knows that under the keel, at the darkest moment of the mission—is the time when you must be calm, composed—when all your tactical skills, your physical power and all your inner strength must be brought to bear.
#8. If you want to change the world, you must be your very best in the darkest moment.
The ninth week of training is referred to as “Hell Week.” It is six days of no sleep, constant physical and mental harassment and—one special day at the Mud Flats—the Mud Flats are an area between San Diego and Tijuana where the water runs off and creates the Tijuana slue’s—a swampy patch of terrain where the mud will engulf you.
It is on Wednesday of Hell Week that you paddle down to the mud flats and spend the next 15 hours trying to survive the freezing cold mud, the howling wind and the incessant pressure to quit from the instructors.
As the sun began to set that Wednesday evening, my training class, having committed some “egregious infraction of the rules” was ordered into the mud.
The mud consumed each man till there was nothing visible but our heads. The instructors told us we could leave the mud if only five men would quit—just five men and we could get out of the oppressive cold.
Looking around the mud flat it was apparent that some students were about to give up. It was still over eight hours till the sun came up—eight more hours of bone chilling cold.
The chattering teeth and shivering moans of the trainees were so loud it was hard to hear anything and then, one voice began to echo through the night—one voice raised in song.
The song was terribly out of tune, but sung with great enthusiasm.
One voice became two and two became three and before long everyone in the class was singing.
We knew that if one man could rise above the misery then others could as well.
The instructors threatened us with more time in the mud if we kept up the singing—but the singing persisted.
And somehow—the mud seemed a little warmer, the wind a little tamer and the dawn not so far away.
If I have learned anything in my time traveling the world, it is the power of hope. The power of one person—Washington, Lincoln, King, Mandela and even a young girl from Pakistan—Malala—one person can change the world by giving people hope.
#9. So, if you want to change the world, start singing when you’re up to your neck in mud.
Finally, in SEAL training there is a bell. A brass bell that hangs in the center of the compound for all the students to see.
All you have to do to quit—is ring the bell. Ring the bell and you no longer have to wake up at 5 o’clock. Ring the bell and you no longer have to do the freezing cold swims.
Ring the bell and you no longer have to do the runs, the obstacle course, the PT—and you no longer have to endure the hardships of training.
Just ring the bell.
#10. If you want to change the world don’t ever, ever ring the bell.
To the graduating class of 2014, you are moments away from graduating. Moments away from beginning your journey through life. Moments away from starting to change the world—for the better.
It will not be easy.
But, YOU are the class of 2014—the class that can affect the lives of 800 million people in the next century.
Start each day with a task completed.
Find someone to help you through life.
Respect everyone.
Know that life is not fair and that you will fail often, but if you take take some risks, step up when the times are toughest, face down the bullies, lift up the downtrodden and never, ever give up—if you do these things, then next generation and the generations that follow will live in a world far better than the one we have today and—what started here will indeed have changed the world—for the better.
Here is how Admiral McRaven says we can change the world -- it's lengthy, but well worth your time:
1. If you want to change the world, start off by making your bed.
During SEAL training the students are broken down into boat crews. Each crew is seven students—three on each side of a small rubber boat and one coxswain to help guide the dingy.
Every day your boat crew forms up on the beach and is instructed to get through the surf zone and paddle several miles down the coast.
In the winter, the surf off San Diego can get to be 8 to 10 feet high and it is exceedingly difficult to paddle through the plunging surf unless everyone digs in.
Every paddle must be synchronized to the stroke count of the coxswain. Everyone must exert equal effort or the boat will turn against the wave and be unceremoniously tossed back on the beach.
For the boat to make it to its destination, everyone must paddle.
You can’t change the world alone—you will need some help— and to truly get from your starting point to your destination takes friends, colleagues, the good will of strangers and a strong coxswain to guide them.
#2. If you want to change the world, find someone to help you paddle.
Over a few weeks of difficult training my SEAL class which started with 150 men was down to just 35. There were now six boat crews of seven men each.
I was in the boat with the tall guys, but the best boat crew we had was made up of the the little guys—the munchkin crew we called them—no one was over about 5-foot five.
The munchkin boat crew had one American Indian, one African American, one Polish American, one Greek American, one Italian American, and two tough kids from the mid-west.
They out paddled, out-ran, and out swam all the other boat crews.
The big men in the other boat crews would always make good natured fun of the tiny little flippers the munchkins put on their tiny little feet prior to every swim.
But somehow these little guys, from every corner of the Nation and the world, always had the last laugh— swimming faster than everyone and reaching the shore long before the rest of us.
SEAL training was a great equalizer. Nothing mattered but your will to succeed. Not your color, not your ethnic background, not your education and not your social status.
#3. If you want to change the world, measure a person by the size of their heart, not the size of their flippers.
Several times a week, the instructors would line up the class and do a uniform inspection. It was exceptionally thorough.
Your hat had to be perfectly starched, your uniform immaculately pressed and your belt buckle shiny and void of any smudges.
But it seemed that no matter how much effort you put into starching your hat, or pressing your uniform or polishing your belt buckle—- it just wasn’t good enough.
The instructors would find “something” wrong.
For failing the uniform inspection, the student had to run, fully clothed into the surfzone and then, wet from head to toe, roll around on the beach until every part of your body was covered with sand.
The effect was known as a “sugar cookie.” You stayed in that uniform the rest of the day—cold, wet and sandy.
There were many a student who just couldn’t accept the fact that all their effort was in vain. That no matter how hard they tried to get the uniform right—it was unappreciated.
Those students didn’t make it through training.
Those students didn’t understand the purpose of the drill. You were never going to succeed. You were never going to have a perfect uniform.
Sometimes no matter how well you prepare or how well you perform you still end up as a sugar cookie.
It’s just the way life is sometimes.
#4. If you want to change the world get over being a sugar cookie and keep moving forward.
Every day during training you were challenged with multiple physical events—long runs, long swims, obstacle courses, hours of calisthenics—something designed to test your mettle.
Every event had standards—times you had to meet. If you failed to meet those standards your name was posted on a list and at the end of the day those on the list were invited to—a “circus.”
A circus was two hours of additional calisthenics—designed to wear you down, to break your spirit, to force you to quit.
No one wanted a circus.
A circus meant that for that day you didn’t measure up. A circus meant more fatigue—and more fatigue meant that the following day would be more difficult—and more circuses were likely.
But at some time during SEAL training, everyone—everyone—made the circus list.
But an interesting thing happened to those who were constantly on the list. Over time those students-—who did two hours of extra calisthenics—got stronger and stronger.
The pain of the circuses built inner strength-built physical resiliency.
Life is filled with circuses.
You will fail. You will likely fail often. It will be painful. It will be discouraging. At times it will test you to your very core.
#5. But if you want to change the world, don’t be afraid of the circuses.
At least twice a week, the trainees were required to run the obstacle course. The obstacle course contained 25 obstacles including a 10-foot high wall, a 30-foot cargo net, and a barbed wire crawl to name a few.
But the most challenging obstacle was the slide for life. It had a three level 30 foot tower at one end and a one level tower at the other. In between was a 200-foot long rope.
You had to climb the three tiered tower and once at the top, you grabbed the rope, swung underneath the rope and pulled yourself hand over hand until you got to the other end.
The record for the obstacle course had stood for years when my class began training in 1977.
The record seemed unbeatable, until one day, a student decided to go down the slide for life—head first.
Instead of swinging his body underneath the rope and inching his way down, he bravely mounted the TOP of the rope and thrust himself forward.
It was a dangerous move—seemingly foolish, and fraught with risk. Failure could mean injury and being dropped from the training.
Without hesitation—the student slid down the rope—perilously fast, instead of several minutes, it only took him half that time and by the end of the course he had broken the record.
#6. If you want to change the world sometimes you have to slide down the obstacle head first.
During the land warfare phase of training, the students are flown out to San Clemente Island which lies off the coast of San Diego.
The waters off San Clemente are a breeding ground for the great white sharks. To pass SEAL training there are a series of long swims that must be completed. One—is the night swim.
Before the swim the instructors joyfully brief the trainees on all the species of sharks that inhabit the waters off San Clemente.
They assure you, however, that no student has ever been eaten by a shark—at least not recently.
But, you are also taught that if a shark begins to circle your position—stand your ground. Do not swim away. Do not act afraid.
And if the shark, hungry for a midnight snack, darts towards you—then summons up all your strength and punch him in the snout and he will turn and swim away.
There are a lot of sharks in the world. If you hope to complete the swim you will have to deal with them.
#7. So, if you want to change the world, don’t back down from the sharks.
As Navy SEALs one of our jobs is to conduct underwater attacks against enemy shipping. We practiced this technique extensively during basic training.
The ship attack mission is where a pair of SEAL divers is dropped off outside an enemy harbor and then swims well over two miles—underwater—using nothing but a depth gauge and a compass to get to their target.
During the entire swim, even well below the surface there is some light that comes through. It is comforting to know that there is open water above you.
But as you approach the ship, which is tied to a pier, the light begins to fade. The steel structure of the ship blocks the moonlight—it blocks the surrounding street lamps—it blocks all ambient light.
To be successful in your mission, you have to swim under the ship and find the keel—the center line and the deepest part of the ship.
This is your objective. But the keel is also the darkest part of the ship—where you cannot see your hand in front of your face, where the noise from the ship’s machinery is deafening and where it is easy to get disoriented and fail.
Every SEAL knows that under the keel, at the darkest moment of the mission—is the time when you must be calm, composed—when all your tactical skills, your physical power and all your inner strength must be brought to bear.
#8. If you want to change the world, you must be your very best in the darkest moment.
The ninth week of training is referred to as “Hell Week.” It is six days of no sleep, constant physical and mental harassment and—one special day at the Mud Flats—the Mud Flats are an area between San Diego and Tijuana where the water runs off and creates the Tijuana slue’s—a swampy patch of terrain where the mud will engulf you.
It is on Wednesday of Hell Week that you paddle down to the mud flats and spend the next 15 hours trying to survive the freezing cold mud, the howling wind and the incessant pressure to quit from the instructors.
As the sun began to set that Wednesday evening, my training class, having committed some “egregious infraction of the rules” was ordered into the mud.
The mud consumed each man till there was nothing visible but our heads. The instructors told us we could leave the mud if only five men would quit—just five men and we could get out of the oppressive cold.
Looking around the mud flat it was apparent that some students were about to give up. It was still over eight hours till the sun came up—eight more hours of bone chilling cold.
The chattering teeth and shivering moans of the trainees were so loud it was hard to hear anything and then, one voice began to echo through the night—one voice raised in song.
The song was terribly out of tune, but sung with great enthusiasm.
One voice became two and two became three and before long everyone in the class was singing.
We knew that if one man could rise above the misery then others could as well.
The instructors threatened us with more time in the mud if we kept up the singing—but the singing persisted.
And somehow—the mud seemed a little warmer, the wind a little tamer and the dawn not so far away.
If I have learned anything in my time traveling the world, it is the power of hope. The power of one person—Washington, Lincoln, King, Mandela and even a young girl from Pakistan—Malala—one person can change the world by giving people hope.
#9. So, if you want to change the world, start singing when you’re up to your neck in mud.
Finally, in SEAL training there is a bell. A brass bell that hangs in the center of the compound for all the students to see.
All you have to do to quit—is ring the bell. Ring the bell and you no longer have to wake up at 5 o’clock. Ring the bell and you no longer have to do the freezing cold swims.
Ring the bell and you no longer have to do the runs, the obstacle course, the PT—and you no longer have to endure the hardships of training.
Just ring the bell.
#10. If you want to change the world don’t ever, ever ring the bell.
To the graduating class of 2014, you are moments away from graduating. Moments away from beginning your journey through life. Moments away from starting to change the world—for the better.
It will not be easy.
But, YOU are the class of 2014—the class that can affect the lives of 800 million people in the next century.
Start each day with a task completed.
Find someone to help you through life.
Respect everyone.
Know that life is not fair and that you will fail often, but if you take take some risks, step up when the times are toughest, face down the bullies, lift up the downtrodden and never, ever give up—if you do these things, then next generation and the generations that follow will live in a world far better than the one we have today and—what started here will indeed have changed the world—for the better.
Friday, March 13, 2015
HAWKS USE "VITAMINS" TO BE SUCCESSFUL
Coach Don Meyer would always talk about the importance of terminology and word pictures in helping teach and motivate your team. I think he'd like what the Atlanta Hawks are doing with the concept of "vitamins." Here is an excerpt on an article that ran in the New York Times written by Scott Cacciola. It's a great article and you can read it in it's entirety here.
“It’s as important as anything we do,” Coach Mike Budenholzer said of the team’s emphasis on player development.
Spend some time around the Hawks, and one word continues to surface: vitamins. It is a metaphor for their philosophy, and it helps explain their 50-14 record. They take their vitamins when they hit the cold tub for treatment. They take their vitamins when they lift weights. They take their vitamins when they study film and watch their diets. Above all, they take their vitamins when they head to the gym for individualized skill sessions with Budenholzer’s assistants.
“It’s that daily nourishment that your body needs,” said Budenholzer, 45, who was hired before the start of last season after spending 19 seasons with the San Antonio Spurs, the last 17 as an assistant under Coach Gregg Popovich.
Budenholzer, who acknowledged appropriating the vitamin concept from one of his fellow assistants with the Spurs, seeks consistent improvement. In Atlanta, he has his players spend as much time working one-on-one with members of his staff as they do in traditional team practice settings. He wants opportunities for Paul Millsap to hone his outside shooting touch and for Jeff Teague to identify passing angles and for Kyle Korver to add a floater to his repertoire.
Before the Hawks faced the visiting Sacramento Kings on Monday night, the public-address announcer revved up the crowd by shouting, “Some still do not believe! Do you believe?” What followed was another clinic in a season full of them. All five starters reached double figures in scoring early in the third quarter. The Hawks assisted on 42 of 53 field goals. They set a franchise record by making 20 3-pointers. And they won by 25.
The win was only minutes old when Budenholzer began thinking about the work that still needed to be done. His staff soon joined him in a theater room at the arena. Budenholzer really likes meetings. He meets with his coaches before practices and after games, when they remove their ties and make plans for the next day.
“They’re probably up there right now, deciding whether we should have vitamins or not,” small forward DeMarre Carroll said after Monday’s game. “There will be some coaches fighting for us to get rest, and there will be some coaches fighting for vitamins. So they go in their little room and sort it out.”
Once the coaches decide on the schedule — they try to form a consensus, although Budenholzer has veto power — they debrief Wally Blase, the head athletic trainer, who sends late-night text messages to the players with the various times they are expected to report to the arena. Blase also lets the players know which coaches have been assigned to work with them for their vitamin sessions. Typically, no two players have the same schedule, so communication is vital.
“We do everything but send smoke signals over their houses just to make sure they know what’s going on,” Atkinson said.
In addition, each assistant receives a sheet that details his day: his allotment of vitamin sessions, along with the material that the coaches have agreed to cover. The message is uniform, and the coaches try not to overload the players with information.
“It’s not like we say, ‘Here’s 10 things for you to work on,’ ” Atkinson said. “No, here’s one or two.”
For Kent Bazemore, most of his vitamin sessions have centered on his reconfigured shooting stroke. Not long after Bazemore signed with the Hawks last year, he began working with the assistant coach Ben Sullivan, who picked apart Bazemore’s mechanics. Bazemore had an elongated motion, and the ball tended to come off his ring finger and pinkie.
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