A special thanks to Weber State assistant Phil Beckner for passing on the transcript of this interview with Marquette's Buzz Williams and his struggle to move up the coaching ladder. Or as Coach Beckner so elegantly put it:
“Since our season has ended (1 week) I have received over 15 resumes, emails, or calls from coaches looking for jobs at the college level. I think there are a ton of young coaches who do not realize the effort, sacrifice, and grind it takes to make it in the profession. Buzz's story always humbles me and encourages me to work harder, as well as help those who are trying to make the climb. He is great example for all of us...”
Here is the Buzz Williams interview after their 1st round win over in the 2011 NCAA Tournament on what he did to get into college coaching...
MODERATOR:
When you came out of Oklahoma City and started as a young assistant at Navarro, would you say you had modest career ambitions or big career ambitions?
COACH WILLIAMS:
I was a student assistant at Navarro from '90 to '92, and then I was a student assistant at Oklahoma City University my junior and senior years, '92 to '94. The first job that I took was a high paying job. It paid $400 a month in a dorm room, and that was at the University of Texas at Arlington. It's a long story in how I got that job, but from the beginning of my first day of college until the last day of college, any college coach that I met, regardless of title and regardless of classification, from that point forward I wrote them a letter once a week. That's before the iPhones and Internet and Twitter. And I was 17 when I enrolled in college. And I didn't know anything about college basketball, to be honest with you, but I knew how to say yes, sir, and no, sir. I wasn't scared to work, and I knew that being polite and being honest would at least give you a chance. And of the 425 coaches over the course of my college career that I met, one of them was at the Final Four in Charlotte, North Carolina, in 1994.
In January of '94 I went to the financial aid office at OCU, and I used to steal stationery and envelopes from a lady there so I could write letters. I said, I need a loan. She said, You don't qualify for a loan. I said, I need some sort of loan. She said, Why? Because I want to go to the Final Four. And she gave me an emergency student loan for $1,200. I bought a suit, a shirt, a tie, a belt, a pair of socks and shoes and a round trip plane ticket to Charlotte, North Carolina. Paid for it all in cash. I arrived in Charlotte on a Thursday afternoon, with zero dollars in my pocket, dressed with what I bought at Bachrach, and as many colors of construction paper with my resume on it that in essence said I knew how to sweep the floor from corner to corner. And for three consecutive days and three consecutive nights I stood in the lobby of the Adam's Mark Hotel in Charlotte and passed out every resume that I could. On the Saturday night of the semifinals, one of the coaches that I knew told me about the job at UTA. And so every hour on the hour until Monday afternoon before the championship game, I went to the house phone and left a message for the head coach at UTA. I flew back on Monday night.
And when I got to Oklahoma City, I got in my car. It was a 1974 Ford Courier pickup that had a U Haul box on it that I sold the box for $500 so I could afford the truck for a thousand, paid for it in cash, and I drove from Oklahoma City to Arlington, Texas. I took the first exit at Arlington. It was West Park Row. I exited and I stopped at a Shell station. And back then they had phonebooks. Arlington's a big city, and Eddie McCarter, his name was in the phonebook, and I went in there and asked the convenience store attendant if she happened to know where this street was. She halfway guided me there. This was without a GPS. I got closer. Stopped at three other convenience stores.
I set in my car until about Tuesday night in front of Eddie McCarter's house. He drove up Tuesday night, drove in his parking garage, and when he got out of his car I got out of my truck. And I don't know if you would call it a truck. It was more like a red wagon. I bought two by sixes and drilled them to the chassis of the truck and then stained it kind of a dark cherry wood stain.
And when he got out of the car, I got out and I said, “Hi, Coach McCarter, I just wanted to say one more time how much I really want the job.”
And he said, “You have to be the craziest son of a bitch I've ever seen.”
And I said, Coach, “I wanted to tell you one more time that I wanted the job.”
Now, understand, this is April the 6th. I don't have a degree. And so he invites me in his house and he said, “I don't really know what else to tell you.”
I said, “Coach, you don't have to tell me anything. I know you don't know me. I'm just telling you I want the job, and I'm telling you I don't care who you can hire, nobody will work harder.”
That was on a Tuesday night. I turned around and drove through the night back to Oklahoma City. He called me on a Friday after visiting with the AD. The AD's name was B.J. Skelton. He came from Clemson. And he told me that the AD wanted to talk to me over the phone and if everything went fine he would hire me. So I talked to the AD on that Saturday morning, and Monday I went to the registrar at OCU, who sang the National Anthem before every game, and I handed her a microphone like this, minus the NCAA logo, and I said I called her Aunt Nell. She looked like the African American lady from the hit show "Give Me a Break."
And I said, Aunt Nell, “I got a job.”
She said, “Boy, that's great, Buzz.”
I said, “Well, they don't know I don't have a degree.”
And she said, “What do you mean?”
I've dreamed my whole life to be a Division I coach, and I'm going. And I start next Monday. And so whatever you have to do, if you need me to go to the president, you know, I can go to the president, because I steal letter envelopes and stationery from the secretary. I need to get out of here because I start next Monday morning. And so I was enrolled in 15 hours. I was magna cum laude at that moment in time and I went to every teacher, some of which gave me the grade I earned up until that point. Some of which I had to finish projects, book reports, whatever, tests. I would take zeros on it. I would do the best I could. I had four days.
And I told Aunt Nell, I'm going to pull up in a U Haul on Friday afternoon and I'm going to have an 11 by 13 frame in the front of this U Haul truck and it's going to be blank, and I'm going to honk the horn and I'm driving the truck all the way up on the curb into the stairs, and I'm going to walk up and I want you to give me my diploma. That was on Friday afternoon at 4:30.
I got in the U Haul and drove to Arlington, had no money, had nowhere to live. I slept in the U Haul in the parking lot of the athletic office until Monday morning at 8:00. Monday morning at 8:00 I walked in there and I said, “I'm here.”
That's how it all started.
So I don't know if you would deem that to be modest or not. But I can tell you that you can't create a story such as that. There was zero exaggeration in what I just told you. And for me to elicit those facts as verbatim as I did, you can't exaggerate anything like that. Only God could author something of that magnitude, and I tell our kids, I've told everybody, I'm living the dream 1,075 days into being the head coach at Marquette, bigger than any I've ever had as a kid. And I'm unbelievably humbled and grateful for the opportunity. But I don't know what the right adjective would be to describe what I thought or what my dreams were. I just knew that the only chance I had as a non player, as no one that was connected to anybody associated with anybody in college athletics, was to wake up early, be very hard and diligent and effective and efficient in my work, to always tell the truth and to always try to treat people the right way. And that's not a secret. And that's just kind of how it's played out.
And I just wanted to be the head coach at Navarro some day. I never thought that the day I would be hired as the head coach at Marquette that I would hire the guy that I worked for at Navarro, and he's arrived here somewhere. He was 76 years old. He was a college coach for 50 years. He's not Gene Keady at Purdue, and I'm not Steve Lavin at St. John's, but the stories are similar. It's just we're from the country, and it's worked out the way that it has.
Monday, March 21, 2011
BUZZ WILLIAMS PATH TO MARQUETTE
Friday, March 18, 2011
THOUGHTS ON ADJUSTING YOUR PHILOSOPHY
Have faith in your philosophy of leadership, but be pragmatic. Only a coach who has faith in himself will have faith in his players. Or get that same faith from them. Know how you want to go about directing your team—and do what you know—as long as you see its positive effect.
The ninety-year-old John Wooden again: “My basic philosophy would be the same (now), but you have to change with society to some degree. There has to be a line of demarcation, but you can’t be bull-headed.”
Adjustments are not frivolous abandonments of philosophy. If the philosophy is based on application, rather than just theory, then the coach will consistently be observing how his players respond to him and to his techniques.
JOHN MAXWELL'S PRINCIPLES FOR HANDLING PROBLEMS
From John Maxwell's book, "The Difference Makers" comes a great set of principles for handling problems:
1. Define what a real problem is.
Philosopher Abraham Kaplan makes a distinction between problems and predicaments. A problem is something you can do something about. If you can’t do something about it, then it’s not a problem. It’s a predicament. That means it’s something that must be coped with, endured.
When people treat a predicament as a problem, they can become frustrated, angry, or depressed.
P redictors—helping to mold our future.
R eminders—showing us that we cannot succeed alone.
O pportunities—pulling us out of ruts and prompting us to think creatively.
B lessings—opening doors we would otherwise not go through.
L essons—providing instruction with each new challenge.
E verywhere—telling us that no one is excluded from difficulties.
M essages—warning us about potential disaster.
S olvable—reminding us that every problem has a solution.
2. Anticipate problems.
Al Davis, owner of the NFL’s Oakland Raiders, says, “A great leader doesn’t treat problems as special. He treats them as normal.”
If you’re working, expect problems. If you’re dealing with family, expect problems. If you’re just minding your own business and trying to relax, expect problems. If everything goes according to plan, then be pleasantly surprised. If it doesn’t and you’ve planned accordingly, then you won’t get so frustrated. A problem not anticipated is a problem. A problem anticipated is an opportunity.
3. Face the problem.
Author and former economic planner John Perkins believes, “There are three kinds of people in our society: those who can’t see or refuse to see the problems; those who see the problems and because they didn’t personally create them are content to blame someone else; and those who see the problems and though they didn’t create them are willing to assume personal responsibility for solving them”
In my decades of experience working with people, I’ve found that when people face adversity, they make one of these four decisions:
Flee it—they try to get away, but problems always follow.
Forget it—they hope the problem will go away, but problems left alone only get worse.
Fight it—they resist, but the problems still persist.
Face it—they look at the problem realistically.
People who face their problems understand that the first step in solving a problem is to begin.
4. Evaluate the problem.
If a serious problem doesn’t cause you to pause and take stock, then you probably haven’t evaluated it properly. And that will create difficulties for you down the road, because if you’ve misjudged the size or scope of a problem and try to deal with it anyway, you will have to stop in the middle of trying to solve it, reevaluate, and start all over again.
Mike Leavitt, United States secretary of health and human services under President George W. Bush, says, “There is a time in the life of every problem when it is big enough to see, yet small enough to solve.”
The trick is to find the right timing and then to be patient when implementing the solution.
5. Embrace each problem as a potential opportunity.
President John F. Kennedy was once asked how he became a war hero. His response: “It was quite easy. Somebody sunk my boat!”
Problems are wake-up calls for creativity. If we choose to wake up and get up, problems will prompt us to use our abilities, rally our resources, and move us forward. When a person has the difference maker, adversity causes him to draw on and develop greater strength.
6. Think of people who have bigger problems.
How big or difficult our problems appear to be is often a matter of perspective. Most difficulties we face are pretty insignificant in the big scheme of things.
7. List all the potential ways to solve the problem.
Author and speaker Grenville Kleiser stated, “To every problem there is already a solution whether you know what it is or not.”
I would take that another step further. I believe every problem has many solutions, and no problem can stand the assault of sustained thinking.
To solve problems, we need to fire up our creativity, apply sustained thinking, and pull together our resources. Included in those resources are people. The problems that surround us are not as crucial as the people around us. As you think about solutions, consider the people of your acquaintance who might be able to help you.
8. Determine the best three ways to solve the problem.
Good thinkers always have more than one way to solve a problem. I believe people make mistakes when they think there is only one solution to any problem. If you identify the three best solutions to any problem, you give yourself options—and a backup plan in case the first solution fails.
9. Refocus on the mission.
Ralph Waldo Emerson observed, “Concentration is the secret of strength in politics, in war, in trade, in short, in all management of human affairs.”
Where should you focus that concentration? On the mission. And when you make a mistake, don’t chase after it. Don’t try to defend it. Don’t throw good money after it. Just refocus your attention on the mission and then move on. You must always keep your eyes on what it is you desire to do. I have yet to meet a person focused on yesterday who had a better tomorrow.
1. Define what a real problem is.
Philosopher Abraham Kaplan makes a distinction between problems and predicaments. A problem is something you can do something about. If you can’t do something about it, then it’s not a problem. It’s a predicament. That means it’s something that must be coped with, endured.
When people treat a predicament as a problem, they can become frustrated, angry, or depressed.
P redictors—helping to mold our future.
R eminders—showing us that we cannot succeed alone.
O pportunities—pulling us out of ruts and prompting us to think creatively.
B lessings—opening doors we would otherwise not go through.
L essons—providing instruction with each new challenge.
E verywhere—telling us that no one is excluded from difficulties.
M essages—warning us about potential disaster.
S olvable—reminding us that every problem has a solution.
2. Anticipate problems.
Al Davis, owner of the NFL’s Oakland Raiders, says, “A great leader doesn’t treat problems as special. He treats them as normal.”
If you’re working, expect problems. If you’re dealing with family, expect problems. If you’re just minding your own business and trying to relax, expect problems. If everything goes according to plan, then be pleasantly surprised. If it doesn’t and you’ve planned accordingly, then you won’t get so frustrated. A problem not anticipated is a problem. A problem anticipated is an opportunity.
3. Face the problem.
Author and former economic planner John Perkins believes, “There are three kinds of people in our society: those who can’t see or refuse to see the problems; those who see the problems and because they didn’t personally create them are content to blame someone else; and those who see the problems and though they didn’t create them are willing to assume personal responsibility for solving them”
In my decades of experience working with people, I’ve found that when people face adversity, they make one of these four decisions:
Flee it—they try to get away, but problems always follow.
Forget it—they hope the problem will go away, but problems left alone only get worse.
Fight it—they resist, but the problems still persist.
Face it—they look at the problem realistically.
People who face their problems understand that the first step in solving a problem is to begin.
4. Evaluate the problem.
If a serious problem doesn’t cause you to pause and take stock, then you probably haven’t evaluated it properly. And that will create difficulties for you down the road, because if you’ve misjudged the size or scope of a problem and try to deal with it anyway, you will have to stop in the middle of trying to solve it, reevaluate, and start all over again.
Mike Leavitt, United States secretary of health and human services under President George W. Bush, says, “There is a time in the life of every problem when it is big enough to see, yet small enough to solve.”
The trick is to find the right timing and then to be patient when implementing the solution.
5. Embrace each problem as a potential opportunity.
President John F. Kennedy was once asked how he became a war hero. His response: “It was quite easy. Somebody sunk my boat!”
Problems are wake-up calls for creativity. If we choose to wake up and get up, problems will prompt us to use our abilities, rally our resources, and move us forward. When a person has the difference maker, adversity causes him to draw on and develop greater strength.
6. Think of people who have bigger problems.
How big or difficult our problems appear to be is often a matter of perspective. Most difficulties we face are pretty insignificant in the big scheme of things.
7. List all the potential ways to solve the problem.
Author and speaker Grenville Kleiser stated, “To every problem there is already a solution whether you know what it is or not.”
I would take that another step further. I believe every problem has many solutions, and no problem can stand the assault of sustained thinking.
To solve problems, we need to fire up our creativity, apply sustained thinking, and pull together our resources. Included in those resources are people. The problems that surround us are not as crucial as the people around us. As you think about solutions, consider the people of your acquaintance who might be able to help you.
8. Determine the best three ways to solve the problem.
Good thinkers always have more than one way to solve a problem. I believe people make mistakes when they think there is only one solution to any problem. If you identify the three best solutions to any problem, you give yourself options—and a backup plan in case the first solution fails.
9. Refocus on the mission.
Ralph Waldo Emerson observed, “Concentration is the secret of strength in politics, in war, in trade, in short, in all management of human affairs.”
Where should you focus that concentration? On the mission. And when you make a mistake, don’t chase after it. Don’t try to defend it. Don’t throw good money after it. Just refocus your attention on the mission and then move on. You must always keep your eyes on what it is you desire to do. I have yet to meet a person focused on yesterday who had a better tomorrow.
Tuesday, March 15, 2011
THE LAW OF PRIORITIES
Brian Tracy on the art of prioritizing:
The very worst use of your time is to do what need not be done at all. The Pareto Principle says that 20% of your activities will account for 80% of the value of your activities. This means that, if you have a list of ten items to accomplish, two of those items will be worth more than the other eight items altogether.
To achieve great things, you must always be concentrating on the small number of activities that contribute the greatest value to your life and your work.
Determine the Consequences
The value of anything in your order of priorities can be measured by assessing the potential consequences of doing it or not doing it. Something that is important has significant consequences to your life and your career. Something that is unimportant has few or no consequences of significance to your life or career. The mark of the superior thinker is your ability to consider possible consequences before you begin.
Ask the Key Question
Continually ask yourself, "What is the most valuable use of my time, right now?" And whatever it is, work on that. Your ability to discipline yourself to work on those few tasks that can make the greatest difference in your life is the key quality that makes everything else possible for you.
Action Exercises
Here is how you can apply this law immediately:
First, make a list of everything that you do as a part of your job. Now, analyze the list and select the three to five things that are more important than everything else put together.
Second, imagine that you are going to receive a $100,000 bonus at the end of the month if you can work on your highest priority items every minute of the day. How
The very worst use of your time is to do what need not be done at all. The Pareto Principle says that 20% of your activities will account for 80% of the value of your activities. This means that, if you have a list of ten items to accomplish, two of those items will be worth more than the other eight items altogether.
To achieve great things, you must always be concentrating on the small number of activities that contribute the greatest value to your life and your work.
Determine the Consequences
The value of anything in your order of priorities can be measured by assessing the potential consequences of doing it or not doing it. Something that is important has significant consequences to your life and your career. Something that is unimportant has few or no consequences of significance to your life or career. The mark of the superior thinker is your ability to consider possible consequences before you begin.
Ask the Key Question
Continually ask yourself, "What is the most valuable use of my time, right now?" And whatever it is, work on that. Your ability to discipline yourself to work on those few tasks that can make the greatest difference in your life is the key quality that makes everything else possible for you.
Action Exercises
Here is how you can apply this law immediately:
First, make a list of everything that you do as a part of your job. Now, analyze the list and select the three to five things that are more important than everything else put together.
Second, imagine that you are going to receive a $100,000 bonus at the end of the month if you can work on your highest priority items every minute of the day. How
COACH WOODEN ON YOUR TRUE LEGACY
“Mentoring is your true legacy. It is the greatest inheritance you can give to others. And it should never end. It is why you get up every day. To teach and be taught.”
-John Wooden
-John Wooden
A NEW DAY
"My motto is that whatever happens on Wednesday whether you or lose, whether youhave a sense of exhilaration or feel the lowest level of remorse, it has no bearing at all on what happens on Thursday. Every day has to be a new day with a new set of challenges."
Thursday, March 10, 2011
STARTING: THE GREAT SEPARATOR
Here is a wonderful post from: http://johnmaxwellteam.com/
Do you want to be a success? As you know, many obstacles can keep even a highly-motivated person from succeeding. But today I want to talk about the ONLY obstacle that will ALWAYS keep us from success: Not starting.
Starting is the Great Separator. It separates…
...the doers from the do-nots,
...the haves from the have-nots,
...the winners from the whiners, and
...the successful from the unsuccessful.
If a desire were enough, then everyone would be a success. But success is like a book, and starting and finishing are the front and back covers. Until you open that front cover, you can’t experience anything from the pages within.
So how do you get started?
1. Start with Yourself.
If you’ve ever flown on an airplane, you’ve heard the pre-flight instructions about the oxygen masks – which drop down from the ceiling in the case of emergency. If you’re traveling with someone who would need help, who do they always tell you to place the mask on first? Yourself! They want to remind you that you can’t help anyone else get oxygen if you aren’t able to breathe.
Starting with yourself is not a selfish goal – as long as you’re not doing it for your benefit alone. By putting on my oxygen mask, I get the oxygen I need in order to help others get oxygen. As a leader, I obtain what I need in order to help others succeed.
2. Start Early.
I can’t overstate how much you gain from starting early. It’s something you can’t really understand or grasp when you’re young. One creature that understands this principle is the ant. Consider what the Bible says in Proverbs:
“Go to the ant, you sluggard;
Consider its ways and be wise!
It has no commander,
No over seer or ruler,
Yet it stores its provisions in summer
And gathers its food at the harvest.”
-Proverbs 6:6-8
The activity of any individual ant seems to have little impact. After all, it can only carry one seed or leaf or grain of sand. And it’s not clear what any single grain has to do with the big picture of what is being formed. But regardless of how it looks from the outside, the impact is happening, and something is developing.
Whether you are trying to lose weight, build a business, build a marriage, raise a child, overcome a pattern, resolve a depression, or build a business, it is done the same way: one brick at a time. And the earlier you begin, the more bricks (or grains of sand) you can accumulate.
3. Start Small.
Most of us would love to see the entire path from where we are to the top. But life doesn’t work that way. Like a person carrying a lantern, most of us only see the small portion of the path ahead. Our best response is to just take the next step.
Why start small? It encourages you to get started and allows you to prioritize and concentrate. It also provides the necessary step to take the next step.
Like the person carrying the lantern, your path will only be illuminated a short distance ahead. We’ve all walked home in the dark. The lantern we carry may not illuminate the house, but it does show us the path that will take us there.
4. Start with The End in View.
John Wooden, an American basketball coach, was known for his focus on preparation. Every practice kept the goal – the next game – in view. Why? Because, as he said, “It’s too late to prepare when opportunity arrives.”
First, pursue your passion. A passion, a goal that you feel strongly about, gives you energy. Next, let planning give you direction. The beginning of the journey is the place to study the map. You may not always know the entire route, but your planning should always point in the direction of your destination.
5. Start now.
It’s too easy to say, “I’ll start tomorrow.” We promise that tomorrow, we will start a diet, studies, a career, or a relationship. But until we actually begin, a dream remains a dream.
It may be a cliché to say that every journey begins with the first step, yet it is still true. Successful people don’t wait for everything to be perfect to move forward. They don’t wait for all the problems or obstacles to disappear. They don’t wait until their fear subsides. They take initiative. They know a secret that good leaders understand: momentum is their friend. As soon as they take that first step and start moving forward, things become a little easier. If the momentum gets strong enough, many of the problems take care of themselves and talent can take over. But it starts only after you’ve taken those first steps.
Do you want to be a success? As you know, many obstacles can keep even a highly-motivated person from succeeding. But today I want to talk about the ONLY obstacle that will ALWAYS keep us from success: Not starting.
Starting is the Great Separator. It separates…
...the doers from the do-nots,
...the haves from the have-nots,
...the winners from the whiners, and
...the successful from the unsuccessful.
If a desire were enough, then everyone would be a success. But success is like a book, and starting and finishing are the front and back covers. Until you open that front cover, you can’t experience anything from the pages within.
So how do you get started?
1. Start with Yourself.
If you’ve ever flown on an airplane, you’ve heard the pre-flight instructions about the oxygen masks – which drop down from the ceiling in the case of emergency. If you’re traveling with someone who would need help, who do they always tell you to place the mask on first? Yourself! They want to remind you that you can’t help anyone else get oxygen if you aren’t able to breathe.
Starting with yourself is not a selfish goal – as long as you’re not doing it for your benefit alone. By putting on my oxygen mask, I get the oxygen I need in order to help others get oxygen. As a leader, I obtain what I need in order to help others succeed.
2. Start Early.
I can’t overstate how much you gain from starting early. It’s something you can’t really understand or grasp when you’re young. One creature that understands this principle is the ant. Consider what the Bible says in Proverbs:
“Go to the ant, you sluggard;
Consider its ways and be wise!
It has no commander,
No over seer or ruler,
Yet it stores its provisions in summer
And gathers its food at the harvest.”
-Proverbs 6:6-8
The activity of any individual ant seems to have little impact. After all, it can only carry one seed or leaf or grain of sand. And it’s not clear what any single grain has to do with the big picture of what is being formed. But regardless of how it looks from the outside, the impact is happening, and something is developing.
Whether you are trying to lose weight, build a business, build a marriage, raise a child, overcome a pattern, resolve a depression, or build a business, it is done the same way: one brick at a time. And the earlier you begin, the more bricks (or grains of sand) you can accumulate.
3. Start Small.
Most of us would love to see the entire path from where we are to the top. But life doesn’t work that way. Like a person carrying a lantern, most of us only see the small portion of the path ahead. Our best response is to just take the next step.
Why start small? It encourages you to get started and allows you to prioritize and concentrate. It also provides the necessary step to take the next step.
Like the person carrying the lantern, your path will only be illuminated a short distance ahead. We’ve all walked home in the dark. The lantern we carry may not illuminate the house, but it does show us the path that will take us there.
4. Start with The End in View.
John Wooden, an American basketball coach, was known for his focus on preparation. Every practice kept the goal – the next game – in view. Why? Because, as he said, “It’s too late to prepare when opportunity arrives.”
First, pursue your passion. A passion, a goal that you feel strongly about, gives you energy. Next, let planning give you direction. The beginning of the journey is the place to study the map. You may not always know the entire route, but your planning should always point in the direction of your destination.
5. Start now.
It’s too easy to say, “I’ll start tomorrow.” We promise that tomorrow, we will start a diet, studies, a career, or a relationship. But until we actually begin, a dream remains a dream.
It may be a cliché to say that every journey begins with the first step, yet it is still true. Successful people don’t wait for everything to be perfect to move forward. They don’t wait for all the problems or obstacles to disappear. They don’t wait until their fear subsides. They take initiative. They know a secret that good leaders understand: momentum is their friend. As soon as they take that first step and start moving forward, things become a little easier. If the momentum gets strong enough, many of the problems take care of themselves and talent can take over. But it starts only after you’ve taken those first steps.
Tuesday, March 8, 2011
THE WARRIOR'S MARK
"Each warrior wants to leave the mark of his will, his signature, on the important acts he touches. This is not the voice of ego but the human spirit, rising up and declaring that is has something to contribute. In every contest, there comes a moment that separates winning from losing. The true warrior understands and seizes the moment by giving an effort so intense and so intuitive that if could only be called one from the heart."
-Pat Riley
-Pat Riley
TRUST IS LIKE THE AIR WE BREATHE
Great post today from Stephanie Zonar for the BusyCoach:
"Trust is like the air we breathe. When it's present, nobody really notices. But when it's absent, everybody notices."
—Warren Buffett
Most BusyCoaches would agree that trust is the foundation of every healthy team. No team will achieve ongoing success without it.
Yet, when it’s firmly in place we may not even realize it’s there. Like oil helps the perfectly-fitted parts of an engine to work seamlessly together, so trust helps all the parts of a team to function without friction.
Without oil, engine parts rubbing together will eventually destroy each other. The same holds true for a team.
Without trust, friction like relational tension, unforgiveness and bitterness grows, becoming obvious to everyone and resulting in fragmentation that prohibits the team from reaching its goals.
Make trust-building activities part of your ongoing focus, BusyCoach, and you give your team a better chance of ongoing success.
"Trust in him at all times, you people; pour out your hearts to him, for God is our refuge."
-Psalm 62:8
Check out Stephanie's website: http://lifebeyondsport.com/
"Trust is like the air we breathe. When it's present, nobody really notices. But when it's absent, everybody notices."
—Warren Buffett
Most BusyCoaches would agree that trust is the foundation of every healthy team. No team will achieve ongoing success without it.
Yet, when it’s firmly in place we may not even realize it’s there. Like oil helps the perfectly-fitted parts of an engine to work seamlessly together, so trust helps all the parts of a team to function without friction.
Without oil, engine parts rubbing together will eventually destroy each other. The same holds true for a team.
Without trust, friction like relational tension, unforgiveness and bitterness grows, becoming obvious to everyone and resulting in fragmentation that prohibits the team from reaching its goals.
Make trust-building activities part of your ongoing focus, BusyCoach, and you give your team a better chance of ongoing success.
"Trust in him at all times, you people; pour out your hearts to him, for God is our refuge."
-Psalm 62:8
Check out Stephanie's website: http://lifebeyondsport.com/
Monday, March 7, 2011
RICK MAJERUS ON POST PLAY
Thanks to Coach Creighton Burns for passing these on in his latest newsletter:
3. Under control
4. Need to have 1 go to move
5. Need to have 1 counter move
3 Things to Develop Hands For Post Players
1. Soft Hands to Catch
2. Strong hands
3. Soft touch when shooting
Why Post Players Miss Shots
1. Not low enough
2. Don’t focus on target
3. Don’t get the ball high enough
Post Player Philosophy
1. Low – sit in stance
2. Slow – be patient3. Under control
4. Need to have 1 go to move
5. Need to have 1 counter move
3 Things to Develop Hands For Post Players
1. Soft Hands to Catch
2. Strong hands
3. Soft touch when shooting
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