Monday, December 28, 2009

JIM ROHN ON GOALS AND GOAL SETTING

The major reason for setting a goal is for what it makes of you to accomplish it. What it makes of you will always be the far-greater value than what you get.

When Andrew Carnegie died, they discovered a sheet of paper upon which he had written one of the major goals of his life: to spend the first half of his life accumulating money and to spend the last half of his life giving it all away. And he did!

Some people are disturbed by those tough days because all they have is the days. They haven’t designed or described or defined the future.

Goals. There’s no telling what you can do when you get inspired by them. There’s no telling what you can do when you believe in them. And there’s no telling what will happen when you act upon them.

We all need lots of powerful long-range goals to help us past the short-term obstacles.
The ultimate reason for setting goals is to entice you to become the person it takes to achieve them.

Don’t set your goals too low. If you don’t need much, you won’t become much.

If you go to work on your goals, your goals will go to work on you. If you go to work on your plan, your plan will go to work on you. Whatever good things we build end up building us.

We all have two choices: We can make a living or we can design a life.

TRAINING CAMP

Eric Musselman has passed along a few notes from the book "Training Camp" by Jon Gordon:

THE BEST KNOW WHAT THEY WANT
“I think a lot of people spend their life being average or good at something, but they don’t strife to be great.”
“The best of the best not only know what they want, but they want it more.”

THE BEST WANT IT MORE
“We cannot measure desire in terms of merely thought and wishes.”
“The best not only do the things that others won’t do and invest the time others won’t invest, but they do so with passion and intent to get better. The best are never satisfied with where they are.”

THE BEST ARE ALWAYS STRIVING TO BE BETER
“If you are striving to get better, then you are always growing. And if you are always growing, then you are not comfortable. To be the best, you have to be willing to be uncomfortable, and embrace it as a part of your growth process.” It’s a process…
“The best see where there is room for improvement and their humility and passion drives them to improve. The average ones however, don’t see it or don’t want to see it.”
“The fact is past success does not determine future success. Future success is the result of how you work and prepare and practice and how you strive to improve everyday. It’s a commitment that the best of the best make every week, every day, every hour, and every moment. Force yourself to be uncomfortable.”

THE BEST DO ORDINARY THINGS BETTER THAN EVERYONE ELSE.
“Vision without execution is hallucination.”
“Work hard on the right things. It means you must identify the very ‘little things’ that are fundamental to your success, and then you must focus on them, practice them, and strive to execute them to perfection.”

THE BEST ZOOM-FOCUS
“There is no secret recipe.”
“If you incrementally improve each day, each week, each month, by the end of the year you’ll see remarkable results and growth. When you zoom-focus on the process, the outcome takes care of itself.”
“Master the fundamentals.”

THE BEST ARE MENTALLY STRONGER
“Being mentally strong means you stay positive through adversity. It means you are resilient when facing pressure, challenges and change.”
Weed and feed: “Each day you need to weed out negativity and feed it positivity. You need to weed out the self-doubt and negative talk and feed it positive thoughts, memories and visuals.”
“Pay attention to your thoughts…weed out negative thoughts.”
“Being positive or negative is a habit, and you choose the positive.”

THE BEST OVERCOME THEIR FEARS
“Those that succeed, those that reach the pinnacle of greatness, are able to face this battle (overcoming fear) and win.”

THE BEST SEIZE THE MOMENT
“Ironically, even the best have a dream and a vision within their sights. It is the journey, not the destination that matters the most to them. The moment is more important than the success or failure.”
“When the best are in the midst of their performance they are not thinking ‘What if I win?’ or ‘What if I lose?’ They are not interested in what the moment produces, but they are only concerned with what they produce in the moment.”
“Rather than hiding from pressure, they rise to the occasion. As a result, the best define the moment rather than letting the moment define them.”
“You define the moment.”
“Make every moment of your life count. Realize that this is your one shot, yet don’t focus on the result of the outcome of the shot. Just focus on the shot.”
“Seize the moment.”

THE BEST LEAVE A LEGACY
“You leave a legacy by living and working with a bigger purpose, you leave a legacy by making your life about more than just you. You leave a legacy by moving from success to significance.”

THE BEST MAKE EVERYONE AROUND THEM BETTER
“The point is to strive to be your best and inspire others to be their best, because it’s in the striving where you find greatness, not in the outcome.”

Sunday, December 27, 2009

COACH MEYER DICTAPHONE NOTES #53

URBAN'S WAY

The following comes from "Urban's Way" by Buddy Martin:

1. Some coaches talk about “family,” but at Florida the families and children of all coaches and players are encouraged to attend Thursday’s “Family-Night Dinners” to hang out at their position coach’s home; parents of players also have direct access to Meyer and his staff at all times.

2. Wives and children of those assistant coaches are invited on the field after the game and are escorted to the locker room by their husbands/fathers.

3. Meyer required his coaches and their wives to “babysit” players and provide a family atmosphere for them as they are mentored through football, academics, and social responsibilities.

4. Through disciplinary action, players are given every opportunity to redeem themselves for mistakes made on and off the field. They are automatically suspended for major team or school violations—or eventually even terminated for breaking the law—but Meyer will continue to help them in their pursuit of their degree. These incidents are rarely, if ever, announces to the media.
5. Special teams players are treated “special” since Meyer, himself, is their hands-on coach.

6. Instead of constantly hammering on his players to get results on the field and in the classroom, he “bribes” them with the privileges of a “Champions Club,” almost like a frequent-flier program.

7. Meyer runs an offense that he mostly made up, borrowing parts form here or there, but producing a new edition or version every couple of years and adapting it to personnel.

8. In what might look reckless and almost crazy at the time—but is actually calculated and well thought out—Meyer has been known to call trick plays (he calls them “special plays”) in big games when the odds look heavily stacked against him. And they usually work. He doesn’t think of it as chance, but rather “calculated risks.” Meyer doesn’t believe in “fate” or “luck,” but thinks good execution in practice is the key.

BRIAN TRACY'S LAW OF SUPERB EXECUTION

Leaders are committed to excellent performance of the business task at hand, and to continuous improvement. A leader is the person who chooses the area of excellence for his or her team. A leader knows that excellence is a journey, not a destination. Leaders are committed to being the best in everything they do. They constantly strive to be better in their key result areas. They compare themselves with people, organizations, and products or services that are better than they are, and they are continually improving.

Standards of Excellence
Leaders set standards of excellence for everyone who reports to them. They are ruthless about weeding out incompetence and poor performance. Leaders demand quality work and insist that people do their jobs well. The leader sets the standard of excellence. No one, or no part of the organization, can be any better than the standard that the leader represents and enforces. For this reason, leaders are committed to personal excellence in everything they do.

Leaders are Learners
Leaders are learners, continually striving to be better in their work and personal lives. They read, take additional courses and seminars, and listen to audio programs in their cars. They attend conventions and association meetings, go to the important sessions, and take good notes. They are committed to learning and growing in every area where they feel they can make an even more valuable contribution to their work.

Inspiring People
People are most inspired when they feel they are working for an organization in which excellence is expected. The very best way to motivate and inspire others is for you to announce your commitment to being the best in your field or industry. Then, continually benchmark your performance and the performance of your organization against the very "best in class" in your business.

Core Competencies
Leaders identify their core competencies, the vital tasks they do that are responsible for them being in business. They continually look for ways to upgrade these core competencies to assure that they maintain a competitive edge in the marketplace. Leaders think about the future and identify the core competencies that will be required for success in the years ahead. They then develop plans to acquire those core competencies well before they will be needed to compete effectively in the marketplace of tomorrow.

Action Exercise
Identify your personal core competencies. What are the essential skills of your job, the abilities that make you valuable, if not indispensable? What core competencies do you need to acquire if you want to be the best in your field in the years ahead? Make a plan today to develop the key skills and core competencies you will need tomorrow.

Brian Tracy's website: http://www.briantracy.com/

Saturday, December 26, 2009

JUMPING ON THE ENERGY BUS

Heard from Coach Eric Musselman that Coach Erik Spoelstra presented players with a vocabulary calendar and the book, The Energy Bus: 10 Rules to Fuel Your Life, Work and Team with Positive Energy. Spoelstra said he chose the book, authored by Jon Gordon, because the team could learn from the motivation principles. Needless to say, I'll be purchasing this book in the near future. Here are Gordon's 10 Rules to Fuel Your Life, Work, and Team with Positive Energy.

1. You’re the Driver of the Bus.
2. Desire, Vision and Focus move your bus in the right direction.
3. Fuel your Ride with Positive Energy.
4. Invite People on Your Bus and Share your Vision for the Road Ahead.
5. Don’t Waste Your Energy on those who don’t get on your Bus.
6. Post a Sign that says “No Energy Vampires Allowed” on your Bus.
7. Enthusiasm attracts more Passengers and Energizes them during the Ride.
8. Love your Passengers.
9. Drive with Purpose.
10.Have Fun and Enjoy the Ride.

Thursday, December 24, 2009

THE LAST DAY OF SCHOOL

While working for Coach Dale Brown on the LSU staff, he would send out the following to coaches and friends of our program at Christmas. It is written by Roy Exum. Obviously the mention of Christmas makes it seasonal, but the message speaks to the art of teaching and why we should be coaching. May all of those who take the time to visit our site have a blessed holiday!

When Tony Campolo was in Chattanooga last week to speak at the annual “Gathering of Men” breakfast, the noted sociologist told a story that begs to be repeated, especially on this day:
It seems that there was a lady named Jean Thompson and when she stood in front of her fifth-grade class on the very first day of school in the fall, she told the children a lie.

Like most teachers, she looked at her pupils and said that she loved them all the same, that she would treat them all alike. And that was impossible because there in front of her, slumped in his seat on the third row, was a boy named Teddy Stoddard.

Mrs. Thompson had watched Teddy the year before and noticed he didn’t play well with other children, that his clothes were unkept and that he constantly needed a bath. Add to it the fact Teddy was unpleasant.

It got to the point during the first few months that she would actually take delight in marking his papers with a broad red pen, making bold ‘X’s and then marking the ‘F’ at the top of the paper biggest of all.

Because Teddy was a sullen little boy, nobody else seemed to enjoy him, either.

Now at the school where Mrs. Thompson taught, she was required to review each child’s records and--because of things--put Teddy’s off until last. But when she opened his file, she was in for a surprise.

His first-grade teacher had written, “Teddy is a bright, inquisitive child with a ready laugh. He does work neatly and has good manners … he is a joy to be around.”

His second-grade teacher wrote, “Teddy is an excellent student and is well-liked by his classmates--but he is troubled because his mother has a terminal illness and life at home must be a struggle.”

The third-grade teacher wrote, “Teddy continues to work hard but his mother’s death has been hard on him. He tries to do his best but his father doesn’t show much interest in school. He doesn’t have many friends and sometimes sleeps in class. His is tardy and could become a problem.”

By now Mrs. Thompson realized the problem but Christmas was coming fast.

It was all she could do, with the school play and all, until the day before the holidays began and she was suddenly forced to focus on Teddy Stoddard on that last day before the vacation would begin.

Her children brought her presents, all in gay ribbon and bright paper, except for Teddy’s, which was clumsily wrapped in heavy, brown paper of scissored grocery bag.

Mrs. Thompson took pains to open it in the middle of the other presents and some of the children started to laugh when she found a rhinestone bracelet, with some of the stones missing, and a bottle that was one-quarter full of cologne.

But she stifled the laughter when she exclaimed how pretty the bracelet was, putting it on, and she dabbed some of the perfume behind the other wrist.

At the end of the day, as the other children joyously raced from the room, Teddy Stoddard stayed behind, just long enough to say, “Mrs. Thompson, today you smelled just like my mom used to.”

As soon as Teddy left, Mrs. Thompson knelt at her desk and there, after the last day of school before Christmas, she cried for at least an hour.

And, on that very day, she quit teaching reading and writing and spelling. Instead she began to teach children. And Jean Thompson paid particular attention to one they all called Teddy.

As she worked with him, his mind seemed to come alive. The more she encouraged him, the faster he responded and, on days that there would be an important test, Mrs. Thompson would remember the cologne.

By the end of the year he had become one of the smartest children in the class and … well, he had also become the “pet” of the teacher who had once vowed to love all of her children exactly the same.

A year later she found a note under her door, from Teddy, telling her that of all the teachers he’d had in elementary school, she was his favorite.

Six years went by before she got another note from Teddy. And then he wrote that as he finished high school, third in his class, she was still his favorite teacher of all time.

Four years after that, she got another letter, saying that while things had been tough at times, that he’d stayed in school, had stuck with it, and graduated from college with the highest of honors. He assured Mrs. Thompson she was still his favorite teacher.

Then four more years passed and another letter came.

This time he explained that after he got his bachelor’s degree, he decided to go a little further. That she was still his favorite teacher but now that his name was a little longer. And the letter was signed, “Theodore F. Stoddard, M.D.”

The story doesn’t end there. You see, there was yet another letter that spring. Teddy said that… well, that he’d met his girl and was to be married.

He explained that his father had died a couple of years ago and he was wondering … well, if Mrs. Thompson might agree to sit in the pew usually reserved for the mother of the groom.

You’ll have to decide for yourself whether or not she wore that bracelet, the one with several rhinestones missing.

But I bet on that special day, Jean Thompson smelled just like … well, just like she smelled many years before on the last day of school before the Christmas Holidays begin.

EDDIE FOGLER'S ADVICE TO YOUNG COACHES

Never be held hostage: when you become a head coach, you want to be successful, don’t play a guy who will not do the things you preach and believe in as a coach. Sit down any player who has his own agenda and does not play with the team.

1. As a young head coach, hire an older, former head coach who knows a lot of the issues.

2. To African-American assistant coaches: don’t simply be a recruiter, don’t let a coach not let you fulfill the full duties of coaching.

3. Players will play their hardest for a coach who develops the best player-coach relationships.

4. Head coaches should show up to practice at least half an hour earlier and just mess around with a few players to get to know them better. Ask them about their life and make them feel comfortable.

5. If you can’t go to practice every day and enjoy seeing your team and have fun coaching, then you should not be coaching. Enjoy your players.

BRIAN TRACY ON MANAGING THE CRISIS

There is one constant in the coaching profession -- solving problems. Doesn't matter what level you coach on...doesn't matter if you have a veteran team or a young team...doesn't matter if you have administrative support or not...are success is going to come about because as coaches we can handle problems/crisis. Working for Coach Dale Brown was a wonderful experience for me in this regard. The man literally got excited during crisis -- he would say "The greatest of problems is the greatest of opportunities." Here is a really good look at how to handle crisis from Brian Tracy.

In a fast-changing, turbulent, highly competitive business environment, you will have a crisis of some kind every two or three months. You also could have a financial crisis, a family crisis, a personal crisis, or a health crisis with the same frequency.

Take Charge Immediately
When the crisis occurs, there are four things you should do immediately.

1. Stop the bleeding.
Practice damage control. Put every possible limitation on losses. Preserve cash at all costs.

2. Gather information.
Get the facts. Speak to the key people and find out exactly what you are dealing with.

3. Solve the problem.
Discipline yourself to think only in terms of solutions, about what you can do immediately to minimize the damages and fix the problem.

4. Become action-oriented.
Think in terms of your next step. Often any decision is better than no decision.

Practice Thinking Ahead
One of the key strategies for business and personal success is "crisis anticipation." This strategy is practiced by top people in every field-executives, managers, entrepreneurs, and leaders, especially military leaders. You practice crisis anticipation by looking into the future three, six, nine, and twelve months ahead and asking, "What could happen to disrupt my business or personal life?"

Develop a Contingency Plan
You need to have a contingency plan for possible emergencies and crises. What steps would you take if something went seriously wrong? What would you do first? What would you do second? How would you react? Develop a scenario—a storyline and a plan—describing how you would handle a negative situation, if it occurred.

Prevent the Recurring Crisis
A crisis, by definition, is a once-only, unexpected negative event. If there is a recurring crisis in your company or your life, one that repeats itself regularly, especially cash crises, then you are dealing with a deeper problem, usually incompetent or poor organization. To ensure that the crisis does not repeat itself, after you have resolved that crisis for the first time, do a thorough debriefing on the problem. What exactly happened? How did it happen? What did we learn? What could we do to make sure it doesn't happen again?

Action Exercise
1. Identify the three worst things that could happen in your business in the next year. What could you do today to minimize the damage from these crises?
2. Identify the three worst things that could happen in your personal and family life, and then take steps to make sure they don't happen.

HOW TO STAY MOTIVATED

As we go through the roller coaster of a season, the ability to stay motivated during the highs and lows is critically important. Here are some good thoughts from Denis Waitley:

Be willing to say to yourself, “I’m on the right road. I’m doing OK. I’m succeeding.” We too frequently become adept at pointing out our flaws and identifying failures. Become equally adept at citing your achievements. Identify things you are doing now that you weren’t doing one month ago… six months ago… a year ago. What habits have changed? Chart your progress.

Doing well once or twice is relatively easy. Continuously moving ahead is tough, in part, because we so easily revert to old habits and former lifestyles. Over the long run, you need to give yourself regular feedback to monitor your performance and reinforce yourself positively. Don’t wait for an award ceremony, promotion, friend or mentor to show appreciation for your work. Take pride in your own efforts on a daily basis.

Keep the end result in sight. Always see the big picture of the ultimate goal you’re working for and the benefits that come with it. During World War II, parachutes were constructed by the thousands. From the workers’ point of view, the job was tedious and repetitive. (Like making “cold calls” on the phone or in person.) It involved crouching over a sewing machine eight to ten hours a day, stitching endless lengths of colorless fabric. The result was a seamless heap of cloth. But every morning the workers were reminded that each stitch was part of a life-saving operation. As they sewed, they were asked to think that this might be the parachute used by their husband, brother or son. Although the work was hard and the hours long, the women and men on the assembly line understood their contribution to the larger picture. The same should be true with your work. Each thing you do benefits the health and well-being of adults and children throughout the world, not just generally, but specifically. These are the visions that drive us through the tedious details to reach the top.

Set up a dynamic daily routine. Getting into a positive routine or groove, instead of a negative rut, will help you become more effective. Why is the subway the most energy-efficient means of transportation? Because it runs on a track.

Think of the order in your day, instead of the routine. Order is not sameness, neatness or everything exactly in its place. Order is not taking on more than you can manage, without still being able to do what you really choose. Order is the opposite of complication; it’s simplification. Order is not wasting a lot of time trying to find things. Order is avoiding a lot of recriminations because you didn’t do something you promised. Order is setting an effective agenda with others, so neither of you is disappointed. Order is doing in a day what you set out to do.

Order frees you up. Get into the swing of a healthy, daily routine and discover how much more control you’ll gain in your life.