This is Bill Walsh.
He was the head coach of the San Francisco 49ers.
He was famous for teaching the team's receptionists how to answer the phone properly.
Here's 12 leadership lessons I learnt from him:
Thanks to @rabois for recommending it in many of his podcasts.
He was the head coach of the San Francisco 49ers.
He was famous for teaching the team's receptionists how to answer the phone properly.
Here's 12 leadership lessons I learnt from him:
Thanks to @rabois for recommending it in many of his podcasts.
1. Sweat the little things
How the players dressed and the appearance they gave to others when taking the field was very important.
I wanted our football team to look truly professional—impeccable.
Thus, shirttails tucked in, socks up tight, and more were requirements.
How the players dressed and the appearance they gave to others when taking the field was very important.
I wanted our football team to look truly professional—impeccable.
Thus, shirttails tucked in, socks up tight, and more were requirements.
2. Respect the team
Players were told their practice helmets, which carried our emblem, should never be tossed around, sat on, or thrown in the bottom of their lockers:
“Wear it, hold it, or put it on the shelf in your locker.”
It represents who you are and what you value.
Players were told their practice helmets, which carried our emblem, should never be tossed around, sat on, or thrown in the bottom of their lockers:
“Wear it, hold it, or put it on the shelf in your locker.”
It represents who you are and what you value.
3. Go in wanting to win. But expect defeat. It keeps you humble.
Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you.
If you’re surprised when it happens, you’re dreaming; dreamers don’t last long.
Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you.
If you’re surprised when it happens, you’re dreaming; dreamers don’t last long.
4. Focus on processes
I directed our focus less to the prize of victory than to the process of improving - that is, our actions and attitude.
I knew if I did that, winning would take care of itself, and when it didn’t I would seek ways to raise our Standard of Performance.
I directed our focus less to the prize of victory than to the process of improving - that is, our actions and attitude.
I knew if I did that, winning would take care of itself, and when it didn’t I would seek ways to raise our Standard of Performance.
5. Hire managers who support your culture. Makes your job easier.
I began hiring personnel with an eagerness to adopt my way of doing things.
These included assistant coaches I was very familiar with - to install and nurture my organizational values and philosophy.
I began hiring personnel with an eagerness to adopt my way of doing things.
These included assistant coaches I was very familiar with - to install and nurture my organizational values and philosophy.
6. Team above everything else
The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson.
And this organizational perception that “success belongs to everyone” is taught by the leader.
Likewise, failure belongs to everyone.
The trophy doesn’t belong just to a superstar quarterback or CEO, head coach or top salesperson.
And this organizational perception that “success belongs to everyone” is taught by the leader.
Likewise, failure belongs to everyone.
7. Teach your team to demand a lot of themselves, and their peers
When you know that your peers—the others in the organization—demand and expect a lot out of you and you, in turn, out of them, that’s when the sky’s the limit.
It has a transformative effect.
When you know that your peers—the others in the organization—demand and expect a lot out of you and you, in turn, out of them, that’s when the sky’s the limit.
It has a transformative effect.
8. The leader's job is to facilitate camaraderie
The leader’s job is to facilitate a battlefield-like sense of camaraderie among his or her personnel.
To care about one another and the work they do, to feel the connection and extension so necessary for great results.
The leader’s job is to facilitate a battlefield-like sense of camaraderie among his or her personnel.
To care about one another and the work they do, to feel the connection and extension so necessary for great results.
9. Be professional
There was no showboating allowed after touchdowns, no taunting of opponents, no demonstrations to attract attention to oneself.
Because one individual shouldn’t take credit for what our whole team had done.
There was no showboating allowed after touchdowns, no taunting of opponents, no demonstrations to attract attention to oneself.
Because one individual shouldn’t take credit for what our whole team had done.
10. Culture precedes positive results
Players began acting in a way that reflected pride and professionalism, even as we continued to lose games.
Champions behave like champions before they’re champions;
they have a winning standard of performance before they are winners.
Players began acting in a way that reflected pride and professionalism, even as we continued to lose games.
Champions behave like champions before they’re champions;
they have a winning standard of performance before they are winners.
11. Create a first class environment
In a way, an organization is like an automobile assembly line; it must be first class or the cars that come off it will be second rate.
The exceptional assembly line comes first, before the quality car.
In a way, an organization is like an automobile assembly line; it must be first class or the cars that come off it will be second rate.
The exceptional assembly line comes first, before the quality car.
12. The score takes care of itself
I had no grandiose plan for winning a championship, but rather a comprehensive plan for installing a level of proficiency in all areas, both on and off the field.
Beyond that, I had faith that the score would take care of itself.
I had no grandiose plan for winning a championship, but rather a comprehensive plan for installing a level of proficiency in all areas, both on and off the field.
Beyond that, I had faith that the score would take care of itself.
All the above lessons were taken from Bill Walsh's book:
"The Score Takes Care of Itself"
This book has helped me become a better leader and General Manager in my company.
It taught me to mind the little things.
And to always hold myself to a high standard.
"The Score Takes Care of Itself"
This book has helped me become a better leader and General Manager in my company.
It taught me to mind the little things.
And to always hold myself to a high standard.
Recap of 12 lessons from Bill Walsh:
1. Sweat the little things
2. Respect the team
3. Go in wanting to win. But expect defeat.
4. Focus on processes
5. Hire managers who support your culture.
6. Team above everything else
7. Demand a lot of themselves, and their peers
1. Sweat the little things
2. Respect the team
3. Go in wanting to win. But expect defeat.
4. Focus on processes
5. Hire managers who support your culture.
6. Team above everything else
7. Demand a lot of themselves, and their peers
8. The leader's job is to facilitate camaraderie
9. Be professional
10. Culture precedes positive results
11. Create a first class environment
12. The score takes care of itself
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9. Be professional
10. Culture precedes positive results
11. Create a first class environment
12. The score takes care of itself
Jump back to the top and Retweet this so you can find it easily:
https://twitter.com/heymaxkoh/status/1447925466095132680?s=20
If you found this helpful, follow me at @heymaxkoh
I share my journey of how I attained financial freedom before the age of 30 by:
• building my leadership skills as a General Manager in my 9-5 job
• investing in great businesses.
I share my journey of how I attained financial freedom before the age of 30 by:
• building my leadership skills as a General Manager in my 9-5 job
• investing in great businesses.
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