BELICHICK'S NEXT IMPORTANT GOAL

The following comes from an article written by Ryan Hannable for www.weei.com and speaks strongly to how much Patriots' head coach Bill Belichick believes in process oriented thinking:

Belichick, who has won five Super Bowls and is considered one of the greatest coaches of all-time, was asked what are some other things he would like to accomplish?

“I'd like to go out and have a good practice today,” he said. “That would be at the top of the list right now.”

What’s after that?

“We'll correct it and get ready for tomorrow,” he added.

Although it’s just minicamp, Belichick was already in midseason form with his response by not wanting to reflect on anything, and showing how focused he is on the task at hand, which is minicamp.

COACH WOODEN'S MOST IMPORTANT LESSON

Last night I finished reading "Coach Wooden and Me: Our 50-Year Friendship On and Off the Court."  It was written by Kareem Abdul-Jabbar and gave incredible insight to Coach Wooden that I have not read or heard.  As an assistant at LSU under Dale Brown, we were blessed to have access to Coach Wooden and his wisdom.  He would occasionally visit us in Baton Rouge and annually Coach Brown would fly to Englewood to visit with Coach and pick his brain.  It also meant that I was given the opportunity to spend a day with Coach -- something I will never forget.

Kareem talks about his relationship with Coach Wooden and the lessons he learned.  There are some incredibly deep and personal stories about their relationship making this one of my favorite books about Coach.  If you are a Coach Wooden fan -- and as Coach Don Meyer would say, "We should all study Wooden" -- then this a must read.

Below is a short excerpt that talks about the process-oriented teaching of Coach Wooden: 

Coach Wooden's most important lesson was that we should never focus on the outcome but on the activity itself.  "Don't think about winning the game," he'd say.  "Just do everything possible to prepare.  As long as you know you have done everything possible and you have given your best self on the court, that is your reward.  The scoreboard is meaningless."  This philosophy, which became the basis for his time as an English teacher and coach, was inspired by an anonymously written poem he read in college:

Before God's footstool to confess
A poor soul knelt and bowed his head
"I failed," he wailed, The Master said,
"Thou did thy best, that is success."

THOUGHTS ON EXTENDING YOUR CAREER

Last night I was talking to a colleague about our profession.  At times it can certainly seem like a roller coaster.  He wanted to know what the key was for having an extended career in coaching.  I was reminded off a presentation I gave a few years back at the A Step Up Assistant Coaching Symposium.  The topic given to me by Felicia Hall Allen was "The Art of Extending Your Career."

I opened with this:

THE GOAL IS NOT THE GOAL

"While I am assigned to talk to you about extending your career, I'm going to go a different direction saying that extending your career should not be the goal.  The goal is to become the best assistant coach you can become on a daily basis and an extended career will follow."

I think the first thing we need to decide in coaching is what is our "Why."  We must have an overriding purpose for coaching -- it has to be the centerpiece of our culture and what we stand for.  For me, the growth of the student-athlete has to be #1 on the priority list.  

"It doesn't matter where you coach,

it matters why you coach."
-Don Meyer

I spoke about studying Nick Saban and the philosophy he has in regard to the process.  The process is keeping focused on the task at hand -- executing as well as you can with what directly lies in fornt you at that very moment.   Coach Saban does not want his players looking at the scoreboard.  His belief is that the time and score have absolutely nothing to with the intensity and concentration you need to utilize on the very next play. 

I believe the same is true with our careers.  If we are getting up in the morning thinking about extending our career or looking ahead at that next job than we are taking away energy that we need to utilizing on what is really important -- today!  The absolute best way to move of the ladder as well as extend are career is to own and master that which has been given to us at this very moment.

One of the areas that I spoke about was Professionalism.  I firmly believe that ethical choices are a full-time job.  It must be character over victory.  Don't let a short-term gain for a win be overshadowed by a poor choice you made to try and get an edge.  

THE TRUE IMPORTANCE OF WINNING

Of course, our biggest obstacle is winning.  We are expected to win immediately and constantly.  And don't get me wrong, winning is important as the following thought from Vince Lombardi points out:

"No leader, however great, can long continue 

unless he wins battles.  The battle decides all."

-Vince Lombardi

It's true.  If we want to continue to impact young people through coaching...if we want to have a positive contribution to our communities -- we have to win -- to keep our jobs.

I gave the example of a coach being hired at a BCS program and having a record of 38-47 after his first three years.  The last home game of his third season, he lost to his rival by 24 points.  He then went to his conference tournament and lost by 43!

I asked the coaches at the clinic "What do you think the athletic director did the next week?"

Of course, the all answered "Fire the coach."

They were stunned when I told them the AD gave the coach an extension.  I then told them the AD was Duke's Tom Butters and the coach was Mike Krzyzewski.

Those days are over.  The days when an administrator can see through the losses to see that a coach is doing the right things and building something.  I've heard Coach K speak at clinics and he even admits that if he were hired today and got off to the same start that he'd never see his fourth year.

Still, we can't let winning be a conflict of interested.  We can't be overly consumed or blinded so much in trying to win that we turn our head to discipline and our culture.  The best coaches are willing fight for the culture even if it might cost them a victory.

That's not to say winning isn't important.  Certainly we have to teach winning to our teams.  As a young student at Marshall University, the basketball coach at the time, the late Stu Aberdeen spoke about the importance of winning.  As he explained, when we are on the operating table fighting for our life, we better hope that the doctors and nurses have a strong desire to win.  Coach Aberdeen explained that should we ever be falsely accused in a court of law, that we better hope our attorney has driven to win.

As I mentioned earlier, ethical choices are a full time job -- and I do believe there is a right way to win and a wrong way to win.  If you are a principled person that means a great deal.  I posed the question to the coaches at the symposium -- "are you willing to lose your job?"  Do you believe so much in the principles of integrity that you would walk away from a job that did not share in your beliefs?

BE A CONTINUAL LEARNER

The second part of the process of staying in this business is becoming a continual learner.  There must be a fire within to constantly be searing knowledge to help you grow as a person and a teacher. 

My suggestion to the coaches in the audience was to become an expert at something in the game: post play, shooting, zone defense, etc.  Pick something and learn it at the highest level.  I think it is always important to be a good recruiter but don't be labeled as such because you don't excel in other areas.

Today there are so many ways to improve.  We had just came off of a Final Four season at LSU and one summer I went to Oklahoma to watch Sherri Coale and her Sooners practice for three days in preparation to go overseas.  The next year we again made it to the Final Four and I headed to Duke to watch Gail Goestenkors to again observe several practices before she took her team overseas.  

Today there are so many clinics to attend: Coaching U, Nike, PGC/Glazier.  There are tons of great blogs and Youtube loaded with information.  Have you attended an NBA or WNBA practice session? If not, you are missing out on some of the game's best teachers.

One other factor in being a continual learner today is the not just accept but to embrace technology.  Whether it's social media, apps for our phones and iPads or every improving methods of watching and breaking down video -- it's all there in front of us to help us improve.

FIND BALANCE

The next part of extending a career is to find balance.  I spend a great deal of time in my office -- always have and always will.  But I find a way to incorporate my wife with our program.  She has always been a big part of our culture.  Whether it's having the team over to decorate our Christmas tree, throwing a Mardi Gras parting in February or just having them over for an occasional home cooked meal, Sherie has always been active in helping us serve our student-athletes.

It's also important to plan family time.  Schedule time for your spouse and children though out the season -- an honor those commitments.  I learned most of this the hard way.  I once coached eight consecutive summers without a vacation.  I stayed up all night in the office two nights a week during the season watching video and getting scouting reports ready.  Then my wife was diagnosed with breast cancer!  It was an amazing paradigm shift for me and give me instant perspective.

Coach Don Meyer also talking about having "your time," where it is just you.  It can be a time of meditation or reflection.  For me, I like to do it early in the morning while everyone is still asleep.  I can catch up on some reading or spend some time writing in my journal.

Yet another example of helping you with balance is creating a circle of influence.  A handful of people that your believe in and trust.  Most importantly, these people need to be someone that love you enough to tell you the truth. Someone that can tell you your full of crap when you are.  Some can be coaches but it's always good to have some non-coaches in your circle.

TAKE CHARGE OF YOUR FINANCES

Part 4 of an extended career is the handling of your finances.  I shared with the coaches, and especially tried to get through to the younger ones that my biggest regret in coaching wasn't a decision on the floor but it was not getting involved with a financial planner early in my career.  I have had one the past 20 years and the results (and security) are amazing!  Many young coaches don't think they make enough money to work with a planner -- that's actually all the more reason you do.  One of the first things that Kay Martin of Ameriprise was talk to me about short-term and long-term goals.  Part of that process was to create an emergency fund that would pay into gradually to where we would have three months worth of salary to live on should anything happen.  Well, we have far more than three months now and its a great feeling to have that type of security -- not just for me but for my family.

I also have a special tax accountant that understands my profession and helps to keep that organized and more importantly, helps me maximize all of the possible exemptions and write offs available to me.

"You must gain control of your money

or the lack of it will forever control you."

-Dave Ramsey

BE FLEXIBLE

Next on the list of theories for having a long career is your ability to be flexibility.  It is a game, no a world, that is constantly evolving and changing. As assistant coaches we have to adjust to changes on our staff...we tend to change jobs a couple of times we must adjust to head coaches...we must adjust to administration...we must adjust to the times.  The best way to adjust is to stay open minded -- be a good communicator (which means a lot of listening as an assistant coach).

We must also adjust to the players.  This does not mean give in and allow the players to dictate policy.  But I firmly believe every player has a story and it is our job as coaches to learn that story.  Our ability to know them at a deeper level is critical for us to help them.  At UCF, we utilized Bill Rogers (who worked with Pat Summitt's Lady Vols along with some professional teams) in order to learn about their personalities.  What was their leadership potential? What were the primary motivators for each individual?  How did they best learn -- were they audio, visual or physical learners?  And then we adjust how we teach to meet them in the middle, where they can best be taught.

BE A PROBLEM SOLVER

Whether at clinics, via email or phone conversations, I often get the question "what are the attributes for being a successful coach?"  There are several in my opinion, most of them are obvious.  But one that is critically important is that you must be a problem solver.  Coaching is about solving problems.  

Not enough resources? Solve it.
Not enough post players or shooters? Solve it.
Lacking in facilities? Solve it.
Team chemistry problems? Solve it.

I'm not sure that there is not at least one minor problem per day in coaching -- but you have to solve it.  Solving problems to me begins with attitude.  Working for Coach Dale Brown I learned that we were not to use the word "problem" but we were to use the word "opportunity."  Coach Brown would tell us not to come in his office with a problem unless we were ready to offer a solution.  When people ask me what made Coach Brown so successful, again there are several reasons.  But one was he was a solution-oriented person when it came to problems.  He would amaze me with his attitude -- almost excited that a problem has arose because he loves the challenge of defeating it.

HAVE A SYSTEM OF ORGANIZATION

The final area I touched on was to become organized and primarily I was talking about improving your ability to document everything.  All conversations I have I follow up with the person I was speaking to with a short email of bullet points.  I do this with my players as well.  If I meet with a player to go over video, we both take notes and I email them to her.  Of course discussions of behavior -- both positive and negative -- are followed up with an email.

I'm a big believer in writing handwritten notes -- even with all the technology today.  I love to write a handwritten note to a player and stick it in her locker.  I also screen shot text messages -- positive and negative with players for my files.  I want as complete a written file on dealings with players, coaches, administrators, media and anyone else on the professional level.

We live in a time where you need to have your bases covered.

The final suggestion for extending your career?  Enjoy the ride! Embrace the grind -- even the problem solving.  The best coaches I've been around get a rise our of solving a problem.  You must be passionate about what you do but you still need a plan -- the role of an assistant coach is never easy but it is important.  Accept that role and challenge yourself to be the very best your can be.

THE LAST THING TO COME ARE THE WINS

What men's basketball coach Chris Collins says he learned from Chicago Cubs manager Joe Madden:

“He was really helpful, especially (by saying) that when you are trying to build something, pretty much the last thing that comes are the wins. You have to build the winning culture and the winning environment. And sometimes you have to learn how to celebrate some of the small victories … guys coming in early (to practice), guys coming in at night doing extra work like strength and conditioning, how hard we practice, how the guys hold each other accountable.”

Via PickAndPop.net

TEACHING PLAYERS TO FIGURE IT OUT FOR THEMSELVES

It's been a while back, but I posted briefly about a concept that I hold dear to my coaching philosophy -- the ability to teach your players to figure things out on their own.

There are three things that I think coaches should stress, teach and demand on a daily basis regardless of what their philosophy is in regard to X & Os, discipline and team building.  I believe you should be teaching players to Talk, to be Tough, and to Think.  Figuring things out is a major component to thinking.

One of the most underrated things that the best coaches teach, in any sport on any level, is that of educating their players how to think on their own.  Few were better than Coach Newell.

“I wanted players with initiative, guys who could control a difficult situation on their own.  People may not realize that years ago, you couldn’t bring a player over to the sideline to talk to him.  Players had to stand out in the middle of the court during your timeout.  They changed that rule during my second year in coaching (1947) and I was madder than hell.  I felt my team could always interpret what I was teaching; we didn’t need all these damn meetings.  I didn’t want my players depending on me.  I figured I’d teach ‘em during the week, and when the game comes along, it’s up to them.  That’s one reason I didn’t like to call timeouts.  I didn’t want the players thinking that every time they got in a little jam, I’d bail them out.  I wanted to make them figure it out.”

-Pete Newell

Not surprisingly an article on Geno Auriemma written by Paul Doyle of the Hartford Currant points the same feature out in the UConn coach: 

It goes back to the practices. Yes, Auriemma and Dailey recruit mentally tough players. But Auriemma challenges them every day. He'll run "break the press" drills with six practice players facing his players and tell them to figure it out.

"He just tests your will, he tests your mind and your heart, every day in practice," Lobo said. "So you are prepared in moments to be able to make those shots because you've been in mentally challenging situations before."

LaChina Robinson noted: "When you talk to Sue [Bird] and Swin [Cash] and those guys, obviously they played on great teams, but they talk about how he would put them in situations where it was almost impossible to succeed. Every day in practice. So he made it impossible so that in the games it would be easy."

JIM JABIR: BUILDING YOUR CULTURE

We were blessed this weekend to have Jim Jabir as our guest speaker at the Gary Blair Coaching Academy. Coach Jabir had two sessions with our coaches, one on Building Your Culture and the other on The Phoenix Transition Offense.  Here are a few notes from his lecture on culture.

Goals vs. Process

Goals can cause you to lose sight on what you need to be doing at that moment.

It's like climbing a mountain.  If you are constantly looking at the top of the mountain as you climb, you're going to misstep and fall.  They key is to keep your eye on each single step and step by step you'll arrive to the top of the mountain.

What do people see when they see your team?

You must have a philosophy/program of substance -- it must be bigger than the game.

Coach Jabir wants his program to represent unselfishness, intelligence and playing hard.

Important to control what you can control.

Greatest compliment he's received as a coach was at a recruiting event.  He was on another court when someone came up to him and told him there was a "Dayton player" over on court 1 -- meaning there was a player that displayed the characteristics that this person related to being a Dayton player.  When Coach Jabir went to the court to check the player out, it turned out to be one that had committed to him earlier.

First thing he did when getting hired at Dayton was write "FAMILY" on the board and then outline all that it meant.

"Greatness comes from being consistent in your belief system."

Coach Jabir wants kids that love each other and will win because they want to win for each other.

It's a game of trust.  You can't love someone you don't trust.

We talk about "what" but we don't talk about "why" enough.

Great leaders inspire action.

It's not enough to give a kid a role -- you have to help them understand it and it's importance.

Has had the opportunity to observe Geno and the big thing with him is that he challenges them every day.

You can't be good at everything...what's your team equipped to do?  Work on that.

Are you "complaint" or are you "compelled."

Everyone says they want to play fast but do they want to do all that it takes to successfully play fast...painful work...discipline.

Archie Miller sign in locker room "Do Your Job" (Patriots)

Don't hype your opponent -- be factual.

Advancing in the post season is believing in what we do.

Coach Jabir doesn't use conditional statements -- doesn't say "if."

You need a certain level of stress to succeed.  Create stress levels in practice but reward them when they get it right.

Be in the present!

Can't be afraid of making a mistake.

Great players aren't great by coincident. 

WHY ALABAMA RARELY FLUCTUATES

There is one thing noticeable in process-oriented coaches -- they remain the same regardless of the outcome of the game with their team.  The final score has little say in the evaluation of the team's performance.  And this makes an impact on the the players and their own evaluation.  They just aren't satisfied with winning.

This was brought out in a recent New York Times article on Nick Saban and the Alabama football team.  After defeating #20 Southern Cal 52-6, Saban said, “If you want to know the truth about it, I wasn’t pleased with the way we played.”

Running Back Damien Harris has obviously bought in the process-oriented culture when he said, “At the end of the day, if we’re not playing our best, then it’s not a good game.”

Coach Saban is interested in dominating your opponent individually and collectively one play at a time.  The result of that type of philosophy is a player like Calvin Ridley saying “We have to get better and keep working,” after a 34-6 victory over Kentucky.

Always looking for improvement.

As written by Marc Tracy:

“We have to get better and keep working,” wide receiver Calvin Ridley added after a 34-6 win over Kentucky on Oct. 1 during which Ridley, a sophomore, caught 11 passes for 174 yards and two touchdowns.

Saban’s perpetual dourness is only somewhat surprising. The coach, among the best in college history, preaches “the process,” one that takes apart complex goals, such as winning a game or a national title, into their smallest possible units and perfects them. For the Tide, that means emphasizing the flaws in single plays over more salutary final results, such as the four national championships Saban’s Tide have won in the past seven seasons.

Although Saban’s personality is anything but Zen, his outlook can seem rather Eastern, reminiscent of the koan that states: Before enlightenment, chop wood, carry water; after enlightenment, chop wood, carry water.

“What we try to do with our players is be very technical about the things that they did well and get them positive self-gratification with those things,” Saban said recently. But, he added, the team does not overlook mistakes “just because we won the game.”

Harris said the players imbibed this message.

“That’s how he is, that’s how he coaches us, and that’s how we are as a team,” he said. “We enjoy our victories, but at the end of the day, we watch film, we see the mistakes we made, and we’re not satisfied.”

And then there’s this from Greg McElroy, an ESPN commentator who played quarterback on Saban’s first national title team at Alabama, in 2009, who said it helped to know that nothing would alter Saban’s disposition — the same things would be demanded no matter a game’s result.

“He’s the same guy after a big win as a crushing loss,” McElroy said. “That’s why the team never really fluctuates.”

He added: “I’m not kidding when I say this: We could be playing Texas in the national championship game or Western Carolina, and it was the same guy.”

Or as an enlightened Saban might put it: Before beating Auburn, practice hard, study film; after beating Auburn, practice hard, study film.

RICHARD SHERMAN ON THE PROCESS ORIENTED MINDSET

I love the PlayersTribune.com!  It gives great insight directly from those involved -- the athletes.  They share so much in an open forum that can benefit your players as well.  We share many of them with our team.

One example is the most recent post by Richard Sherman, cornerback for the Seattle Seahawks titled, "On To The Next."  It's a concept that we constantly talk to our players about.  The best move on to the next quickly -- instantly in fact.  On to the next shot...the next possession...the next day...the next game.  Live in the present -- the past and future are irrelevant.  Be process oriented.

Of course it is much easier said than done -- even for veteran professionals.

Sherman opens the article with this:

Earl Thomas was sitting in front of his locker after the game, and I could tell he was frustrated. Then he stood up, put his backpack on, left the locker room and walked out to the parking lot. He didn’t really talk to anybody. He just got in his car and went home.

That was in Week 1.

After we won.

That’s one of the things that makes Earl great. Anybody who knows him knows that he holds himself to an incredibly high standard. That day, he felt he didn’t play up to that standard. We got a win, and that was great. But Earl understands — like everybody else in the locker room — that just because you win doesn’t mean you did everything perfectly.

And conversely, just because you lose doesn’t mean you did everything wrong.

That's process oriented thinking.  It's not the result that makes a difference in the evaluation of your level of execution.  This is the mindset of the best that allows them to grow and improve as opposed to becoming complacent.

As Sherman than points out, this is the outcome of that type of thinking:

That’s one of our many mottos: Control what you can control. That expression was why Earl came in the next morning — after walking out of the locker room on Sunday frustrated, without talking to anybody — and went on to have a great week of practice. Because he knows that come Monday morning, you can’t control what happened on Sunday, and every minute you spend living in the past and dwelling on it is a minute you won’t be spending looking ahead to the next week and the next opponent. And that’s an easy way to lose back-to-back games.

Sherman goes on to talk about the culture of the Seahawks that allows them to hold themselves accountable in part due to the philosophy of Coach Pete Carroll:

Our coaches are probably tougher on us after a win. Coach Carroll always tells us that he wants us to be ourselves, because that’s why he brought us here. Because we’re competitors. We’re the kind of players — and the kind of people — he wants on his team.

Part of being a competitor is being self-motivated. We don’t need a coach to get on our ass after a loss. I’ll get on myself about it, and so will each guy in our locker room. Like I’ve said before, we have a crazy team with some chaotic dudes — a bunch of alphas. Take Earl, for example. He’ll do everything he can to get better, even after a win, because that’s how Earl is. That’s what makes him great. He’s never satisfied, even when he plays well.

The result is a process-oriented mindset displayed in this great quote by Sherman:

"Was I angry that we lost? Of course. Winning never gets old and losing always sucks. But you have to treat those two impostors just the same."

THE LITTLE THINGS LEAD TO THE BIG THINGS

"Races are won by a fraction of a second, National Championship games by a single point.  That fraction of a second or a single point is the result of relevant details performed along the the way."

John Wooden
From "Legacy" by James Kerr

THE PROCESS OF MOVING FORWARD PAST CHAMPIONSHIPS

We have spent plenty of time over the years blogging about coaching, playing & competing in the moment.  Coach Nick Saban refers to it as the process -- understanding that the only thing you can control is your effort on the very next possession. Coach Don Meyer refers to the concept as an "NBA Player" with NBA standing for Next Best Action.  Whether you've made a great play or mistake, you have no time or effort that you can expend thinking about it -- you must be on to the next action.

I once heard an interview with Coach Mike Krzyzewski in which he was asked about the challenge of "repeating" as a National Champion.  He simply said "repeating" wasn't part of the Duke equation.  He explained that repeating was impossible because each season is a different journey with a different team, different opponents, different adversities.

More on Coach K's views on "defending a championship" can be found in the book "Toughness" written by Jay Bilas:

Krzyzewski would have none of it. Nobody outside his team defined his players or his team, defined its mission or framed its journey. Only Krzyzewski and his team did that.  In the very first team meeting before the start of the season, Krzyzewski told the team he didn’t want to hear anyone use the term “defending” national champions. “We aren’t defending anything,” Krzyzewski said. “That trophy has already been won, and is displayed out in the lobby of Cameron. It doesn’t need to be defended.  “We are pursuing this championship. We are not defending. We are pursuing. That is the job at hand.” 

In fact, the best coaches rarely speak about destination goals or spend anytime talking about past seasons.  Bill Belichick says "To live in the past is to die in the present."

Belichick also has spoke of the balance of motivating teams coming off championship runs saying, "You'll tiptoe on the line between helping your players forget that they're the champions and helping them remember why they're champions."

Quite simply, the best know how to move it forward.  

I recently read a great example of this in "What Drives Winning" by Brett Ledbetter who shared a story he got from North Carolina's Anson Dorrance whose Tar Heels have won 21 National Championship.  Here is what Dorrance revealed to Ledbetter: 

Anson Dorrance gives his soccer players at the University of North Carolina roses after they win a national championship. He’s won over twenty of them as a head coach. I asked him why he did that. He told me, “I’m not really big on championship rings or trophies. I prefer flowers. The reason I give them a rose is because it’s ephemeral—the rose dies and it dies relatively quickly.”

EVENT + RESPONSE = OUTCOME (PART II)

Early this week I wrote about Urban Meyer and his use of the formula E + R + O (Event + Response = Outcome).  He got this from Tim Kight of Focus 3, a leadership consulting organization.  For a clearer look at the equation, here is are a few notes from Focus 3:

Sounds simple enough, right?

An event (E) happens, you choose a Response (R), and an outcome (O) is produced.

Just choose better R's to produce better outcomes.  The challenge is that this simple equation is not easy to manage.  

Focus 3 gives 3 major impediments to any behavior change.

1. The Power of Impulse

Everyone has impulses and those impulses do not always align with the direction of the organization or the specific need of the moment.  One of the hardest challenges is getting people to behave in alignment with the company's desired culture and strategy and resist the impulse to act in ways that do not align.

2. The Gravitational Pull of Old Habits

Not every habit is productive and improving habits and behavior can be met with resistance and frustration

3. The Challenge of Difficult Events

Not all events are created equal.  Some situations are just more difficult to manage than others.  And different situations are challenging for different people.

Focus 3 also talks about steps to help people manager the R better:

1. Identify Defining Moments

2. Clarify the Desired Outcomes

3. Asses Behavior Patterns

4. Coach for Behavior

EVENT + RESPONSE = OUTCOME (PART I)

In his book "Above the Line,"   Urban Meyer talks about a relationship he developed with Tim Kight, the founder of Focus 3 which is a leadership development firm.  What he learned, and applied with his football team became known as "the R Factor."  In fact, Chapter 2 of Meyer's book is completely dedicated to "The R Factor."

Here are a few take aways from that chapter:

This equation teaches something very important about the way life works.  We don't control the events in life, and we don't directly control the outcomes.  But we always have control over how we choose to respond.  How we respond means everything.

We call it the R Factor.

Every day you make R Factor decisions.

It is the factor that determines the quality of your life.

Coach Meyer says that they teach their team 6 R Factor disciplines:

R:1 Press Pause
We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me?

There are two important benefits of pressing pause:

A) It helps you avoid doing something foolish or harmful.
B) It focuses you on acting with purpose to accomplish your goals..

R:2 Get Your Mind Right
Elite performers win in their minds first.  The mind is a battleground where the greatest struggles take place. The thoughts that win the battle for your mind will direct your life.  Mental state affects physical performance. 

Getting your mind right means managing two things:

A) What you focus on
B) How you talk to yourself

Urban Meyer to his players: "The voice in your mind is a powerful force.  Take ownership of that force."

R:3 Step Up
It is your responsibility to understand the situation, be clear about what is required of you, then respond Above the Line.  This is what it means to step up.

Simply stated, Big E's and Big O's require Big R's.

Under pressure, we do not rise to the occasion. We rise or fall to the level of our training.  When contact is made, it is too late to train and build skill.

Every team faces some kind of adversity.  Mediocre teams are destroyed by it.  Good teams survive it.  Great teams get better because of it.

R:4 Adjust and Adapt
The ability to be flexible and responsive in today's competitive environment is a mandatory skill.  The best athletes and teams are exceptional at adjusting and adapting to challenging circumstances.

Here is another reality -- life will get increasingly difficult for you if you don't.

Every day you are creating or reinforcing habits in your life.  The question is, are they habits that help or habits that hold you back?

R:5 Make a Difference
Your R is an E for others.  Your attitude and behavior have a profound impact on your teammates and your coaches.  The quality of your relationships is determined by how you choose to manage the R.  You don't get the team you want -- you get the team you build.

Making a difference means taking complete ownership of the experience you give your teammates and the contributions you make to the culture of the team.

R:6 Build Skill
Talent is a gift.  Greatness is a choice.

Talent can take you to a level of ability that produces good results.  But talent by itself will not take you to the elite level.  Exceptional performance is the result of an uncommon level of focus and discipline in the pursuit of greatness.  Build skill every day and consistently get better.  Be coachable.  Train and practice Above the Line.  Be intentional and on purpose.  Complacency is the enemy of exceptional.  Grow beyond your talent.

Embrace discomfort.  Discomfort marks the place where the old ways meets the new way.  Discomfort indicates that change is about to happen.  Push through the pain.  If it doesn't challenge you, it will not change you.

Champions are made by how they manage their R.

THE IMPORTANCE OF ADVANCED PLANNING

The following comes from a wonderful book titled “Leadership Gold,” written by John Maxwell.  It is an amazing story about preparation — about the process.  It’s about understanding you can’t fake the harvest.  You can't reap your crops in the fall if you haven’t paid the price of managing your farm the year around.  Here’s Maxwell’s story:

As a small private jet approached the runway, we were celebrating the success of the week. Then, in a moment, everything changed. The plane was hit by wind shear and dropped straight down to the runway, the wheels hitting out of balance. All conversation stopped and our eyes widened as we realized we were in danger. The pilot, without hesitation, pushed the throttle and launched the plane back into the air. In a split second we went from celebration to sober reflection. We all realized that could have been it! We sat quietly as the plane circled the airfield, and a few minutes later we landed safely.

We all applauded and now began to relax and breathe. As we got off the plane, we thanked the captain for keeping us safe. I said to him, “That was a close call. You responded so quickly to the crisis. When did you make the decision to put the plane back into the air?”

His reply amazed me: “Fifteen years ago.”

He went on to explain how as a young pilot in training, he decided in advance what decision he would make for every possible air problem. “The choice was made long before the crisis,” he said.

LON KRUGER: PROCESS AND COMPETING

Those loyal followers of our blog know of your strong belief in Process Over Results.  This weekend I've been rereading "The Xs &Os of Success" by Coach Lon Kruger and loved this passage.

During practice drills, the desired outcome has nothing to do with a scoreboard, thus the score annot be used as a metric.  We want our players to embrace this and focus on more identifiable and more immediate results.

Compete for the strong block out.  Compete to set the proper screen.  Compete to finish the shot.  Players have control over these outcomes by they compete for the desired results.

We want our players to play every possession like it's the last possession of the game and will determine the result.  We want this to become a habit.

Competing to win each possession means we must always focus on the details.  We never talk about simply winning with our team.  We do talk about doing all of the little things well and that will give us the best chance to win, regardless of the score.

Once your team begins competing based upon the score, you will find slippage within the details and the fundamentals.