Leading With The Heart Essay Research Paper

Leading With The Heart Essay, Research Paper

I. Preseason

Ch. 1: Getting Organized

Establish right away in the first meeting the only rule for the team: “Don’t do

anything that’s detrimental to yourself. Because if it’s detrimental to you, it’ll be

detrimental to our program…” (Krzyzewski, 2000, p.4). Don’t dwell on it, so it does not ruin the

moment.

Recruit individuals who want to be part of a team and who are cacheable.

Use plural pronouns from the very first meeting on. Use the words “our” instead of “my,” “we”

instead of “I,” and “us” instead of “me.” Leadership on a team is plural, not singular.

Make sure you are not the only one speaking in meetings, especially the first one, to demonstrate

the principal of “we’re all important” (Krzyzewski, 2000, p.7). Include players, assistants,

trainers, and team managers.

Time Management

During the first meeting, hand out notebooks and pocket calendars with important dates

listed, such as practice times, special events, and game schedule.

“Teach time management, not only as it relates to individuals, but as it pertains to a

group” (Krzyzewski, 2000, p.18).

Academics

Remind athletes to tell professors of their schedules, when they will be missing class,

and their plans on what to do for getting the materials they missed.

Encourage the athletes to get the total university life experience. That is why there are

no athletic dorms, so there is no separation between the athletes and student body.

Stress the honor in academics and all things.

Rules

The rule “don’t do anything detrimental to yourself” covers a wide variety of things.

Establishing too many rules gets in the way of leadership. “Don’t be a team of ‘I

got’chas” (Krzyzewski, 2000, p.10).

Leadership is “ongoing, adjustable, flexible and dynamic,” and so it allows the leader to

have discretion. No “hard and fast rule” gives the leader the flexibility in different

situations and provides the “latitude to lead” (Krzyzewski, 2000, p.11).

Support System

“Set up a family support system for your team. It’s like getting a shot to keep away

jealousy” (Krzyzewski, 2000, p.12).

Distribute laminated cards to each individual with the phone numbers of staff and fellow

players. Remind them to call somebody when they’re in harms way.

A Handshake Deal

Make handshake deals with players during the recruiting process, and tell them of the

“fair but not equal” policy, which means be “fair” in everything that you do, but players

will not be “equal” with regard to on-the-court playing time.

A handshake deal means there are no hidden agendas, everything is straight up.

“Mutual commitment helps people overcome the fear of failure – especially when people

are part of a team sharing and achieving goals” (Krzyzewski, 2000, p.15).

This commitment to each other allows for open lines of communication. Talk with the

players regularly about their personal lives to show you care. “Ongoing communication

enforces the handshake” (Krzyzewski, 2000, p.16).

Each year brings with it a new team, a new set of personalities, and a new set of skills.

So each year you have to coach differently.

“Each team has to run its own race” (Krzyzewski, 2000, p.17).

Ch 2: Building Your Team

Talent

“When you first assemble a group, it’s not a team right off the bat. It’s only a collection

of individuals” (Krzyzewski, 2000, p.19).

Assembling skillful individuals as part of the team is a given in order to succeed

Employ really good, smart people who want to be part of an organization. Not “yes”

people, but people that will tell you the truth, no matter if it is good or bad.

All assistants should want to be a top leader in the future. That way they’ll want to learn

and grow.

Don’t force an individual into a job description. Rather, they should fit each individual

so that his/her strengths are best utilized. “Never let a person’s weaknesses get in the

way of his strength” (Krzyzewski, 2000, p.25).

At the end of each year go through an appraisal and reevaluation process. Rotate

responsibilities if needed.

Trusting Relationships

“The level of cooperation on any team increases tremendously as the level of trust rises”

(Krzyzewski, 2000, p.26).

Bonds must be formed between all members of the team, from player to player, player to

coach, coach to coach, player to manager, etc…. “A framework of leadership has to be

created so that the wheel is sustained if something happens to the hub” (Krzyzewski,

2000, p.27). This is accomplished by developing trusting relationships among everyone.

Leaders have to give time for relationships.

A Winning Attitude

“A real winning attitude is about standards of excellence – which are variable from year

to year, from team to team. Being the best you can be – and doing the best you can – are

the constants” (Krzyzewski, 2000, p.28).

The leader has to asses the team, set the standard of excellence, and then work with the

team to achieve that standard.

Finding the Heart

Give people the freedom to show the heart they possess.

The leader of the has to search for the heart of the team because the person who is the

heart can bring out the best in the other members of the team, including the leader.

Each year ask the question: “Where will the heart be?”

Ch 3: Establishing Discipline

Respect for Authority

“All players must have the discipline to believe and trust in what a coach says to them at

a moment’s notice” – and vice versa (Krzyzewski, 2000, p.38).

Leaders must have a caring attitude, “instill respect for authority by being direct, by

communicating regularly, and by being honest.” Also, remember that a true respect for

authority takes time to grow and develop. (Krzyzewski, 2000, p.39).

Honest and Integrity

Instill in the team the discipline to tell the truth. Dealing with anything but the truth is a

waste of time.

People have to know that your word is good.

Personal Responsibility

Embrace personal responsibility. Taking responsibility for your own actions and

mistakes sets a good example and shows respect for fellow team members.

Learn that failure is part of success.

Discipline Defined

“Discipline is doing what you are supposed to do in the best possible manner at the time

you are supposed to do it” (Krzyzewski, 2000, p.46).

Teach individuals the qualities of good sportsmanship, patience, and being enthusiastic

and energized every time out.

“A team has to learn the discipline of physical habit collectively – as a unit”

(Krzyzewski, 2000, p.47).

If every person has a great foundation and the passion and heart to love what they do,

they will always love their life.

Ch 4: Dynamic Leadership

Each year a team creates a brand-new culture. New people arrive and begin to mesh with other

members who have been there for one, two, or three years.

If that culture is developed properly, then in the heat of competition, when you have to really get

a message across, the team or an individual will respond well.

Define Your Own Success

If you always try to achieve success that is defined by someone else, then you’ll always

be frustrated. Define your own success.

“Whatever a leader does now sets up what he does later. And there’s always a later”

(Krzyzewski, 2000, p.55).

Planning and Preparation

Each leader has to look ahead at the entire season so that they can plan and prepare for

every phase. But those plans, or strategies, must be adjustable and members of the team

must be prepared accordingly.

Success is a matter of preparing to win.

Shared Goals

Goals should be shared among all members of the team.

Goals should be realistic and attainable.

“Never set a goal that involves a number of wins – never.” Set goals that revolve around

playing together as a team so that the team can be good every time out. (Krzyzewski,

2000, p.60).

The leader must always follow the progress on a regular basis. Progress and good work

has to be rewarded and encouraged.

Each goal set has to be worthy of the team’s commitment.

If the leader is not fully committed to a course of action that allows use of the team’s full

commitment, then the leader needs to change his course of action.

Every Season Is a Journey

“Every season is a journey. Live it with exuberance and excitement. Live it right”

(Krzyzewski, 2000, p.64).

II. Regular Season

Ch 5: Teamwork

The Fist

“There are five fundamental qualities that make every team great: communication, trust,

collective responsibility, caring, and pride. I like to think of each as a separate finger on

the fist. Any one individual is important. But all of them together are unbeatable”

(Krzyzewski, 2000, p.65).

“Any one fist can break any one finger. Therefore, your goal as a leader should be to

create a dominant team where all five fingers fit together into a powerful fist”

(Krzyzewski, 2000, p.70).

Communication

The leader and members of the team have to be able to adjust on the run so not to miss

any great scoring opportunities.

Confidence shared with other members of the team is better than confidence only in

yourself.

Don’t hire individuals solely for their technical merits, but rather look and see how well

they function as a team member in a team environment. “Communication is just as

important as technical ability” (Krzyzewski, 2000, p.74).

At the beginning of each year, look for the communicator on the team

Trust

Trust is the most important word in leadership.

Confrontation is good. In confrontation, you are just meeting the truth face-to-face.

Teach the principle “that your fifth shot is your first shot” (Krzyzewski, 2000, p.75).

Collective Responsibility

The team wins and loses together. Great teams embrace responsibility.

Caring

The principle of caring is a dynamic motivational force on any team.

Pride

Have enough pride to believe that every loose ball on the floor has your name on it.

“Two are better than one if two act as one” (Krzyzewski, 2000, p.83).

Ch 6: Training and Development

You Hear, You Forget. You See, You Remember. You Do, You Understand.

Always remember the above phrase when teaching.

Be fully prepared for every practice. Create a lesson plan, but remain flexible. Use the

lesson plan only as a guide.

A leader has to walk through processes and strategies with team members. He can not

just tell people what to do and expect them to perform well.

Try not to use things like email, memos, or whistles in practice because these items tend

to put distance between the leader and members of the team.

Seeing Themselves Through Your Eyes