|Wooden's Wisdom - Volume 6||Issue 280|
|Craig Impelman Speaking | Championship Coaches | Champion's Leadership Library Login|
ATTENTION TO DETAIL WITHOUT MICRO MANAGING
John Wooden was famous for his attention to detail. Pat Williams wrote a great book on the topic entitled Coach Wooden's Greatest Secret: The Power of a Lot of Little Things Done Well.
In spite of his attention to detail and insistence that all the little things were done correctly, Coach Wooden was never regarded as a micromanager. How did he do that?
Like almost all things related to John Wooden, the answer can be found in his two favorite words: Love and Balance.
His attitude of love translated into consideration of others which led him to be open minded and facilitate feedback. Balance led him to not get so carried away with the input of others that he failed to do what he believed was best.
Coach accomplished this by organizing the details of getting input in the same way he demanded the details of proper execution of fundamentals.
Getting feedback was not left to chance with John Wooden. As a result, feedback did not occur in response to a crisis but rather as part of proper planning.
The coaching staff met every day from 10 AM to12 Noon during the season to plan that day's practice. Coach Wooden was insistent that his assistants provide alternative views to his. He then demanded they explain and defend their alternate plans. Coach would then make the final decision on what to do and then was insistent that the details be carried out with a unified front.
Immediately after practice in the Coaches locker room, Coach would debrief the practice with his staff and once again was insistent they provide input as to what worked and what didn’t.
If Coach implemented the idea of an assistant coach and it did not work, he never assigned blame or brought up the failure later. If the recommendation worked, he gave the credit to the assistant.
Players encountered the same balance from Coach. They knew during practice they would have to execute the details properly. They also knew they were free to discuss anything with Coach during his office hours (except 10 to 12) and that he would be sitting courtside a half hour early (2:30 promptly) every day before practice, specifically to be available for them to talk to.
Too often managers or coaches fall into the trap of being classified as a micro manager/great disciplinarian or a player’s coach.
Coach Wooden avoided this trap by implementing a system that scheduled and demanded feedback with the same attention to detail that he insisted on with regards to the proper execution of all fundamentals,
When people are executing details that they understand and have the ability to have feedback about, they don’t feel like they are being micromanaged. They feel as if they are doing something important!
Do you plan how you’re going to get feedback with the same detail and enthusiasm that you plan what you want others to do?
It’s all about love and balance.
Yours in Coaching,
True worth is in being, not seeming,-
For more information visit www.woodenswisdom.com
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