- Shopping Bag ( 0 items )
Are the people who report to you giving you their best? Is each individual on your team performing to his or her fullest potential? For more than thirty years, renowned business consultant and bestselling author Ken Blanchard and legendary NFL coach Don Shula have motivated teams to peak performances. In their classic, authoritative work on coaching, Everyone's a Coach, they distilled their rich collective experience down to its key elements and shared their secrets for inspiring others to greatness. Now, by ...
Are the people who report to you giving you their best? Is each individual on your team performing to his or her fullest potential? For more than thirty years, renowned business consultant and bestselling author Ken Blanchard and legendary NFL coach Don Shula have motivated teams to peak performances. In their classic, authoritative work on coaching, Everyone's a Coach, they distilled their rich collective experience down to its key elements and shared their secrets for inspiring others to greatness. Now, by popular demand, Blanchard and Shula have created The Little Book of Coaching, capturing the essence of their classic in this indispensable motivational gem—a gift to their readers and fans. At the heart of this book is a simple acronym that describes the qualities of an effective leader: Conviction-driven—Never compromise your beliefs Overlearning—Practice until it's perfect Audible-ready—Know when to change Consistency—Respond predictably to performance Honesty-based—Walk your talk Using a highly effective "tag-team" approach, Blanchard and Shula impart the five leadership secrets behind this acronym. Shula tells you how each coaching concept worked on the field, and then Blanchard explains how you can apply each strategy in a leadership situation. Instructive and inspirational, The Little Book of Coaching is the essential handbook that will teach you how to unleash excellence in anyone. Ken Blanchard is an internationally recognized authority on business leadership and organization. He is the author or coauthor of many bestselling business titles, including Raving Fans, Gung Ho!, and the all-time bestselling The One Minute Manager. He lives with his wife, Margie, in San Diego, California. Don Shula is the winningest coach in the history of the NFL. He led the Miami Dolphins to five Super Bowl appearances and the Baltimore Colts to one. The only NFL coach to have a perfect 17-0 season, he lives with his wife, Mary Anne
Instructive and inspirational, The Little Book of Coaching is the essential handbook that will teach you how to unleash excellence in anyone.
Now that you've begun to learn about what we think it takes to be successful, we want to help you put some of this philosophy into action on a day-to-day basis. just as we did with our book Everyone's a Coach, we've organized the key points of The Little Book of Coaching into a simple acronym: C.O.A.C.H.
Each letter stands for one of the five secrets of coaching, combining what Don practiced and what Ken has taught over three decades.
Conviction-Driven: Never compromise your beliefs
Overlearning: Practice until it's perfect
Audible-Ready: Know when to change
Consistency: Respond predictably to performance
Honesty-Based: Walk your talk
In this book, we use a tag team format. First, one of us shares a quote associated with a C.O.A.C.H. secret and comments about it, and then the other does the same. We want you to hear both of our voices and philosophies of coaching. So grab your whistle and clipboard and let's get in the game.
What do you stand for? If we asked your colleagues, team members, or clients what your principles are, would they be able to tell us? What is the main message you broadcast to people based on your daily actions and words? Remember, if you don't stand for something, you'll fall for anything.
Think about your own mission and values and share them with thepeople around you. Think about the values of your team or your organization. Do you have core values that guide the behavior of the group? If you don't, start working on them now. Get the opinions of people around you. Have a common vision, and everyone will begin to move in the same direction.
The problem with most leaders is that they don't stand for anything.And yet, leadership implies movement toward something a sense of direction.
The realization of a dream like the Miami Dolphins' 1972 undefeated season is invariably the result of a strong set of operating beliefs and principles that are continually evident throughout the formation, training, and day-to-day practice of a team.
As a coach, I always carried with me a set of core beliefs, values, and convictions that supported my vision of perfection. These beliefs drove my entire philosophy of coaching. They set the context and boundaries from which players and coaches could operate.
You can't be a successful leader if you don't have a dear idea of what you believe, where you're headed, and what you're willing to go to the mat for. These beliefs were at the heart of everything I did with my coaches and players on the way to building a team that won consistently over many years.
Beliefs and convictions provide the boundaries and direction thatpeople want and need in order to perform well.
Someone watching a football team consistently pull off brilliant plays might wonder if that kind of success is simply a matter of knowing more about the game, being more creative, or having better players or a better playbook.
Without downplaying the importance of those factors, successful coaching has more to do with the coach's own beliefs in the long run. If you're going to be a good coach, you may have to set aside the fascination with game and science and look first at what's true for you.
Beliefs are what make things happen. Beliefs come true. Inadequate beliefs are setups for inadequate performance. And it's the coach's-the leader's-beliefs that are the most important, because they become self-fulfilling.
A river without banks is a large puddle.
When you apply that saying to human interaction, it should remind you of your job as a coach. Like those river banks, a good coach provides the direction and concentration for performers' energies, helping channel all their efforts toward a single desired outcome.
Without that critical influence, the best achievements of the most talented performers can lack the momentum and drive that push them into becoming champions. Over the course of my career, the one single vision of perfection that motivated all of my coaching was winning every football game. If you don't seek perfection, you can never reach excellence.
Without exception, every coaching strategy I ever adopted was aimed at that one target. A broad target that's easy to achieve leads to the "puddle" of mediocrity. Keeping that specific focus before the team and concentrating their efforts within narrowly defined limits are the tasks of any coach.
Make sure everyone knows what the target is.
Wins are a by-product of hard work-doing your best every day, every week, every year. From the moment I started coaching the Miami Dolphins in 1970, my day-to-day plan was very specific.
I wanted to make sure that my team came out of every meeting a little more intelligent than when they went in, that they came off the practice field a little better prepared mentally and physically to play the game than they were before practice. I wanted my players to make the most of every meeting, every practice, and every preseason game in order to get them ready for the regular season.
What produced winning football teams for us over the years was our willingness to create practice systems and procedures that were aligned with our vision of perfection: We wanted to win them all. Everything I did was to prepare people to perform to the best of their ability so they could aim for that target. And you do that one day at a time...
Posted January 3, 2002
Seldom has a book fallen so far short of the philosophy it espouses. Save your time and your money by reading another book on coaching. ¿C.O.A.C.H.¿ is the acronym that encompasses this book¿s brief content (probably less than 15,000 words): C is for conviction (¿Have a common vision and everyone will begin to move in the same direction.¿ ¿Beliefs come true.¿ ¿ . . . a good coach provides the direction and concentration for performers¿ energies . . . .¿ ¿If you don¿t seek perfection, you can never reach excellence.¿ ¿Lacking something to uplift their hearts when difficulties arise, their minds will not be equal to the task.¿) O is for overlearning (¿ . . . get overprepared and help your people do the same.¿ ¿Perfection happens only when the mechanics are automatic.¿ ¿People generally respond well to leaders who have high expectations and genuine confidence in them.¿). A is for audible-ready (¿Prepare well with a plan -- then expect the unexpected and be ready to change that plan.¿ ¿Audibles are . . . strategies your team knows about and has practiced thoroughly . . . .¿). C is for consistency (¿Respond predictably to performance.¿ ¿ . . . use redirect and praising more.¿ ¿Mistakes cannot be tolerated.¿). H is for honesty (¿unquestionable integrity¿ ¿genuine and sincere¿ ¿Never ask your people to do more than you are willing to do.¿ ¿ . . . genuine faith [in God] is eminently practical.¿). As a summary: ¿Who believed in you?¿ ¿How do you create that spark of self-recognition in others?¿ ¿It¿s about your believing in someone.¿ ¿And then doing whatever it takes to help that person to his or her very best.¿) The book itself offers little more than aphorisms. There are a few football examples. There are even fewer business examples. Examples from other contexts are almost nonexistent. This book would have been better with exercises for readers, questions to answer, and more relevant examples. Personally, I disagree with the point that perfection should be the vision. Perfection could be a useful goal for an empowering vision, such as the one that the Salvation Army has. The main benefit I got from the book was thinking through the way that companies fail to prepare for predictable alterations in circumstances, in the way that football teams do with audibles. Using scenarios to think through the future is relatively new to all but a few organizations. Clearly, this major lack will continue to harm organizations in the increasingly volatile social and economic climate of today. If you have read The One Minute Manager and have seen and heard a top coach in action, you can skip this book. Provide an example that others can easily understand and follow! Donald Mitchell, co-author of The 2,000 Percent Solution and The Irresistible Growth EnterpriseWas this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted March 4, 2001