The Little Book of Coaching: Motivating People to Be Winners

The Little Book of Coaching: Motivating People to Be Winners

by Ken Blanchard, Don Shula

Hardcover(First Edition)

$17.99
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Product Details

ISBN-13: 9780066621036
Publisher: HarperCollins Publishers
Publication date: 01/23/2001
Edition description: First Edition
Pages: 128
Sales rank: 376,059
Product dimensions: 5.50(w) x 7.50(h) x 0.57(d)

About the Author

Ken Blanchard, PhD, is one of the most influential leadership experts in the world. He has co-authored 60 books, including Raving Fans and Gung Ho! (with Sheldon Bowles). His groundbreaking works have been translated into over 40 languages and their combined sales total more than 21 million copies. In 2005 he was inducted into Amazon's Hall of Fame as one of the top 25 bestselling authors of all time. The recipient of numerous leadership awards and honors, he is cofounder with his wife, Margie, of The Ken Blanchard Companies®, a leading international training and consulting firm.

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, in Miami, Florida.

Read an Excerpt

Chapter One

C.O.A.C.H. to Win

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.

Ken Blanchard and Don Shula

Step One

Conviction-Driven

Effective leadersstand for something.

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.

Ken Blanchard and Don Shula

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.

Don Shula

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.

Ken Blanchard

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.

Don Shula

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...

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