Post by Coach Campbell on Feb 19, 2011 13:54:52 GMT
The 17 Laws Of Leadership and Team Building
1. The Law Of Significance
"One Is Too Small a Number To Achieve Greatness"
• The belief that one person can do something great is a myth.
• There are no problems we cannot solve together, and very few we can solve by ourselves. Lyndon Johnson
• A team involves more people.
• A Team maximizes a leader's potential and minimizes its weakness.
• A team provides multiple perspectives.
• A team shares credit for victories and blame for its losses.
• Teams keep its leaders accountable for the goal.
• A team can simple do more than an individual.
2. The Law Of The Big Picture
"The Goal Is More Important Than The Role"
• If you think you are the entire picture, you will never see the big picture.
• If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team — Bud Wilkinson
• When you see the big picture correctly, you serve the team more quickly.
3. The Law Of The Niche
"All Players Have a Place Where They Add The Most Value"
1. The wrong person in the wrong place = Regression
2. The wrong person in the right place = Frustration
3. The right person in the wrong place = Confusion
4. The right person in the right place = Progression
5. The right people in the right places = Multiplication
• When you discover your place, you will say, "There's no place like this place anywhere nears this place, so this must be the place.
• To help people reach their potential and maximize their effectiveness, stretch them out of their comfort zones, but never out of their gift zone.
4. The Law of Mount Everest
"As the challenge escalates, the need for teamwork elevates".
• Hold fast to dreams for if dreams die, Life is a broken-winged bird that cannot fly. Hold fast to dreams for when dreams go, Life is a barren field frozen with snow.
• Many people focus too much attention on their dream and too little on their team.
• Type of challenge ~ Type of Team Required
1. New Challenge Creative Team
2. Controversial Challenge United Team
3. Changing Challenge Fast and Flexible Team
4. Unpleasant Challenge Motivated Team
5. Diversified Challenge Complementary Team
6. Long-Term Challenge Determined Team
7. Everest-sized Challenge Experienced Team
• Type of athlete on our team:
1. • Enthusiastic beginner -needs direction
2. • Disillusioned Learner — needs coaching
3. • Cautious Completer — needs support
4. • Self-reliant achiever - needs responsibility
• The challenge of the moment often determines the leader for the challenge.
• The size of our dream should determine the size of our team.
5. The Law of the Chain
"The strength of the team is impacted by its weakest Link".
• Not everyone can take the Journey because:
1. They can't keep pace with other team members
2. They don't grow in their area of responsibility
3. They don't see the big picture
4. They don't work on personal weakness
5. They won't work with the rest of the team
6. They can't fulfill expectations for their area
• Coach or Player don't want to change, grow, or conquer new territory
• What happens when a weak link remains on the team:
1. The stronger members identify the weak one
2. The stronger members have to help the weak one
3. The stronger members come to resent the weak one
4. The stronger members become less effective
5. The stronger members question the leaders ability
• You lose the respect of the best when you don't deal properly with the worst
• As long as a weak link is apart of the team, everyone else on the team will suffer.
• Remember, no matter what kind of situation we face, remember that your responsibilities to our team come in the following order: to the organization, to the team, and then to the individual, your own interests- and comfort- come last.
6. The Law of the Catalyst
"Winning Teams have players and Coaches who make things happen"
• Three kinds of Players:
1. People who don't want the ball
2. People who want the ball but shouldn't
3. People who want the ball and should
• A Catalyst has these nine qualities:
1. Intuitive
2. Communicative
3. Passionate
4. Talented
5. Creative
6. Initiating
7. Responsible
8. Generous
9. Influential
• A Catalyst is never satisfied — Get out of your comfort zone; you won't know what you're capable of until you try to go beyond what you've done before.
6. The Law of Compass
"Vision gives team members direction and confidence"
• A Teams vision must be aligned with:
1. A moral compass (look above)
2. An intuitive compass (look within)
3. A historical compass (look behind) Build upon the past
4. A directional compass (look ahead)
5. A strategic compass ( look around)
6. Players and coaches need instruction
7. A visionary compass (look beyond)
"We must have a long- range vision to keep us from being frustrated by short range failures" by Charles Noble
• When you see it, you can seize it.(vision)
• Check list a vision must have:
1. Clarity- brings understanding
2. Connectedness- brings the past, present and future together
3. Purpose- Brings direction to the vision
4. Goals- bring targets to the vision
5. Honesty- brings integrity to the vision and credibility to the system
6. Stories- bring relationships to the vision
7. Challenge- brings stretching to the vision
8. Passion- brings fuel to the vision
9. Modeling- brings accountability to the vision
10. Strategy- brings process to the vision
8. The Law of the Bad Apple
"Rotten Attitudes ruin a Team"
ATTITUDE:
It is the "advanced man" of our true selves
Its roots are inward but its fruits are outward
It is our best friend or our worst enemy
It is more honest and more consistent then out words
It is and outward look based upon past experiences
It is what draws people to us or repels them
It is never content it is expressed
It is the Liberian of our past
It is the speaker of our present
It is the prophet of our future
• Truths about attitudes clarify how they affect a team and teamwork- Five Truths
1. Attitudes have power to lift up or tear down a team
2. An attitude compounds when exposed to others
3. Bad attitudes compound faster than good ones
4. Attitudes are subjective, So identifying a wrong can be difficult
5. Rotten attitudes, left alone, ruin everything
Abilities + Attitudes = Result
Great talent + Rotten Attitudes = Bad Team
Great talent + Bad Attitudes = Average Team
Great talent + Average Attitudes = Good Team
Great talent + Good Attitudes = Great Team
• Most bad attitudes are the result of selfishness
9. Law of Acount Ability
"Teammates must be able to count on each other when it counts".
• We don't work for each other; we work with each other.
• Character + competence + commitment + consistency + cohesion = Accountability
• Vipers 12 covenants:
1. We will accomplish what we do together
2. We are fully grown adults
3. We will keep no secrets
4. We will not lie to ourselves or to each other
5. We will keep our word
6. We will keep our head
7. We will develop our abilities and take pride in them
8. We will treat our locker room like home and our teammates like friends
9. We will be unselfish and expect that everyone else will exhibit this same quality
10. We will look out for each other
11. We are students at Memorial, and as such we will strive to graduate
12. Losing cannot and will not be tolerated in anything we do
• There's an old saying when it comes to teams; either were pulling together or were pulling apart
• The biggest compliment we can receive is being counted on
10. The Law of the Price Tag
"The team fails to reach its potential when it fails to pay the price."
• Four truths about this Law:
1. The price must be paid by everyone
2. The price must be paid all the time
3. The price increases if the team wants to improve, change, or keep winning
4. The price never decreases
• Most people who quit don't give up at the bottom of the mountain; they stop halfway up it.
• Our team will reach its potential only if you reach your potential
• When your personal goals conflict with the greater goal of our team, we have three choices;
1. Put down the goal (because the team is more important)
2. Put off the goal ( because its Not the right time)
3. Part with the team( because its better for everyone)
11. The Law of the Score Board
"The team can make adjustments when it knows where it stands".
• The scoreboard provides a snapshot of the game at any given time.
• For and type of team, the scoreboard is essential in the following ways:
1. the scoreboard is essential to understanding
2. The scoreboard is essential to evaluating Growth = Change
3. The scoreboard is essential to decision making
4. The scoreboard is essential to adjusting
5. The scoreboard is essential to winning
• If you know what to do, then you can do what you know.
12. The Law of the Bench
"Great Teams have Depth"
• The bench is made up of the people who indirectly add value to the organization or who support the starters.
• Every human being has value, and every player or a team adds value to the team in someway.
• Never be in a hurry to pigeonhole anyone on your team as a nonstarter. Given the right encouragement, training, and opportunities, nearly anyone who has the desire has the potential to emerge somebody as an effective player.
• There are reasons to honor and develop the players who may not be considered starters. Here are several;
1. Today's bench plays may be tomorrows start
2. The success of a supporting player can multiply the success of a star
3. There are more bench players than starters
4. A bench player placed correctly will at times be more valuable than a starter
5. A strong bench gives the leader more options
6. The bench is usually called upon at critical times for the team
• You don't need the bench when things are going well; you need it when things aren't going well.
• Build the bench today for the crisis you will face tomorrow
• Pick good men, tell them not to cut corners, and back them to the limit
• You cannot solve tomorrow's problems with today's solutions
• The only place that never loses people is the cemetery
• Any team that is avoiding stagnation by trying to improve will go through charges, and as revolving door moves, different kinds of people will come and go during various phases.
• Commitment drives away uncommitted while it makes those who stay even stronger in the commitment they already possess
• The key to making the most of the Law of the Bench is to continually improve the team.
• If you are on the bench, then your job is to do two things: Help the starters to shine, and prepare yourself to be a starter in the future.
13. The Law of Identity
"Shared values define the Team"
• Just as personal values influenced and guide an individual's behavior, organizational values influenced and guide the team's behavior.
• What it takes is common vision (The Law of the Compass) If everyone embraces the same values, team members can still have a connection to one another and to the larger team.
• All teams need stability to perform well and to grow.
• Team building requires something to build on, and values make the strongest foundation
• Values help set the standard for a team's performance
• "Once you give up your ethics, the rest is a piece of cake." To a person with no values, anything goes.
• What you believe identifies who you are.
14. The Law of Communication
"Interaction fuels action".
• Effective teams have teammates who are constantly talking to one another.
• Leadership is best built upon with communication
• Four areas for developing good team communication:
1. From leader to teammates
2. From teammates to leader
3. Among teammates
4. Between the team and public
• Working together means winning together
15. The Law of the Edge
"The difference between two equally talented teams is leadership".
• What is the key to success? Is it talent? Hard work? Technology? Efficiency? To be successful our football team needs all of these, But what it needs most of all is Leadership.
• Personnel — determines the potential of the team
• Vision — determines the direction of the team.
• Work Ethnic — determines the preparation of the team.
• Leadership - determines the success of the team.
• Everything rises and falls on Leadership. If our team has great Leadership, then it can gain everything else it needs to go to the highest level.
• Leaders transfer ownership for work to those who execute the work
• Leaders create an environment where each team member wants to be responsible.
• Leaders coach the development of personal capabilities.
• Leaders learn quickly and encourage others to learn rapidly.
• Everyone is important, but everyone isn't equal
16. The Law of High Morale
"When you're winning, nothing hurts".
• The four stages of Morale:
1. Poor Morale — The leader must do everything
2. Low Morale — The leader must do productive things
3. Moderate Morale — The leader must do difficult things
4. High Morale — the leader must do few things
• When you do well, you feel good- when you feel good, you do well.
17. The Law of Dividends
"Investing in the team compounds over time"
• How to invest in our Team
1. Make the decision to build a team — This starts the investment in the team.
2. Gather the best team possible. This elevates the potential of the team.
3. Pay the price to develop the team — This ensures the growth of the team.
4. Do things together as a team, This provides community for the team
5. Empower team members with responsibility and authority. This rises up leaders for the team.
6. Give credit for success of the team...This lifts the morale of the team.
7. Watch to see that the investment in the team is paying off...This brings accountability to the team.
1. The Law Of Significance
"One Is Too Small a Number To Achieve Greatness"
• The belief that one person can do something great is a myth.
• There are no problems we cannot solve together, and very few we can solve by ourselves. Lyndon Johnson
• A team involves more people.
• A Team maximizes a leader's potential and minimizes its weakness.
• A team provides multiple perspectives.
• A team shares credit for victories and blame for its losses.
• Teams keep its leaders accountable for the goal.
• A team can simple do more than an individual.
2. The Law Of The Big Picture
"The Goal Is More Important Than The Role"
• If you think you are the entire picture, you will never see the big picture.
• If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team — Bud Wilkinson
• When you see the big picture correctly, you serve the team more quickly.
3. The Law Of The Niche
"All Players Have a Place Where They Add The Most Value"
1. The wrong person in the wrong place = Regression
2. The wrong person in the right place = Frustration
3. The right person in the wrong place = Confusion
4. The right person in the right place = Progression
5. The right people in the right places = Multiplication
• When you discover your place, you will say, "There's no place like this place anywhere nears this place, so this must be the place.
• To help people reach their potential and maximize their effectiveness, stretch them out of their comfort zones, but never out of their gift zone.
4. The Law of Mount Everest
"As the challenge escalates, the need for teamwork elevates".
• Hold fast to dreams for if dreams die, Life is a broken-winged bird that cannot fly. Hold fast to dreams for when dreams go, Life is a barren field frozen with snow.
• Many people focus too much attention on their dream and too little on their team.
• Type of challenge ~ Type of Team Required
1. New Challenge Creative Team
2. Controversial Challenge United Team
3. Changing Challenge Fast and Flexible Team
4. Unpleasant Challenge Motivated Team
5. Diversified Challenge Complementary Team
6. Long-Term Challenge Determined Team
7. Everest-sized Challenge Experienced Team
• Type of athlete on our team:
1. • Enthusiastic beginner -needs direction
2. • Disillusioned Learner — needs coaching
3. • Cautious Completer — needs support
4. • Self-reliant achiever - needs responsibility
• The challenge of the moment often determines the leader for the challenge.
• The size of our dream should determine the size of our team.
5. The Law of the Chain
"The strength of the team is impacted by its weakest Link".
• Not everyone can take the Journey because:
1. They can't keep pace with other team members
2. They don't grow in their area of responsibility
3. They don't see the big picture
4. They don't work on personal weakness
5. They won't work with the rest of the team
6. They can't fulfill expectations for their area
• Coach or Player don't want to change, grow, or conquer new territory
• What happens when a weak link remains on the team:
1. The stronger members identify the weak one
2. The stronger members have to help the weak one
3. The stronger members come to resent the weak one
4. The stronger members become less effective
5. The stronger members question the leaders ability
• You lose the respect of the best when you don't deal properly with the worst
• As long as a weak link is apart of the team, everyone else on the team will suffer.
• Remember, no matter what kind of situation we face, remember that your responsibilities to our team come in the following order: to the organization, to the team, and then to the individual, your own interests- and comfort- come last.
6. The Law of the Catalyst
"Winning Teams have players and Coaches who make things happen"
• Three kinds of Players:
1. People who don't want the ball
2. People who want the ball but shouldn't
3. People who want the ball and should
• A Catalyst has these nine qualities:
1. Intuitive
2. Communicative
3. Passionate
4. Talented
5. Creative
6. Initiating
7. Responsible
8. Generous
9. Influential
• A Catalyst is never satisfied — Get out of your comfort zone; you won't know what you're capable of until you try to go beyond what you've done before.
6. The Law of Compass
"Vision gives team members direction and confidence"
• A Teams vision must be aligned with:
1. A moral compass (look above)
2. An intuitive compass (look within)
3. A historical compass (look behind) Build upon the past
4. A directional compass (look ahead)
5. A strategic compass ( look around)
6. Players and coaches need instruction
7. A visionary compass (look beyond)
"We must have a long- range vision to keep us from being frustrated by short range failures" by Charles Noble
• When you see it, you can seize it.(vision)
• Check list a vision must have:
1. Clarity- brings understanding
2. Connectedness- brings the past, present and future together
3. Purpose- Brings direction to the vision
4. Goals- bring targets to the vision
5. Honesty- brings integrity to the vision and credibility to the system
6. Stories- bring relationships to the vision
7. Challenge- brings stretching to the vision
8. Passion- brings fuel to the vision
9. Modeling- brings accountability to the vision
10. Strategy- brings process to the vision
8. The Law of the Bad Apple
"Rotten Attitudes ruin a Team"
ATTITUDE:
It is the "advanced man" of our true selves
Its roots are inward but its fruits are outward
It is our best friend or our worst enemy
It is more honest and more consistent then out words
It is and outward look based upon past experiences
It is what draws people to us or repels them
It is never content it is expressed
It is the Liberian of our past
It is the speaker of our present
It is the prophet of our future
• Truths about attitudes clarify how they affect a team and teamwork- Five Truths
1. Attitudes have power to lift up or tear down a team
2. An attitude compounds when exposed to others
3. Bad attitudes compound faster than good ones
4. Attitudes are subjective, So identifying a wrong can be difficult
5. Rotten attitudes, left alone, ruin everything
Abilities + Attitudes = Result
Great talent + Rotten Attitudes = Bad Team
Great talent + Bad Attitudes = Average Team
Great talent + Average Attitudes = Good Team
Great talent + Good Attitudes = Great Team
• Most bad attitudes are the result of selfishness
9. Law of Acount Ability
"Teammates must be able to count on each other when it counts".
• We don't work for each other; we work with each other.
• Character + competence + commitment + consistency + cohesion = Accountability
• Vipers 12 covenants:
1. We will accomplish what we do together
2. We are fully grown adults
3. We will keep no secrets
4. We will not lie to ourselves or to each other
5. We will keep our word
6. We will keep our head
7. We will develop our abilities and take pride in them
8. We will treat our locker room like home and our teammates like friends
9. We will be unselfish and expect that everyone else will exhibit this same quality
10. We will look out for each other
11. We are students at Memorial, and as such we will strive to graduate
12. Losing cannot and will not be tolerated in anything we do
• There's an old saying when it comes to teams; either were pulling together or were pulling apart
• The biggest compliment we can receive is being counted on
10. The Law of the Price Tag
"The team fails to reach its potential when it fails to pay the price."
• Four truths about this Law:
1. The price must be paid by everyone
2. The price must be paid all the time
3. The price increases if the team wants to improve, change, or keep winning
4. The price never decreases
• Most people who quit don't give up at the bottom of the mountain; they stop halfway up it.
• Our team will reach its potential only if you reach your potential
• When your personal goals conflict with the greater goal of our team, we have three choices;
1. Put down the goal (because the team is more important)
2. Put off the goal ( because its Not the right time)
3. Part with the team( because its better for everyone)
11. The Law of the Score Board
"The team can make adjustments when it knows where it stands".
• The scoreboard provides a snapshot of the game at any given time.
• For and type of team, the scoreboard is essential in the following ways:
1. the scoreboard is essential to understanding
2. The scoreboard is essential to evaluating Growth = Change
3. The scoreboard is essential to decision making
4. The scoreboard is essential to adjusting
5. The scoreboard is essential to winning
• If you know what to do, then you can do what you know.
12. The Law of the Bench
"Great Teams have Depth"
• The bench is made up of the people who indirectly add value to the organization or who support the starters.
• Every human being has value, and every player or a team adds value to the team in someway.
• Never be in a hurry to pigeonhole anyone on your team as a nonstarter. Given the right encouragement, training, and opportunities, nearly anyone who has the desire has the potential to emerge somebody as an effective player.
• There are reasons to honor and develop the players who may not be considered starters. Here are several;
1. Today's bench plays may be tomorrows start
2. The success of a supporting player can multiply the success of a star
3. There are more bench players than starters
4. A bench player placed correctly will at times be more valuable than a starter
5. A strong bench gives the leader more options
6. The bench is usually called upon at critical times for the team
• You don't need the bench when things are going well; you need it when things aren't going well.
• Build the bench today for the crisis you will face tomorrow
• Pick good men, tell them not to cut corners, and back them to the limit
• You cannot solve tomorrow's problems with today's solutions
• The only place that never loses people is the cemetery
• Any team that is avoiding stagnation by trying to improve will go through charges, and as revolving door moves, different kinds of people will come and go during various phases.
• Commitment drives away uncommitted while it makes those who stay even stronger in the commitment they already possess
• The key to making the most of the Law of the Bench is to continually improve the team.
• If you are on the bench, then your job is to do two things: Help the starters to shine, and prepare yourself to be a starter in the future.
13. The Law of Identity
"Shared values define the Team"
• Just as personal values influenced and guide an individual's behavior, organizational values influenced and guide the team's behavior.
• What it takes is common vision (The Law of the Compass) If everyone embraces the same values, team members can still have a connection to one another and to the larger team.
• All teams need stability to perform well and to grow.
• Team building requires something to build on, and values make the strongest foundation
• Values help set the standard for a team's performance
• "Once you give up your ethics, the rest is a piece of cake." To a person with no values, anything goes.
• What you believe identifies who you are.
14. The Law of Communication
"Interaction fuels action".
• Effective teams have teammates who are constantly talking to one another.
• Leadership is best built upon with communication
• Four areas for developing good team communication:
1. From leader to teammates
2. From teammates to leader
3. Among teammates
4. Between the team and public
• Working together means winning together
15. The Law of the Edge
"The difference between two equally talented teams is leadership".
• What is the key to success? Is it talent? Hard work? Technology? Efficiency? To be successful our football team needs all of these, But what it needs most of all is Leadership.
• Personnel — determines the potential of the team
• Vision — determines the direction of the team.
• Work Ethnic — determines the preparation of the team.
• Leadership - determines the success of the team.
• Everything rises and falls on Leadership. If our team has great Leadership, then it can gain everything else it needs to go to the highest level.
• Leaders transfer ownership for work to those who execute the work
• Leaders create an environment where each team member wants to be responsible.
• Leaders coach the development of personal capabilities.
• Leaders learn quickly and encourage others to learn rapidly.
• Everyone is important, but everyone isn't equal
16. The Law of High Morale
"When you're winning, nothing hurts".
• The four stages of Morale:
1. Poor Morale — The leader must do everything
2. Low Morale — The leader must do productive things
3. Moderate Morale — The leader must do difficult things
4. High Morale — the leader must do few things
• When you do well, you feel good- when you feel good, you do well.
17. The Law of Dividends
"Investing in the team compounds over time"
• How to invest in our Team
1. Make the decision to build a team — This starts the investment in the team.
2. Gather the best team possible. This elevates the potential of the team.
3. Pay the price to develop the team — This ensures the growth of the team.
4. Do things together as a team, This provides community for the team
5. Empower team members with responsibility and authority. This rises up leaders for the team.
6. Give credit for success of the team...This lifts the morale of the team.
7. Watch to see that the investment in the team is paying off...This brings accountability to the team.