The Score Takes Care of Itself: My Philosophy of Leadership

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The Score Takes Care of Itself: My Philosophy of Leadership

The Score Takes Care of Itself: My Philosophy of Leadership

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Jeff and Bill are basically saying that consistently winning is difficult, and you won’t win every time. This book is actually structured as an instruction manual in a lot of ways, with actual life experiences this guy had on his way from the bottom to the top of his field The Score Takes Care of Itself is the personal map for success for one of the most creative and successful NFL coaches whether in professional football or anywhere else. It’s not just about leadership, efficiency, and processes. It’s about how to treat people right and how to build a culture where results can be accomplished as a byproduct.

However, The Score Takes Care of Itself was published with the subtitle “My Philosophy of Leadership” I get so much more out of this book than some leadership lessons. I find The Score Takes Care of Itself as one of the most practical books about how to accomplish great things without giving up our values. It is a conceptual blueprint for action; that is, a perception of what should be done, when it should be done, and why it should be done. Your philosophy is the single most important navigational point on your leadership compass.Do expect defeat. It’s a given when the stakes are high andthe competition is working ferociously to beat you. If you’resurprised when it happens, you’re dreaming; dreamers don’tlast long. Bill Walsh was one of the NFL's all-time best; a creative genius, a master at management, and a brilliant student of human nature. The Score Takes Care of Itself is his own personal and powerful road map to success as a leader whether in professional football or anywhere else. Terrific reading; tremendous insights." Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.”

Fair play and team spirit: Your reputation of treating people right can have a much bigger effect than you might think. In the case of the 49ers employees have chosen to stay despite more lucrative offers, and new players found the 49ers offer more appealing because of the image of the organization. They were not mercenaries. They were a team. Be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; You can't walk in a room and say, "I am the leader!" and expect people to follow you. That's more likely to get an eye roll. Walsh strove to keep things simple when the pressure was on. Instead of focusing performance or trying to emphasize the importance of a game (like they didn’t know already), he would often do “less strategizing for a Super Bowl game, because in the midst of the extreme pressure I placed a premium on fundamentals.” Pursuing your ambitions, especially those of any magnitude, can be grueling and hazardous, and produce agonizing failure along the way, but achieving those goals is among life’s most gratifying and thrilling experiences. The ability to survive and overcome the former to attain the latter is a fundamental difference between winners and losers.Leaders sometimes wonder why they or their organizations fail to achieve success, never seem to reach their potential. It’s often because they don’t understand or can’t instill the concept of what a team is all about at its best: connection and extension. This is a fundamental ingredient of ongoing organizational achievement. (Of course, incompetence as a leader is also a common cause of organizational failure. Bill Walsh is not just writing about values and ways of working. He implemented his principles and succeeded with it in one of the most competitive leagues on the planet. Bill Walsh was the head coach and general manager of the San Fransisco 49ers American football team. He took over the 49ers as one of the worst teams in American football history and transformed the whole organization into a system that resulted in three Super Bowls (1981, 1984, 1988) and made the 49ers the best NFL team of the 1980s. It takes time to develop this Standard of Performance; it is not just a seminar or a practice or a season’s worth of seminars and practices, but thoughtful and intense attention over years and years. Then, when you’ve got to score on the last play of the game to win, you know it can happen. This is a powerful force to have within you.” The ability to help the people around me self-actualize their goals underlines the single aspect of my abilities and the label that I value most — teacher.”

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