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Communication About Communication
Communication has been a challenge on any team I've ever been a part of. It's just not that easy. You can't just tell your team to talk and expect them to talk - especially with the intensity level at which we practice and play. If you go to the old, "Off the court, you guys never shut up!" approach, you are missing the point. Communicating while operating at a fast pace in an intense environment isn't that easy.
Great teams communicate about how they are going to communicate. I've learned to talk to my teams about the way we are going to talk to each other. It starts with how important it is - giving them behavioral examples so they see the value. - calling out a screen, getting matched-up in transition, finding an open man with the extra pass. Then it's an understanding that it is going to be hard, and at times it will be abrupt. The message might be delivered with some intensity, because the environment is intense. We can't respond to the tone in the heat of battle. We have to get to what's important - the message, and what needs to be done. Finally, we have to understand we are always on the same team - the goal with communication is never to humiliate or demean a teammate. We have to get quick, direct messages across immediately. It's never personal. It's about making the team better.
Are we mature enough to accept that as team?
I've been on many teams where the communication caused more problems than it solved. If that is the case, you are creating your own obstacles. Communication must eliminate confusion. That is always the goal. If it creates confusion you have a lot of work to do. You can't simply tell your team to communicate more, and then complain when they don't. You have to teach them how to do it, and talk to them about how it will be delivered. You have to work on it constantly, just like you do your rebounding our execution.
We always started our first team meeting with one statement to our team - Communication can never be an issue in this program. To get to that point, it's something you really have to work on - just about every day.
David Nwaba
DAVID NWABA: NBA BLUE COLLAR MINDSET
• David Nwaba, graduated from Cal Poly with a sociology degree & earned a contract with G-League LA D-Fenders after paying $125 to tryout
• “David figured it out; he embodies BLUE COLLAR. He was probably the best defender in his only season in the G-League. 2/3 into his 1st season he’s playing for the Lakers” says Coby Karl, D-Fenders head coach
• Former Lakers Coach on David Nwaba’s strengths: “He doesn’t seem to care about anything but winning and playing defense.”
• While playing for the Chicago Bulls, Coach Fred Hoiberg said this of David Nwaba: “His skill is he goes out & plays harder than everybody else on the floor.”
• “David Nwaba’s ability to play hurt underlines his character & winning attitude,” says Coach Stephen Silas, Rockets Head Coach
Nwaba is currently with the Houston Rockets (5th year in NBA).
2020-21 Stats:
22 mpg / 9 ppg / 3.9 rpg
David Nwaba on his path to the NBA:
* I had the faith that it would work out, but I had to be patient
* I had to — as they say — trust the process
* So if you take anything away from my story, I hope it will be this: No journey is a straight line—every single one looks a little different
* Trust yourself & GO TO WORK
Stan Van Gundy - Notes
From a talk Stan gave at IMG Academy in 2019.
- Older generation of coaches share with one another a lot more. There was less paranoia. We need more of that.
- There is a serious lack of leadership in our country right now. We need coaches more than ever. Leadership is really only taught in the military and in sports.
- Geno Auriemma - "Coaches are afraid to coach their players now."
- If you want to advance in coaching there is one thing you can control - get better as a coach. Be as good of a coach as you can be. It's not about networking. Get better as a coach and you have to get lucky.
- Players want 3 things - 1) To win - they want to be part of a great team. 2) Have fun - they want to enjoy themselves. 3) They want to get better.
- People who are happy get over themselves and get into other people. "No matter how good you have it, if you are thinking about yourself, it's never going to be good enough. You are are going to be unhappy."
- 9 C's of Communication:
- Communicate Competently - You must show competence in how you communicate. Anders Ericson, Peak - High-performers don't just accept good coaching, they don't just welcome it. They demand it."
- Communicate Courteously - Understand your team and their goals - respect them.
- Communicate Collaboratively - 1) Listen 2) Use others to get your message out 3) Talk to EVERYONE
- Communicate Consistently - "Do not tolerate in victory that which you would not tolerate in defeat."
- Communicate Confidently - you must study your craft, know your message.
- Communicate Clearly - "Cluttered minds = Slow Feet" - communication must eliminate confusion.
- Communicate Candidly - Frank, open, sincere, honest and straight forward. "There is nothing more important in coaching than to be honest. Always."
- You want to play more? Don't tell them they need to rebound better, turn it over less - it's not true! "You have to be better than him!" - that's the honest answer.
- Communicate Constructively - Give them stuff to do. "C'mon guys, we're playing like shit right now!" - What does a player do with that?
- Your job as a coach is to tell them the truth, as you see it, all the time.
- People say I'm too negative as a coach - how much should I be positive vs. negative? Carol Dweck, Mindset - "That's the wrong question. The question is which one do you want? Do you want me to tell you how great you are, or do you want me to make you better?
- Communicate Courageously - You cannot be afraid of confrontation and conflict.
- How do you know if you are being effective as a communicator? - Look at the performance of your team. If your communication is working, you should see it out there.
- The coach/player relationship is one that is designed to get a result.
Tara VanDerveer
Tara VanDerveer used to bring the best basketball to the park so the boys would have to play with her.
Model The Behavior
Perhaps the most consistently powerful approach you can take as a leader is to model the behavior. You send a powerful message with what you do every day, and if you are talking about something and not doing it, the message is just as powerful. Your team needs to see the behavior you expect out of them in you (and your coaching staff) every day. What you do is so loud, they can' hear what you say.
Coaches love to talk about body language. They hate to see any negative body language, usually saying it's a sign of weakness. I've never been a big fan of the concern over body language, one of the main reasons is most coaches don't model the behavior they expect when it comes to body language. Take one look at the sidelines during most college basketball games and you'll see coaches making facial expressions, raising their arms, giving the "palms up" look and generally stomping up and down like someone who didn't get their way. How can you talk to your guys about body language if you are acting that way? Try filming just yourself on the sideline one day at a game or a practice. If you don't see the type of body language you say you want out of your players, don't expect to see it from them.
Focus is a word that coaches use all of the time. We want our teams locked in and ready to go for practice every day. If that's the case, you better show them you are focused every day. You have an organized practice plan that is ready to go. Your message is prepared, clear and concise. You don't get distracted by anything - any visitors who are watching practice, talking with your staff during drills, a cell phone or whatever it may be. If focus is required of everyone in the gym, it needs to be required of you first. If you are distracted throughout practice, don't expect your players to lock in.
We all want our teams to play with composure, but do we coach that way? Are we composed on the sideline, despite what happens, good or bad? I think it's crucial for your team to keep their poise in big spots to be successful. But the only way they are going to do it is if you do the same. If the emotion and intensity of a game gets to you and effects your process, expect the same out of your players. We all wonder at certain times how some players "lose their mind" out on the court. You might get the answer by looking in the mirror.
I always felt as a head coach that anytime I started to get into it with the officials, I'd feel my team slipping away from me. If I started to lose my composure, my players would do the same. I'd often have to catch myself, regain my composure, and get back with my team. I don't think "Don't worry about the officials, that's my job!" approach really works. It's just a cop out. If you want your team to play with composure, they need to see a composed coach.
So often we get upset with our players for the way they communicate, or a lack of communication. Not only is it important to tell them how to communicate, but you have to show it to them as well. If you are going to attack someone verbally for making a mistake, they'll likely communicate the same way. They may not come back at you like that out of respect for the fact that you are the head coach, but notice their communication with one another. If it's too aggressive or not very clear, take a look at how you communicate with them. It's likely your communication style is having an impact.
"Do as I say, not as I do," does not work in any effective leadership model. Being the head coach is not a pass to poor behavior. If you are going to demand it out of your team, they have to see you demand it out of yourself first.
Body language. Focus. Composure. Communication.
Tone Setters
Great competitors can have a huge impact on the way you practice.
I coached a player at Rhode Island College named Ethan Gaye, who was a tough combo guard who wasn't recruited and came out for the team in the fall. I knew something was different about him when my veteran players kept asking me if we were going to have a spot for him before practice started. Ethan wasn't the most skilled guard but he was athletic and tough. He wasn't a pure ball-handler or a great shooter, but he made up for any shortcomings with how hard he competed. He was like a free safety. Ethan made our squad, and over time worked his way into the starting line-up and a key role on some great teams.
One year Ethan had some challenges to handle balancing school, work and his family and he wasn't sure he'd be able to play. We had a few conversations and he decided to take the first semester off from basketball. When he came back in December, it was clear right away how much we missed him. We hadn't gotten off to a great start and we were inconsistent in the way we practiced and played. But Ethan changed the tone of our practices as soon as he came back, just with how hard he competed. He was hungry, he was full of energy and you could tell how much appreciated the opportunity to compete every day with his teammates. His competitive edge set a completely different tone for the rest of the team.
When I look back at our success at RIC, we had a number of tone-setters like Ethan Gaye, although I don't know that I recognized it at the time. Kinsey Durgin. Tahrike Carter. Terrance Tribble. Alex Cruz. It's remarkable how much of an impact great competitors every day in practice had on their teammates.
John Linehan was one of those players at Providence College. We were lucky to take over a team in 1998 at PC when John was a sophomore, and I'm not sure I've ever coached anyone who competed as hard as John did. He was your typical undersized, something-to-prove guard with a chip on his shoulder. People who would come to practice and watch us play would comment about how hard we competed, and I always felt it was really just because of Linehan. He competed at a level that just wouldn't allow anyone else to take a day off, or a play off. If you didn't compete, he'd find a way to embarrass you by going so much harder than you and making you miserable. There was a competitive edge about the entire team anytime Linehan was on the floor. There's a reason why he's got more steals than anyone in the history of college basketball.
When I first got to Maine we didn't really have any tone setters. I was the tone setter, and that was a challenge. I was trying to coach and will our guys towards the right compete level, but all they could do was hear it from me. They couldn't see it. There really wasn't anyone who understood that competitive edge and had the toughness and mentality to bring it every single day. The team was looking to me to provide it, and that won't translate nearly as well. There is a difference between the coach telling you to play harder, and getting embarrassed on the court by someone who is kicking your ass because of how hard he is playing.
Seek out and value players who can be tone setters. They might not be your most talented players or the guys that put up the best numbers. But the edge they bring to practice every day can have a huge impact. They make your job as a coach a lot easier.
The New Reality
College basketball coaches are used to having power and control. But things are changing rather quickly. Players are now able to transfer one time without having to sit out a year. And soon to be enacted legislation will allow players to make money while in college off of their name, image and likeness. Every player has also been given an extra year to play due to the pandemic. The players will now have more power and freedom than they've ever had.
So much of the conversation about what's happening right now, with over 1,000 players in the transfer portal already, is focused on the players. They aren't being loyal, they don't want to face adversity, they are just taking the easy way out. Kids these days, kids these days, blah blah blah. Keep in mind, the majority of players in the transfer portal are not in there on their own. They have been told that there might not be playing time for them next year and they may want to look elsewhere. It's the coaches making those decisions more so than the players.
As a coach, I think the focus needs to be on how we are going to adapt. When I was the head coach at Maine, I dealt with a large number of transfers. We had nine guys transfer up in four years, to places like Oklahoma, VCU, South Carolina and Colorado State. We dealt with young players who came to Maine and put up good numbers, and then looked elsewhere for a better basketball experience. It wasn't easy, and it changed the dynamic of our entire program. But it was the reality we were dealing with.
I knew when I took the job we had to try and win on culture. We didn't have a lot of advantages as a school or program, and we had our share of disadvantages. We had to create an environment that kids wanted to be a part of and one that made them better players and people. There was no sense worrying about our location, the weather, long bus rides or a lack of tradition. We couldn't do anything about that. What we could was control our own environment and the way we coached our players every day. That was our best chance, really our only chance. Ultimately before we could really establish that culture and create the buy-in, our young players had opportunities to play at a much higher level. We did change the culture but it took time, and in that time most of our recruited talent went elsewhere. But complaining about our reality was of no help to us. We had to figure out how to best navigate that reality.
That is the challenge for college coaches today. With the pandemic, everyone granted an extra year, no live recruiting for at least 15 months, new transfer rules and the incoming NIL legislation, everything is changing. We can spend time complaining about what we don't like about it, or we can look inward, and figure out what we are going to do about it.
We've long enjoyed the comfort of power and control as college coaches. If we are being truthful, many head coaches haven't really had to answer to anyone. You run the program the way you want to run the program, and as long as you pile up enough wins you continue on without much challenge to your control.
The lifeblood of every program is recruiting, and that world is cutthroat. You do and say what you need to do to land the players you can win with. I'm not talking about cheating, although of course there is some of that going on. I'm talking about communicating in a grey area. Telling the players want they want to hear to make them comfortable, to get them to sign. Once they signed, in the past, they really didn't have any power. Up until recently if they were thinking of transferring they needed to get permission just to talk to any other schools. And if permission was granted, they'd have to sit out a year wherever they went. When you got them to sign, you now had them under your control.
Now things are very different for the players. With technology they have instant access to information whenever they want it. They know everything that is going on everywhere else. They will also have the ability to make money off of their name, giving them financial freedom. And they can enter the transfer portal whenever they want, giving them back the power that they generally relinquish when they sign a letter of intent. They don't need permission to leave, or to talk to other coaches. They have more control. You can disagree with all of this, but it is the new reality. So what are you going to do about it?
As coaches we really have to examine everything we do. Take a long look at our culture and the environment we have established for our players. Are we making them better? Do they enjoy being a part of it everyday? Think about the way we communicate. Are we being transparent and honest with our players? Or are we treading in that grey area, where we don't really commit one way or another, giving ourselves an out if we want to change our minds? Are the players who aren't getting the playing time they want comfortable that they are at least getting an opportunity to play? Are they treated the same as the players who play a lot? It's one thing to want to play more. It's another thing to feel like you aren't being treated fairly. We have to think about what we promise when we recruit kids to play for us. Are we delivering on what we are selling to them?
We also have to think about our coaching approach. There has always been a lot of yelling and screaming in coaching, with a lot of anger often in the mix. Whether we like to admit it or not, cursing, berating and some rather unpleasant communication exists in coaching on a lot of levels. With just about all of the power and control in the dynamic, a lot of coaches can get away with that approach. We have long accepted it in coaching, and the players usually can't do much about it. I hope this will be the impetus for some of that to change. With the players having more options, will they continue to accept a coaching approach that makes them uncomfortable? The days of closing the gym doors and yelling and cursing at your team could be coming to an end, especially if the kids decide they don't want to be coached that way. Whether or not coaches can and will change their approach will be interesting.
The new reality in college basketball gives coaches a lot to think about. We can complain about the players and "kids these days" all we want, but that isn't going to change anything. The level of power and control is shifting, whether we like it or not. A lot of coaches are uncomfortable with this new dynamic, as is often the case when you are forced to give up some power and control. Our job is to find the best ways to adapt and connect with our players, and doing so now seems more important than ever.
There is a lot of talk about all of the changes coming to college athletics, but I'm not sure we are talking about the right things. Complaining about the kids and the new rules isn't going to help. Those who look introspectively at how to address the new reality will be a step ahead. Coaches who don't adapt may find themselves wondering where it all went wrong.
The Low Maintenance Player
"Never underestimate the value of a low maintenance player." - John Beilein
When people ask me about the elite success we sustained at Rhode Island College (Hey! Look, you can read a book about it here!), I always say the same thing: We had elite talent willing to buy in to a championship culture. No question we had great players that were a huge part of the winning we did, but the sustainability came from the culture. While I was there, when media ask how we continued to have success year after year, I would always tell them to come watch us practice. Watch what we do every day, and you'll have your answer. You'd see elite players competing their brains out for one another.
Over time I realized that the fabric of our team, who we really were on a day to day basis, wasn't due to our elite talent, but due to our approach. And that approach was set in place by our "program" kids, the kids who maybe weren't quite as talented but who showed up every day with something to prove. To borrow Coach Beilein's phrase, the low maintenance players.
If culture really matters to you, pay close attention to your low maintenance players. We all fall into the trap at times of spending most of our attention on the guys who are a pain in the ass, and overlooking the guys going about their business the right way. But the guys who bring the right approach every day are quietly carrying your culture, and that should demand a lot of your attention.
If you have core values, core behaviors, a culture wall - however you go about it, then it's important to seek out the behaviors you want and do two things - celebrate them, and reward them. It's not enough to just point out how hard the walk-on runs sprints, or the effort one of your freshmen back-ups is giving in drills. If certain players show the values you really think helps your team win, then you have to reward him.
It's remarkable when I look back on those RIC teams how many of them had a walk-on in thee starting lineup. The toughness and competitive edge that we really valued came from those kids who "weren't good enough" on paper, and for us that edge translated to victories. Ultimately if your core values really matter, those players need to be rewarded, and the ultimate reward is playing time. I'm not saying they have to play a lot, but the opportunity to earn playing time has to be there. Many times the reward can be playing time in practice. If the core values they exhibit don't translate to winning in games, and they can't help you at all, then maybe you need to re-evaluate your core values.
Never underestimate the value of a low maintenance player. Those guys can really carry your culture and help you sustain it. Celebrate them and reward them.
Celebrate him. Reward him. If your values are important to you.
Playing For Each Other
The best teams play for one another. They don't play for the coach or for awards. They want to win, of course, but that's not what ultimately drives them. They don't want to let their teammates down.
How do we create a team that plays for one another?
"Count on You"
We used this phrase all of the time within our program. If we can't count on you to show up on time to class, do you think we are going to count on you to go on the road and win? It doesn't work that way. If we can't count on you, we can't trust you. And if we can't trust you, you can't be a part of what we are trying to accomplish. This isn't for you.
I would often say "the best ability is reliability." One of the worst things you can be as a teammate is unreliable. It's actually better to be mediocre than to be unreliable. At least we know what we are going to get every day. We know what we can count on. That is crucial to high-performing teams.
Constantly emphasize to your teams the importance of showing up. Being consistent. Competing at a high level every day, without compromise. Make sure they know that everyone is counting on them, and without the commitment of everyone, the team will fail. Create an atmosphere where reliability is expected and celebrated.
Connect the Dots
Finding ways to connect the dots with your team is an important step. Make sure they are aware that one weak link in the chain impacts the entire team. Being clear about how everyone is relying on each other will help your team start to think about their teammates. If you aren't ready to guard, now we have to help you. Everyone else has to rotate. Someone is going to be left open. One player not doing their job impacts everyone.
A few weeks into practice at RIC we always asked our freshmen if the knew the name of the janitor who they saw every day, cleaning up their locker room and the gym. None of them ever knew his name, they never really thought about it. And he was literally cleaning up after them every day. He cleaned the floor before practice for us.
So what if he decided not to clean the floor before practice, and it was too dirty and too slippery to practice on? Or we couldn't go hard because we were worried about getting hurt? Rafael was our teammate, and his job was just as important as everyone else's in helping our program. If he didn't do it, it had a negative impact on our program.
Not only was it a good way to show appreciation and eliminate entitlement, but it was also a good way to connect the dots for our guys. What one of us does affects us all.
Shared Experiences
I do think I was lucky in this regard when I first became a head coach. I took over a veteran, talented group that had been through a lot together - 3 different head coaches, lack of success, some challenging situations at RIC, long rides in cramped vans to games, etc... They were naturally invested in one another by the time I arrived. They didn't play to win. They played not to let each other down. But it made me recognize the importance of those shared experiences to their investment in each other.
Are there ways for you to engage your team in shared experiences - away from the gym - that helps them come together/invest in each other unrelated to simply playing basketball? Get them away from the gym and let them get to know each other. Create an investment level where they simply refuse to let their teammates down.
Give Them Space to Have A Voice
There were inevitable times of confrontation and disagreement with my teams, and often I had to let them work it out. That meant some uncomfortable situations in practice - some arguments, intense disagreements, etc. But it created a clear feeling of "We all really care about this... it matters to us." Even if we disagree. Sometimes when things get heated in practice, give them the space to work it out. Let them handle it.
For example, competing was always our most important core value/behavior. I would ask the team at the beginning of the year to rate every one of their teammates on how hard they played every day. One through 15. We would total it up and share it with the team. Who they thought competed the hardest, who they thought didn't. Someone had to be last. They didn't have to put their name to it, so it was shared as "This is what your teammates think about you." It created some tension/anxiety and a little bit of confrontation that they had to discuss. But at the end of it was "We are in this together." They had the voice, and they had to talk it out.
Challenge Them to Count On Each Other
This is something you can do intentionally in practice. We had a conditioning drill called 8-6-4-2. The team was grouped together in pairs - usually a faster player with a slower player. They would alternate running sprints (1 set of 8 lengths of the floor, then 2 sets each of 6 lengths of the floor, etc..) Your partner could not run until you had completed your sprint. So, he had to complete 8, then he would rest when you ran your 8, etc... If one guy was dogging it, he was letting his teammate down. The drill had to be completed in 9:45 as a team - so it was a long, tough drill.
Guys were dead tired, we would usually do it at the end of practice, so it was very hard. But if you gave in, you were letting your teammate down, because he couldn't finish without you. Generally when I put them on the line for the drill I would hear some groans, but halfway through the sprints the energy would turn (as the sprints got shorter, going from 8s down to 2s). There would be a ton of positive energy in the gym at the end of the drill. They had to count on one another to complete a tough task.
We did another team exercise off the floor with puzzles. We'd group them in 3s, and give each group a puzzle. The only instructions I would give them was "We have to finish all of the puzzles as quickly as we can." Naturally each group thought they were supposed to finish the puzzle in front of them. Some of the puzzles would be complete and be easy to put together. But some of the puzzles would be mixed - they'd be missing pieces, and the missing pieces would be with other groups. Teams would figure out that they needed help from another team and start asking and sharing pieces.
The team or two that had an easy, complete puzzle would just sit there - proud that they had finished first. Remember, the only instructions were "we have to finish all of the puzzles as quickly as we can." Some groups would experience frustration and have to fight through it. Others would experience entitlement/privilege and feel like they had accomplished something - when in fact they were just given the easiest situation. Ultimately to complete the task of finishing all of the puzzles as quickly as they could, they would have to work to help each other.
Elite teams play for one another. They refuse to let each other down. They don't play to win or to please the coach. They don't play for themselves. They play for their teammates.
Create an environment where your team learns to be reliable and to count on one another, and you'll increase your chances of sustaining elite success.
Culture Is A Consequence of Actions
From Ben Horowitz's book, "What You Do Is Who You Are."
Culture is weird like that. Because it's a consequence of actions rather than beliefs, it almost never ends up exactly how you intend it. This is why it's not a "set it and forget it" endeavor. You must constantly examine and reshape your culture or it won't be your culture at all.
Standards and Rules
A lot of leaders like to say they "don't have a lot of rules." The thought being having strict rules about specific behaviors will have the players walking on eggshells and paint them into a corner when someone breaks a rule. And not every situation is the same. Is being two minutes late for practice the same as being thirty minutes late on game day? Leaders like to have flexibility to treat each situation on its own - and, if we're being honest, the ability to find a way out of discipline that might hurt the team in the short term.
Standards are different than rules. Rules are meant to guide the conduct of your team, while standards are shared beliefs that maintain a high quality of effort and performance. Rules are usually set in place by the leader. Standards can be owned and maintained by the team. Standards represent a level you are constantly working to achieve. A rule is to always be on time. A standard is to give maximum effort every day.
Standards and rules don't paint you in to a corner. It's the punishment that does that. Regardless of whether you have standards or rules, you don't have to have a correlating punitive arrangement. You can treat each violation of your standards a different way, without being inconsistent. There is a difference between somebody who is one minute late to class and comes sprinting in to the building because they couldn't find a parking spot, and somebody casually walking into the building twenty minutes late. Somebody who gets frustrated with a turnover and jogs back on defense is below your standards, but it's not the same as someone who consistently gives a lazy effort.
Painting yourself into a corner with the penalty isn't a reason not to have rules or standards. To uphold your standards, you simply have to be consistent with the accountability. If you make the team run when they are late for practice, make sure you do it every time they are late for practice. If someone is late for shoot around on the day of the game, you don't have to bench them for the first half. The penalty for being late is generally extra sprints, and that doesn't have to change because someone was late on game day.
Whether you have rules or standards, or whatever else you'd like to call them, the accountability is the key. It's not the punishment, and it doesn't have to be the same thing every time. But the level of accountability has to remain the same. You can't let certain things go, and decide hold the team accountable when it's convenient. The rules you have aren't the issue. An inconsistent level of accountability will cause a problem.
Emotional Intelligence and Competitive Excellence
Inevitably at the beginning of practice every year when I was at RIC and at Maine, things would get pretty intense. We took pride in how hard we competed, and everyone was fired up at the beginning of the year not just to compete but to prove they belonged and earn playing time. The intensity level would always lead to some pretty strong emotions.
Usually after a few days we'd have a conversation about emotional intelligence. Emotional intelligence is the ability to recognize your own emotion and the emotions of others around you, and to move forward making the right decisions. It is a big part of competitive excellence, something I have talked about in this space before. Competing is playing hard all of the time. Competitive excellence is being able to handle the emotions that go along with competing that hard all of the time.
Teams that lack emotional intelligence struggle to compete at a high level because they can't handle the emotional investment. You know those practices where everyone is playing hard, but then they start getting chippy with each other, bitching and complaining about everything that doesn't go their way? That happens with every team that competes, especially early in the year. That's when we would have the conversation about emotional intelligence. Can we handle the emotion that goes along with playing this hard all of the time? It's one of the reasons why I think a competitive environment is so important. Your team needs to get used to feeling that way all of the time. As that happens, they'll learn how to deal with it.
I do think emotional intelligence can be taught, learned and improved over time. But you have to be intentional about it and willing to talk about it regularly. It's okay that we compete really hard to beat one another every day. It's not okay if, whenever we compete at a really high level, we start fighting with one another.
Make sure you are aware of your team's emotional intelligence, and make them aware of it as well. Put them in challenging situations where they are pushed mentally, and hold them accountable for their approach and performance. It will help your team get comfortable competing at a championship level.
Big Men As Coaches
From the Wall Street Journal in 2014. Some interesting stuff to think about as to why big men have trouble getting head coaching jobs. I thought about it as I watched Patrick Ewing lead Georgetown to a Big East title.
https://www.wsj.com/articles/why-big-men-usually-cant-coach-basketball-1402007079
Handling Success
At the start of my second year as a head coach, at Division III Rhode Island College, we beat Iona College in an exhibition game. That win was huge for our program and for my confidence as a coach, but it also caught me off guard. I learned a lesson on intentionally handling success. This is an excerpt from my book "Entitled to Nothing" on what I learned after that game.
Obviously, the confidence we took from beating Iona was important to everyone - our players and our coaching staff. But I failed to adequately prepare our team mentally after we won that game. As important as our approach was leading up to that game, I didn't recognize the importance of it after we won. Up to that point, I had never really thought about handling success. You win, things are going well, you just keep it going and everything will be great, right? Well, I learned pretty quick that doesn't work. My team had great confidence, but after that win everything changed. Our expectations, the way people looked at us, the way we looked at ourselves, it was all different. Handling success is something you have to prepare for intentionally, and it can be harder than handling failure.
The strongest emotion I felt in our gym after we got back from Iona was tension. We were loose and confident on the outside, sure, and we felt good about ourselves. But things had clearly changed, and our team, including myself, was really tight. Winning that game had raised expectations and rightfully so. I love high expectations, and I want them around my program all the time. But there can be a lot of tension around teams with high expectations, and I wasn't ready to deal with it.
If you are interested in order a copy or copies of "Entitled to Nothing" for your staff or team, click on this link:
The Way of the Warrior
From Ben Horowitz's book "What You Do Is Who You Are..."
What Did Culture Mean To The Samurai?
Bushido looks like a set of principles, but it's a set of practices. The samurai defined culture as a code of action, a system not of values but of virtues. A value is merely a belief, but a virtue is a belief that you actively pursue or embody. The reason so many efforts to establish "corporate values" are basically worthless is that they emphasize beliefs instead of actions. Culturally, what you believe means nearly nothing. What you do is who you are.
Getting Tight
It's easier to get tight quicker in a game when you expect to win.
At Rhode Island College we played in eight straight Little East Tournament games, and we won six of them. We were 4-1 as the favorite at home and 2-1 as the underdog on the road. But one thing we never really had to deal with on the road was getting tight. When we played at home, and we knew we were the better team, we had to overcome getting tight a number of times.
It doesn't seem to make much sense at first glass. Why would you get tight when you know you are the better team? You'd think you'd have the confidence to overcome any nerves. But expectations can lead to tension. And when you get deeper into into a close game you often get into a situation you haven't been in that often. You are used to being in control, to playing with the lead. You just don't have as much experience getting punched in the mouth and having to respond.
I know as a head coach I've had to fight getting tight in games where we expected to win. Usually if your team starts getting tight, you've taken them there. They are following your lead. A great challenge is to keep the tension and nerves that you are feeling away from your team. It starts with being aware of how expectations can affect your approach.
You have to be willing to accept some mistakes. You can't demand perfection, no matter how good your team is. Find ways to keep things light and break the tension on the bench. Encourage your team to make plays, and give them the freedom to make some mistakes. Smile. Stay composed.
When your team is supposed to win, your players know it too. They feel the pressure. When they start to struggle, they are naturally going to get tight. Stay aware, and make sure you fight it.
It's so much easier to get tight when you are supposed to win.