Sport and the Growing Good

1.        Mentors who were influential for Anil. 2.        Early experiences in name, image and likeness. 3.        Experiences as General Counsel at the University of Oklahoma. 4.        “Always be curious.” 5.        Responsibility of the General Counsel and Chief Legal Officer. 6.        Working with diverse constituents on a daily basis. 7.        What he looks for: People who get things done. Generalists. 8.        Providing value for conference constituents. 9.        Routines with campus-level general counsels. 10.  Conveying complex things to a generalist crowd. “It’s generally not the best plan that wins the day, but the best communicated one.” 11.  “My job is to tell you what you need to know if I was in your shoes.” 12.  Knowing when to act and when to wait. 13.  A leader who Anil admires.

Fred Krauss carries out a range of leadership roles as Director of Policy for the Big Ten Conference. He shared insights about how he collaborates with diverse partners in his everyday work.  1.        A Master’s thesis on Monday Night Football. 2.        Studying sports gamblers in Las Vegas on route to a Ph.D. 3.        Going to Law School at night. 4.        Sports Management program at UMass. 5.        Networking to get a job at the Big Ten. 6.        Director of Policy: Working with conference institutions to make sure they are well-informed and heard. 7.        What is the “Joint Group?” Governance that plays out across two groups: Administrator’s Council (Athletics directors and Senior Women’s Administrators) and Faculty Athletics Representatives. (Refer to figure below) 8.         What is the “Senior Women’s Administrator” role? 9.        The routines of the Joint Group. Regular meetings. Policies and deliberations. Close relationships. 10.   Council of Presidents and Chancellors. The Conference’s “board of directors.” 11.  Fred’s trick for doing the work: “Staying organized!”

Tony Petitti leads the Big Ten Conference during a period of significant change in college athletics. We addressed a range of questions including: What are his daily routines? Who does he collaborate with? What is unmanaged change and how does Tony engage it? 1.        Self-awareness in making the transition into his area of leadership. “The most important change” in Tony’s career. 2.        The value of “being on the ground” in his work.   3.        Always listening and having enthusiasm. “People gravitate to people who care.” 4.        The best athlete strategy.  5.        “Give people more” to do. Reward them not with just compensation, but “with more work.” 6.        “The best thing you can do for a young person is to widen their skillset.” 7.        Questions to consider: What you do. Who you do it with. How much you make. The third is least important. 8.        Keys to making sense of the college sports environment: Listening. 9.        Why it’s important to have a meaningful connection with the SEC. 10.  Unmanaged change. “If you’re a leader and you’re trying to run your organization and most of the change is happening outside of your decision-making, that’s a problem.” 11.  Working with Presidents and Chancellors. Getting them the information they need so that they can make decisions. Having group calls but also individual check-ins. 12.  Being highly transparent and sharing information. “I’d rather share more.” 13.  “Working for the Presidents and Chancellors but with the Athletic Directors.” 14.  30-40% of his calls are spontaneous, unplanned. 15.  Tony’s advice to aspiring leaders: Show that you care. Listen. Have broad interests and skills. Connect yourself to good people. 

Coaches and leaders are charged with getting their teams to buy-in to the systems they’ll run together. How can coaches garner buy-in? 1. Reviewing metacognition. Ways to get there — reflection, feedback, mindfulness meditation, prayer. 2. Having unattached NBA coach give feedback and analysis of his team throughout the season. 3. Having a mentor or two who gave coach advice. 4. The importance of practice in implementing systems. 5. “We are decidedly subjective as human beings — we see things through our own lens.” 6. Coaches need to be purposeful about how we portray ourselves to the group. John Wooden: Coaching in games is mostly adjustments — you don’t want to inhibit performance. 7. Systems as ways of “making sense” of what our teams do. 8. What are the first steps that a coach takes in being a salesperson for their system?  9. Metaphor to think about sense-making and systems: Mann Gulch fire of 1949. Norman MacLean. 10. Anticipating a 10:00am fire. Not giving due respect for the moment. How should we frame a season, an endeavor we’re undertaking with our group? Be physically capable. Use the system to guide the teaching. Repetition within the confines of the system. Teach the skills that are useful for in the moment under pressure. “For the want of a nail, a war was lost." 11. Implications of yelling: “Drop your tools!” “What is a smokejumper without his tools?” (Pulaski)  12. "You have to break bad habits and implant new habits, which requires repetition. So you have to create meaningful repetition.”  13. First steps in getting buy-in to the system. Sometimes it’s the stars (MJ, Kobe). Other times it’s others who have influence who can be key influencers in getting buy-in to the system. Boundary spanners. “Every team has that unspoken leader." 14. Improvising within a system. “A good system allows for skills that people might possess that are extraordinary.” 15. Benefits of a system: refer to Sport and the Growing Good episode #133. 16. “In an emergency, it’s much better if a decision comes from a group.” Give the team voice and authority. 17. Onboarding veterans onto a team. Having a designated person who helps them learn it. Using multiple methods. 18. Telling a player, “I see you as a leader.” Are leaders born or made?  19. “Lone wolves need to submit to the system."

Coach Jackson and I were joined by Coach Sara Rohde, the multi-time state coach of the year and leader of three-time defending state champion Green Bay Notre Dame girls basketball program. 1.     Sara’s background in education, coaching, and playing. 2.     Sara’s system – rooted in man-to-man defense and motion offense. Fast-paced. 3.     Work ethic, preparation. Strength and conditioning. 4.     Relationships as one of the most important ways of being successful as a coach. 5.     The futures program. Introducing kids to the game at young ages. 6.     Social media rules. Putting phones away and being present. 7.     The importance of parents in setting the foundation for kids on a team. 8.     Finding roles for all kids beyond scoring. The “dog tag” award after games for kids who do the little things and the dirty work well. 9.     Defining roles for everyone. “What can you do to help our team be successful. 10.  Using a “list of all the things your team is really good at and constantly refer back to that.” 11.  Using visualization. 12.  Parents as examples of leaders – the habit tracking activity. 13.  Valuing practice. Gathering at mid-court before practice to talk about practice. 14.  The NBA’s one on one tournament – what it revealed about the Knicks’ social fabric. “Keeping the competitive edge without creating conflict inside the group.” 15.  The “virtuous cycle” on teams.  16.  Engaging and challenging players who “float.” 17.  Teams watching “how is the coach going to handle this?” 18.  Getting players to understand that they can reach another level. 19.  Keeping everyone engaged whether playing or not playing. Coach Jackson: “If players 9-12 are unhappy with their roles, you want to find another way to get them involved…Keep them happy, content, and involved. (Otherwise) it will create problems for the team’s chemistry.” 20.  The role of parents: Support the girls. Set clear expectations. Set a clear process. 21.  Getting ready for an opponent. Provide tendencies. Practice the plan. 22.  Coach Jackson: in scouting, distill it to three main points about a player and the essential idea that is the driving force of the other team: “This team does this really well. They have to this or else they cannot survive.” What is their essence? 23.  In preparing, sometimes focusing on mindset, hustle, rebounding – instead of being too technical.  24.  “Thinking is not part of playing. You can’t think and play. You have to be instinctive.” 25.  How Coach Jackson staying positive: practicing meditation. “Letting thoughts float away” and “flush it down the toilet.” 26.  Chad McGahee: differences for individual players in getting in right mental space for games. Getting the work done in advance. You can’t think and play, you have to be instinctive. “Get out of your minds and into your bodies. Your bodies are ready.”  27.  Wisconsin’s rich history as a “basketball haven!” 28.  Coach Jackson taking summer’s off to rejuvenate and connect with family. Spending the last part of summers visualizing the year ahead.  

1.     Reading your team when things are going well. Understanding them. “Getting out of their way.” Winning gets to be habitual. 2.     The example of the Texas Rangers post-season run to the World Series championship. 3.     Little inconveniences bringing a team together in new, deeper ways (hotel example in bad weather). Maintaining a positive orientation: “Life’s an adventure, let’s go get it!” 4.     You can’t count on just “replicating what we had before.” Examples of players having off-season surgery that change what you have coming back on a team. 5.     You have to maintain vision for your team. 6.     “Dance of the wounded egos.” Guys overvaluing their roles on the team. 7.     “It’s all of us. It’s about how we all fit together.” 8.     As a coach something to think about: “Where does this person think he fits into our team effort? How can I make him feel important but also that we will go on regardless?” 9.     Getting away from the game after the season. Focusing on family.  10.  Also using the off-season to envision what the team would look like. 11.  “We always held something back.” Reflecting in the off-season: “What are we going to do differently this year?” 12.  Allowing veteran players to teach newcomers what it means to be part of the group and “earning his credibility.” 13.  Losing assistant coaches to head coaching positions. 14.  Dividing players into groups with a particular coach who they’d get to know intimately. A mentor who would help them to get better. 15.  Jordan and Kobe having specific things they worked on in the off-season. Setting the model for other players. 16.  Keeping pace with a changing game. Growing as a coach.  17.  Phil Nevin on rules changes that affected coaching baseball. 18.  Responding to the analytics movement. 19.  Mark Sweeney on staying in the game “mentally and physically” as he prepared each game.  20.  Davey Lopes as an important coach to Mark. 21.  Maintaining “drive” on winning teams. Finding new motivations.

Coach Phil Jackson shares insights on embracing change and experimentation as a coach. Topics include commemorations with teams, the balance between rigidity and constant change, evaluating outcomes, starting practice with skills and drills, sociological concepts in coaching, regional influences on sports, and the power of language in coaching.

1.     A recap of some topics we’ve covered in past weeks. 2.     Circling back to the Shivas Irons quote on coaching as a “serious and solemn act.” 3.     Being settled personally before being able to coach a group. 4.     “You never can step in the same river twice…Every incident, every process, every relationship with a team is always new.”  5.     Being flexible and in the moment. 6.     Michael Jordan’s competitiveness and the associated challenges of keeping back-up guards. 7.     The Lakers wilting when attempting to finish games. Speaking about it directly. No response from team… so directly addressing it again the next day. Kobe defending himself.  8.     “Sleeping on problems.”  9.     Anger as “an opportunity.” 10.  Team play emphasis when coming through conflict. “We can do this together.” 11.  Role modeling during periods of conflict. 12.  Having conversations on the team about world events and things going on in society. 13.  Getting rid of ego. 14.  Demonstrating putting yourself second to players. “I sat in the front of the bus, but I got in the back of the line.”  15.  Self-control is a leadership quality. 16.  Knowing when to step back as coach. Bill Cartwright’s example of leadership. 17.  Narcissism is challenging. 18.  Feeling alone as a leader.  19.  Taking care of ourselves physically and mentally as leaders.  20.  Doing the right thing at the right time. “Appeasing the basketball gods.”  21.  Having someone who’s not part of the leadership who can be a valuable sounding board or pressure release. 22.  Coach Ron Ekker’s call for coaching education over the years.

Milwaukee Bucks VP of Security, Adam Stockwell, discusses the importance of leadership in safety and security. Topics include: the seven pillars of Adam's work, the value of players, interactions with players, game-day routines, arena and event security, communication strategies, technology for communication on game days, balancing risk and customer experience, Adam's background in the Secret Service, partnering with law enforcement, and the value of breakfast meetings.

1.     What characteristics in a leader facilitate voices being heard? Listening. Having a vision, seeing things that other people don’t see. “Look at not what a team is, but what they can become.” 2.     Creating a safe environment where different perspectives will be respected and valued. 3.     What’s made Joe better? Having children. “Give them a foundation and then let them learn.” 4.     Observing and listening to other teams, including multiple levels to learn “What’s this generation like?” 5.     Coach Popovich. Creating environments where conversation naturally flowed. Critical thinking and healthy debate. “It’s ok to disagree.” 6.     Putting a leadership group together on the Great Britain National Team. “It was a microcosm of the entire team.” 7.     In leading a conversation, direct questions to specific players. It’s not a rhetorical question. 8.     Kevin Garnett as a skilled and nuanced player leader. 9.     Differences in player leadership depending upon the competitive context. David Robinson. Tim Duncan. Avery Johnson. Paul Pierce. Kevin Garnett. Joe Johnson. 10.  Getting better every day. On the personal side. “Did I do the right things by my family today?” 11.  Peaking at the right time.  12.  Analytics paired with history and feeling. 13.  The stock market as a metaphor for the long-term growth of a team. 14.  The impact of behind-the-scenes things going on for teams. 15.  Work ethic. Dirk Nowitzki. Working relentlessly on unorthodox things. “The fadeaway, one-legged shot that is now a statue did not just happen.” 16.  “Knowing you can apply X, Y, or Z is not as important as being able to know when to apply X, Y, or Z.” 17.  Having 27 years of experience vs. one year of experience 27 times. 18.  “Sometimes the best thing you can do as a leader is to step back and let them lead.” 19.  Learning from players.