Leading With The Heart Essays and Papers

This essay has a total of 3565 words and 18 pages.

Leading With The Heart

I . Preseason
Ch. 1: Getting Organized
Establish right away in the first meeting the only rule for the team: “Don’t do
anything that’s detrimental to yourself. Because if it’s detrimental to you, it’ll be
detrimental to our program...” (Krzyzewski, 2000, p.4). Don’t dwell on it, so it does not ruin the
Recrui t individuals who want to be part of a team and who are cacheable.
Use plural pronouns from the very first meeting on. Use the words “our”
instead of “my,” “we”

in stead of “I,” and “us” instead of “me.” Leadership
on a team is plural, not singular.

Make sure you are not the only one speaking in meetings, especially the first one, to demonstrate
the principal of “we’re all important” (Krzyzewski, 2000, p.7). Include players, assistants,
trainer s, and team managers.
Time Management
During the first meeting, hand out notebooks and pocket calendars with important dates
listed, such as practice times, special events, and game schedule.
“Te ach time management, not only as it relates to individuals, but as it pertains to a
group” (Krzyzewski, 2000, p.18).
Remind athletes to tell professors of their schedules, when they will be missing class,
and their plans on what to do for getting the materials they missed.
Encourage the athletes to get the total university life experience. That is why there are
no athletic dorms, so there is no separation between the athletes and student body.
Stress the honor in academics and all things.
The rule “don’t do anything detrimental to yourself” covers a wide variety of things.
Establishin g too many rules gets in the way of leadership. “Don’t be a team of ‘I
got’ chas” (Krzyzewski, 2000, p.10).
Leadership is “ongoing, adjustable, flexible and dynamic,” and so it allows the leader to
have discretion. No “hard and fast rule” gives the leader the flexibility in different
situation s and provides the “latitude to lead” (Krzyzewski, 2000, p.11).
Support System
“Set up a family support system for your team. It’s like getting a shot to keep away
jealousy” ; (Krzyzewski, 2000, p.12).
Distribute laminated cards to each individual with the phone numbers of staff and fellow
players. Remind them to call somebody when they’re in harms way.
A Handshake Deal
Make handshake deals with players during the recruiting process, and tell them of the
“fair but not equal” policy, which means be “fair” in everything that you do, but players
will not be “equal” with regard to on-the-court playing time.
A handshake deal means there are no hidden agendas, everything is straight up.
“Mutual commitment helps people overcome the fear of failure - especially when people
are part of a team sharing and achieving goals” (Krzyzewski, 2000, p.15).
This commitment to each other allows for open lines of communication. Talk with the
players regularly about their personal lives to show you care. “Ongoing communication
enfor ces the handshake” (Krzyzewski, 2000, p.16).
Each year brings with it a new team, a new set of personalities, and a new set of skills.
So each year you have to coach differently.
“ ;Each team has to run its own race” (Krzyzewski, 2000, p.17).

Ch 2: Building Your Team
̶ 0;When you first assemble a group, it’s not a team right off the bat. It’s only a collection
of individuals” (Krzyzewski, 2000, p.19).
Assembling skillful individuals as part of the team is a given in order to succeed
Employ really good, smart people who want to be part of an organization. Not “yes”
p eople, but people that will tell you the truth, no matter if it is good or bad.
All assistants should want to be a top leader in the future. That way they’ll want to learn
and grow.
Don’t force an individual into a job description. Rather, they should fit each individual
so that his/her strengths are best utilized. “Never let a person’s weaknesses get in the
way of his strength” (Krzyzewski, 2000, p.25).
At the end of each year go through an appraisal and reevaluation process. Rotate
responsibili ties if needed.
Trusting Relationships
̶ 0;The level of cooperation on any team increases tremendously as the level of trust rises”
(Krzyz ewski, 2000, p.26).
Bonds must be formed between all members of the team, from player to player, player to
coach, coach to coach, player to manager, etc.... “A framework of leadership has to be
created so that the wheel is sustained if something happens to the hub” (Krzyzewski,
2000, p.27). This is accomplished by developing trusting relationships among everyone.
Leaders have to give time for relationships.
A Winning Attitude
“A real winning attitude is about standards of excellence - which are variable from year
to year, from team to team. Being the best you can be - and doing the best you can - are
the constants” (Krzyzewski, 2000, p.28).
The leader has to asses the team, set the standard of excellence, and then work with the
team to achieve that standard.
Finding the Heart
Give people the freedom to show the heart they possess.
The leader of the has to search for the heart of the team because the person who is the
heart can bring out the best in the other members of the team, including the leader.
Each year ask the question: “Where will the heart be?”
Ch 3: Establishing Discipline
Respect for Authority
“Al l players must have the discipline to believe and trust in what a coach says to them at
a moment’s notice” - and vice versa (Krzyzewski, 2000, p.38).
Leaders must have a caring attitude, “instill respect for authority by being direct, by
communicating regularly, and by being honest.” Also, remember that a true respect for
authority takes time to grow and develop. (Krzyzewski, 2000, p.39).
Honest and Integrity
Instill in the team the discipline to tell the truth. Dealing with anything but the truth is a
waste of time.
People have to know that your word is good.
Personal Responsibility
Embr ace personal responsibility. Taking responsibility for your own actions and
mistakes sets a good example and shows respect for fellow team members.
Learn that failure is part of success.
Discipline Defined
“Disc ipline is doing what you are supposed to do in the best possible manner at the time
you are supposed to do it” (Krzyzewski, 2000, p.46).
Teach individuals the qualities of good sportsmanship, patience, and being enthusiastic
and energized every time out.
“A team has to learn the discipline of physical habit collectively - as a unit”
(Krzyze wski, 2000, p.47).
If every person has a great foundation and the passion and heart to love what they do,
they will always love their life.
Ch 4: Dynamic Leadership
Each year a team creates a brand-new culture. New people arrive and begin to mesh with other
members who have been there for one, two, or three years.
If that culture is developed properly, then in the heat of competition, when you have to really get
a message across, the team or an individual will respond well.
Define Your Own Success
If you always try to achieve success that is defined by someone else, then you’ll always
be frustrated. Define your own success.
“Wha tever a leader does now sets up what he does later. And there’s always a later”
(Krzyz ewski, 2000, p.55).
Planning and Preparation
Each leader has to look ahead at the entire season so that they can plan and prepare for
every phase. But those plans, or strategies, must be adjustable and members of the team
must be prepared accordingly.
Succes s is a matter of preparing to win.
Shared Goals
Goals should be shared among all members of the team.
Goals should be realistic and attainable.
“ Never set a goal that involves a number of wins - never.” Set goals that revolve around
playing together as a team so that the team can be good every time out. (Krzyzewski,
2000, p.60).
The leader must always follow the progress on a regular basis. Progress and good work
has to be rewarded and encouraged.
Each goal set has to be worthy of the team’s commitment.
If the leader is not fully committed to a course of action that allows use of the team’s full
commitment, then the leader needs to change his course of action.
Every Season Is a Journey
“Ever y season is a journey. Live it with exuberance and excitement. Live it right”
(Krzyz ewski, 2000, p.64).

II. Regular Season
Ch 5: Teamwork
The Fist
“There are five fundamental qualities that make every team great: communication, trust,
collective responsibility, caring, and pride. I like to think of each as a separate finger on
the fist. Any one individual is important. But all of them together are unbeatable”
( Krzyzewski, 2000, p.65).
“Any one fist can break any one finger. Therefore, your goal as a leader should be to
create a dominant team where all five fingers fit together into a powerful fist”
(Krzyze wski, 2000, p.70).
Communicatio n
The leader and members of the team have to be able to adjust on the run so not to miss
any great scoring opportunities.
Conf idence shared with other members of the team is better than confidence only in
Don&# 8217;t hire individuals solely for their technical merits, but rather look and see how well
they function as a team member in a team environment. “Communication is just as
important as technical ability” (Krzyzewski, 2000, p.74).
At the beginning of each year, look for the communicator on the team
Trust is the most important word in leadership.
Confron tation is good. In confrontation, you are just meeting the truth face-to-face.
Teach the principle “that your fifth shot is your first shot” (Krzyzewski, 2000, p.75).
Collective Responsibility
The team wins and loses together. Great teams embrace responsibility.
Car ing
The principle of caring is a dynamic motivational force on any team.
Have enough pride to believe that every loose ball on the floor has your name on it.
“Two are better than one if two act as one” (Krzyzewski, 2000, p.83).
Ch 6: Training and Development
You Hear, You Forget. You See, You Remember. You Do, You Understand.
Always remember the above phrase when teaching.
Be fully prepared for every practice. Create a lesson plan, but remain flexible. Use the
lesson plan only as a guide.
A leader has to walk through processes and strategies with team members. He can not
just tell people what to do and expect them to perform well.
Try not to use things like email, memos, or whistles in practice because these items tend
to put distance between the leader and members of the team.
Seeing Themselves Through Your Eyes
For members of the team to know truly how they are with the leader (not how they think
they are), they need to be able to see themselves through the leaders eyes.
Plan for Nuances
Prepare your team for any nuances that they may encounter in games..
Creativity and Innovation
Try not to erect any artificial walls “that might limit potential, stifle creativity, or
shackle innovation” (Krzyzewski, 2000, p.97).
Leaders should not be predictable, but should be reliable. “They should be consistent
without being anticipated” (Krzyzewski, 2000, p.98).
Ask lots of questions. A good idea can come from anywhere or anyone.
Continues for 9 more pages >>

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