Sublime

He accomplished this in three ways: (1) he had a tremendous knowledge of all aspects of the game and a visionary approach to offense; (2) he brought in a great staff and coaches who knew how to coach, how to complement his own teaching of what we needed to know to rise to his standard of performance; and (3) he taught us to hate mistakes.

accepted the fact that I couldn’t control that 20 percent of each game. However, the rest of it—80 percent—could be under my control with comprehensive planning and preparation.

performance, top-line goals must be clearly understood throughout the organization.

he implemented what he called his “Standard of Performance.” That is: What should be done. When. How. At the most basic level and throughout the organization, Walsh had only one timetable, and it was all about instilling these standards. He focused on seemingly trivial details: Players could not sit down on the practice field. Coaches had to wear a

I have been flattered when people say I always helped my teammates play taller. What I tried to do was to make the adjustments to ensure they all could play their games better.

Então, quando nos reuníamos com Bill em nossas sessões semanais de coaching, o que discutíamos primeiro era gestão: operações e táticas. Bill raramente se preocupava com questões estratégicas e, se o fazia, era, em geral, para se assegurar de que houvesse um plano operacional forte para acompanhar a estratégia. Quais são as crises atuais? Com que r

The Super Bowl–winning coach Bill Walsh used to avoid this risk by scripting the beginning of his games. “If you want to sleep at night before the game,” he said in a lecture on game planning, “have your first 25 plays established in your own mind the night before that. You can walk into the stadium and you can start the game without that stress fa

Two-way coaching, to

Os cinco fatores principais poderiam ter sido retirados do manual de Bill Campbell. As equipes excelentes do Google tinham segurança psicológica (as pessoas sabiam que, se assumissem riscos, seu gestor as protegeria), metas claras, pois cada papel era significativo, e os membros eram confiáveis e convictos de que a missão da equipe faria a diferenç