Sublime

Red was always relying on us to get the job done because he trusted not only our talent but our intelligence. In delegating, he empowered us. He made us co-coaches, even though ultimate responsibility always rested with him.

His charisma came not from his personality but from what he saw, what he stood for, and his ability to express it in a field that influenced thousands of others.

Great Groups ship.

What I found with the Celtics was a set of other players who were brilliant and accomplished. I needed to know who the different players were, what their tendencies were, their habits, their preferences. I had to learn about their thinking, their temperaments. For me to play my best game, I had to discover theirs.

To make this even more specific: on our team, all of us—from the coach to the last guy on the bench—understood that the key shots at the end of the game were almost always going to be made by one player, Sam Jones. Every team needs a “go to” person, and Sam was ours. To win we knew we had to create the opportunity for him to take those shots . . .

He liked doing a vigorous backstroke each day in the mainstream.

Another possibility is the heavy-user position.

Golden Rule, a new type of manager had evolved: a communicator, not a commander; a coach, not a cop.

One of the Kelly formula’s central lessons is that betting too much in a system with extreme outcomes leads to ruin.