Yesterday, we wrote about your competition. Who is your competition other than yourself? We also talked about your advantage over such competition.
A reader wrote back:
"I wonder whether the entire concept of competition is meaningless and redundant. The alternative is to think in terms of unique personal standards without comparisons to others, using results as the measuring stick."
That made me stop and think.
It probably is redundant. I don't know about meaningless, however—scoreboards often tell a good story.
Former New York Jets coach Herm Edwards was famous for saying in a press conference, "You play to win the game. Hello! You play to win the game! You don't play to just play it."
Yet, nobody else can create the scoreboard for you. You don't have to swallow a set definition of "success" hook, line, and sinker. If you do, more often than not, you'll end up trying to live someone else's dream.
Sports are also a zero-sum game. A winner and a loser.
This is not so in life or in business, so it may do us some good to tweak our thinking and concentrate more—or almost entirely—on standards.
The note from the reader also reminded me: I already believe in personal and team (or organizational) standards as the measuring stick for success. As for success, I've found that a good definition is "peace of mind in knowing that I made the effort to become the best."
Great coaches focus on the standard over the competition. In When Pride Still Mattered: A Life of Vince Lombardi, author David Maraniss noted, "The game itself was the superficial part of coaching for Lombardi. He had already done his work getting his team prepared."
Radio Hall of Famer Jim Rome says it this way, "The standard is the standard. Standard above feelings."
How good can I be? What are my standards? How do I come up with my own personal standard?
Bill Walsh, Hall of Fame coach of the San Francisco 49ers, held the entire organization to a Standard of Performance. It stemmed from the philosophy he developed over a career in coaching. The Standard applied from the ticket takers to the public address announcer to Joe Montana and Jerry Rice.
Walsh on philosophy:
"A philosophy is the aggregate of your attitudes toward fundamental matters and is derived from a process of consciously thinking about critical issues and developing rational reasons for holding one particular belief or position rather than another."
So, what are things that could make up a Standard? As an exercise for myself if I were ever to get back into coaching ball again, I outlined what our Standard of Performance will be. Right now there are 16 points of emphasis.
For example:
Sacrifice – Baseball requires year-round sacrifice for success. Inspirational talk will not suffice. We emphasize the concept of sacrifice repeatedly. Ballplayers and coaches must understand the point of sacrificing oneself for the benefit of the team and each other.
Personal Problems – A coach always finds out "too late" about some things: problems at home, difficulties with the girlfriend, partying, and so forth. We will cultivate relationships so players are comfortable coming to the staff when and if they need help or guidance. A coach must be trusted to keep the personal problems of players and staff members to himself, however, talking generically in front of the group—whether it is the entire organization or in staff meetings—can do a great job to head off the problems of others.
Respect for the Game – Team is the priority. Fans are also a priority. Parents, family, and friends are usually the #1 fans. Respect that. You wouldn't be playing or have a job if there was no one to watch the games. There is a responsibility to your own fans, to our organization's fans, and to fans of the game of baseball in general. "Those of us lucky enough to be part of the game have a tremendous responsibility—we're charged with giving back to the game all the good things the game has given us." –Sparky Anderson
Define Terms – No ambiguity. While every member of the organization has a role, each role will be clearly defined, particularly as it applies to responsibilities and expectations.
I've found it to be quite helpful to document the Standard. All-in, this document is at least 400 pages and growing. I feel like a slouch, though, at times, because I find what I've written and collected entirely incomplete for what will be the ultimate task at hand. Nevertheless, it is a great starting point.
If it sounds interesting, we do all this and more. Underlying all of it is our mission: to help develop championship people and championship organizations.
As always,
Brian
