Showing posts with label books. Show all posts
Showing posts with label books. Show all posts

Monday, March 9, 2009

Playing HORSE with Larry Bird

Marc Spears of the Boston Globe has an excerpt from Pat Williams' new book, "Chicken Soup for the Soul: Inside Basketball."

Ex-Magic ball boy Bobby Williams writes about the surprising experience of being asked to play H-O-R-S-E by Larry Bird at the Orlando Arena hours before a game.

"Larry said to me, 'Hey kid, can you shoot?' As my voice cracked, I bravely replied, 'Of course.' He said, 'Let's play H-O-R-S-E.' I was numb. It was one thing to rebound for Larry Bird. It's another to play H-O-R-S-E with him. Larry said, 'Are you good for five dollars?' 'Sure,' I said.

To no one's surprise, he made his shots and I missed mine. Larry said, 'Pay up.' I grinned and shrugged, 'I don't have any money.' Larry gave me a stern look and then just smiled."

Sunday, March 8, 2009

Two keys to success when inbounding: Detail and execution

While at the WCC tourney this weekend in Las Vegas, I was struck by how many college teams don't look to score on the baseline out-of-bounds. On several occasions, teams seem to be content just getting the ball inbounds.

In contrast, NBA teams look to score on all baseline out of bounds plays.

Brendan Malone (pictured here), a long-time NBA assistant and former head coach for TOR, wrote a good book chapter not too long ago about out-of-bounds plays. Here's a short excerpt from Coach Malone's chapter.

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Well-executed out-of-bounds plays, as well as other special-situation plays, can be critical because late in a game they often make the difference between a win and a loss. All NBA teams run several of these plays, practicing them until they are automatic.

There are keys to success at every level of basketball, but two stand out in our league. One such key is detail, which applies to individual fundamentals as well as to team offense and defense. Maybe more than any other team sport, basketball is a game of details.

A player might miss a shot by a fraction of an inch, costing his team the game. A screen set a slightly improper angle won't be effective in freeing up your shooter for his shot. A pass that is a trace too slow or barely off target will likely result in a steal. When it comes to running out-of-bounds plays, detail is as important as ever. When a team is working on the fundamentals necessary to run a baseline or sideline out-of-bounds play, the coach must attend to every detail.

Another key is execution. To perfectly execute a play, and to know the play will be executed perfectly every time, teams must practice the play over and over until it become automatic. Never assume that players will run a play in a game properly after they've practiced it only a few times. Execution doesn't come naturally to all players.

You must run the play initially at moderate speed without the defense, then with the defense playing at 50 percent, and finally with the defense playing as they would in a game. Players must have complete knowledge of the entire play. They must master the play's first option as well as the other options. They also must master the timing of the different actions of each option.

As coach, you need to make sure every player understands not only how to run the out of bounds play, but why to run it. You want the skills of the play to be automatic, but you don't want your players to play like robots. You want smart players conscious of the reasons behind each play.

But before inserting and teaching specific plays, it's useful to specify to players what you consider the keys to making your team optimally successful in such situations:

1. Get the ball inbounds. This is a top priority. This is the first aim of the play.

2. Make your best passer your inbounder. If your best passer is out of the game, designate a player who handles the ball a lot, usually a 2- or 3-man.

3. Your best scorer should be the first option to receive the pass. Don't use your best scorer as the inbounder. Your team's best shooters must get into position to receive the inbounds pass in the right spot when the passer is ready to inbound the ball.

4. Use fakes. The inbounder will be aggressively pressured and in many cases should use pass fakes and other deception to get the ball inbounds.

5. Make good screens. You'll usually use your big men to set screens and get their teammates open. But you can also use your 2- or 3-man to screen your big man or two force a defensive switch.

6. Screen the screener. This action is common in the NBA but is especially effective in inbounds situations. "Screening the screener" simply means that the player who first makes the screen then receives a screen himself. In most cases, the screener's defender won't have time to react to the second screen.

Saturday, February 21, 2009

The beauty of blame-busting

In his 2001 book "Beyond Success," author Brian Biro, a former swimming coach who for the last 20 years has consulted with CEOs and other leaders, has a good section devoted to "blame busting."

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Many believe that "friendship" is simply doing nice things for others. True friendship, though, is much, much more. Often, it requires courage: asking the tough question and risking a defensive or angry reaction.

Sometimes, it means you continue to look for the qualities you respect in others despite their occasional failure to live up to their own standards.

The first step in being a true friend is "blame busting." One of the most destructive and disabling symptoms of disease within an organization or human spirit is the prevalence of blame. Like a parasite, blame latches on from the inside and begins to eat away at the spirit.

When we blame others, we give up our greatest strength -- our own sense of responsibility. True leaders seek constantly to give credit to others and to take responsibility for giving their absolute best. They are eager to step forward and be accountable for the setbacks and difficult times because they know this will stimulate their own solution orientation while easing debilitating pressure from their team. Within this mind-set, blame simply has no place.

Blame is particularly crippling because it directs our focus to the past. Its aim is to protect egos, not to build the team. Even if blame is justified, it serves no constructive purpose. When we are filled with a sincere attitude of friendship, our positive belief in others leads us continuously forward to solutions, not backward to blame. We see the potential to solve even the most difficult challenges because we focus on the possibility in our teammates instead of on the limitations.

John Wooden was known as a very disciplined coach. He set high standards of conduct for his players, both on and off the court. Yet, as the years went by, he had very few rules. If a player broke one of these regulations, he was disciplined and corrected, then welcomed back one hundred percent.

Coach Wooden held no grudges. A fresh start was not conditional; there were no probationary periods required to earn back full status. Coach Wooden's discipline was based on respect and friendship. He looked at his players the same way he looked at friends and family, holding high expectations for them and treating them accordingly, with dignity and respect.

He never lost sight of his own fallibility and consequently was able to see mistakes as temporary errors in judgment, not permanent flaws in character. Operating from this foundation in friendship, it is easy and natural to fully forgive.

Coach Wooden's players and staff reponded to his humility and trust with extraordinary unselfishness and dedication of their own. Today, many years since his retirement, a remarkable number of them keep in close touch with him. It is one of the very special rewards of being a leader who refused to blame others and who constantly demonstrated sincere friendship and respect for people.

He was indeed a world-class "blame buster."

Friday, February 20, 2009

26 Winning Basketball Principles

Hall of Fame coach Alvin "Doggie" Julian led Holy Cross to the 1947 NCAA Championship.

During his 41-year coaching career, he also coached the Celtics and at Dartmouth, where he won three Ivy League titles.

The following is from Jerry Krause and Ralph Pim's book, "Basketball: Beyond the X's and O's."

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26 Winning Basketball Principles
by Alvin Julian

Success in basketball is dependent upon 26 principles. These winning principles are fundamentally sound, simple to teach, easy to remember, and apply to any style of play or age group.

1. Protect the ball. Bad passes and low-percentage shots are the trademarks of a poor team.

2. Be careful on a lay-up. More games are won on lay-up shots than on any other, and more games are lost because of poor lay-up shots than by any other shot.

3. Basketball is a game in motion. Motion on the court is vital. Too many players stand still and beg for the ball. Players should always pass and move. This action will take their defenders away from the ball and open up the court for a teammate.

4. Always fake direction. Faking is important because it tricks opponents into making mistakes.

5. Move to meet the pass. Moving and meeting the pass is the stamp of a good ballplayer. Players who move and meet passes make it easy for teammates to get them the ball.

6. When in trouble, make a V-cut (i.e., "clear out"). A player in the wrong position on the floor should make a V-cut. This will open up the floor.

7. Don't think for the opponents -- be yourself. Play your game and do not spend time trying to figure out what your opponents are thinking.

8. One player cuts at a time. Always remember -- only one cutter at a time. Two players cutting at the same time allows the defense to be in a position to either double-team the ball or stop the play.

9. Grab it -- don't tap it. Effective rebounders grab and secure the ball rather than tapping it.

10. Never force a shot. Never shoot a shot if closely defended. Before attempting a shot, make sure that you have teammates in rebounding positions.

11. Dribbling is an emergency measure. Nine out of 10 players dribble or bounce the ball before they do anything else. This is a bad habit because it limits a player's opportunities.

12. Talk to your teammates. Talking on offense and defense builds team play. Talking encourages teammates. Talking on defense is vital when picking up loose opponents.

13. Never turn your head on defense. Players should never turn their heads to watch the ball when playing man-to-man defense. When players change from offense to defense, they should backpedal so that they can locate their personal opponent or help in case of a fast break.

14. Don't cross your feet on defense. Successful defensive players move their feet in short steps when playing defense.

15. Hands up on defense. Tight-rope walkers use their hands for defense, and the good defensive player does likewise. Movement of the hands and feet discourages passing and shooting and shows that the defensive player is on the ball.

16. Watch your opponent's belly-button. We like our defensive players to keep their eyes glued to a part of the offensive ball-player that can't fool them -- the belly-button.

17. Pick up the first man. When you are back or coming down the floor ahead of the rest of your teammates, pick up the first offensive player down the court, whether it's your assigned player or not.

18. Don't leave your feet on defense. Good defensive players keep their head up and their feet on the ground.

19. Get position for rebounds. Instinct and sensing the direction of the shot and the angle of the rebound enables players to move into the correct rebounding position.

20. If you can't rebound, you can't win. Good rebounding limits the opponents' shots and this is the key to winning basketball games.

21. The first fast-break pass must be perfect. The fast break must get started with a quick outlet pass. If the first pass is a good one, the fast break is underway. After it's started, it's hard to stop.

22. You must make 70 percent of your free throws. There is no excuse for being a poor free-throw shooter. Practice, confidence, and the proper technique are the keys.

23. Keep the defense busy. If all five offensive players keep moving, their opponents cannot afford to sag or float. Moving with or without the ball forces the defense into making mistakes.

24. Don't cross the backboard to shoot. A player should learn to shoot from both sides of the basket and with both hands.

25. Never underrate an opponent. Be ready to play every game. Overconfidence can affect a team's play. It is wise to remember that it is only the underdog who can do the upsetting.

26. Practice does not always make perfect -- if you practice the wrong thing. Players often work long and hard and make little progress because they are practicing incorrectly.

Wednesday, February 18, 2009

Not much happens without a dream

The following is an excerpt from Robert Greenleaf's book "Servant Leadership," a concept that "encourages leaders to serve others while staying focused on achieving results in line with the organization's values and integrity."

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The very essence of leadership, going out ahead to show the way, derives from more than usual openness to inspiration. But the leader needs more than inspiration.

A leader ventures to say, "I will go; come with me!" A leader initiates, provides the ideas and structure, and takes the risk of failure along with the chance 0f success.

A leaders says, "I will go; follow me!" while knowing that the path is uncertain, even dangerous. One then trust those who go with one's leadership.

A mark of leaders, an attribute that puts them in a position to show the way for others, is that they are better than most at pointing the direction. As long as one is leading, one always has a goal. It may be a goal arrived at by a group consensus, or the leader, acting on inspiration, may simply have said, "Let's go this way." But the leader always knows what it is and can articulate it for any who are unsure.

By clearly stating and restating the goal the leader gives certainty to others who may have difficulty in achieving it for themselves.

The word "goal" is used here in the special sense of the overarching purpose, the big dream, the visionary concept, the ultimate consummation that one approaches but never really achieves. It is something presently out of reach; it is something to strive for, to move toward, to become.

It is so stated that it excites the imagination and challenges people to work for something they do not yet know how to do, something they can be proud of as they move toward it.

Any achievement starts with a goal -- but not just any goal and not just anybody stating it. The one who states the goal must elicit trust, especially if it is a high risk or visionary goal, because those who follow are asked to accept the risk along with the leader.

Leaders do not elicit trust unless one has confidence in their values and competence (including judgment) and unless they have a sustaining spirit that will support the tenacious pursuit of a goal.

Not much happens without a dream. And for something great to happen, there must be a great dream. Behind every great achievement is a dreamer of great dreams. Much more than a dreamer is required to bring it to reality, but the dream must be there first.

Tuesday, February 17, 2009

You should never lose by default

From coach John Chaney's book "Winning is an Attitude" comes this excerpt:

"You should never lose by default. Too many people in this world lose by default. You know what that means? It means they don't show up. Not physically, but mentally. I'm saying you have to put yourself in the game of life. There are thousands who are losing the game of life. There's no score sheet that tells you if you're winning or losing. The only person who knows is you."

Sunday, February 15, 2009

Notes from Dick DeVenzio's book "Stuff Good Players Should Know"

Over the past year or so, I've received notes from coaches who've read Dick DeVenzio's book "Stuff Good Players Should Know."

Over the last month, I read it myself. Incredibly well-written, it's a must-read for young players.

For those who don't know Coach DeVenzio, he was a 5-foot-10 point guard who played for Duke from 1969-1971. The son of a coach, Dick played professionally in Europe and ran basketball clinics and camps around the U.S. Sadly, he died of colon cancer in 2001 at the age of 52.

Dick's brother, Dave, continues to operate the National Point Guard Camp, one of the top specialty camps in the country, according to ESPN The Magazine.

Following are some highlights from Coach DeVenzio's classic book.

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-- Five guys working together doing the "wrong" thing have a better chance of winning than five guys all doing their own thing because each thinks he knows best.

-- No team ever lost by playing the wrong defense. They lost by playing that defense poorly.

-- Thousands of players go passively for offensive rebounds, and coaches often let players get away with that passive effort. Perhaps the reason is that defensive rebounds are expected, or easier to get. But in most cases, the reason more offensive rebounds are not grabbed is simply that players don't try hard enough to get them.

-- Placing blame and make alibis is really not much more than a simple bad habit. It is not something you really want to do. It is merely something you do. But good players lose this habit, and good players learn not to look for alibis. They learn to accept responsibility. They learn to look inward. They learn to ask themselves, "What could I have done better?"

-- Bad shots, probably more than anything else, lose basketball games, yet bad shots are ridiculously common. Go to any playground and you will see more bad shots taken than good shots. Players seem to love taking bad shots. Winning teams are most often the teams who pass up shots and wait for better ones. What is the difference between a 45% shot and a 60% shot? Not much. A bit more time. A step closer in. A bit more confidence and certainty about the one. Yet again, the 60% shot wins and the 45% shot loses.

-- All coaches seem to want players to get in a lower crouch than players want to get in. All players seem to want to stand straight up. So how low should you be? A good rule to follow is: Make sure your head is always lower than the head of the guy you are guarding.

-- Good defensive position means, unless your coach gives you some other rule, not so close that the player with the ball can step by you with one step, yet close enough that you can slap the ball if the man holds it in front of him. In other words, you are close enough to be able to bother him and to make him worry that you may touch his next pass or block his next shot or steal his next dribble. From eight feet away, regardless of what you do, you will not be the ball handler's primary concern. Good defense is a matter of learning to get in a player's bubble, in his private territory, and of being able to stay there.

-- Don't be beside your man all the time. Don't be there when the ball is on the other side of the court. In this instance, you need to be in a position ready to help a teammate. Remember: the closer the ball is to your man, the closer you must be to your man. Be where you can worry him and bother him and make him aware that "Oh no, here you are again." Your objective is not to steal the ball and block shots; it is to stay in that bubble all night long and irritate and distract and bother.

-- Good players beg for the ball, not so much with their tongues (though they do sometimes shout) as much as with their body movements and facial expressions. Good players want the ball, and that want is obvious to whoever has it. The average fan would likely say that all players want the ball, and they do, but not like good players want it. Good players want it in a way that they are always close by, always popping out, always looking at the guys with the ball with a sort of desperation.

-- If you want to play good defense at the end (of a game), you have to make it very difficult -- ideally impossible -- for your man to receive the ball. If you realize that your objective is to stop passes and, if anything, give up the risky lob or backdoor bounce pass, then you will get your share of comebacks. Good players know their job is to prevent perimeter passes in spite of screens and other diversions. When your team is behind near the end, it takes guts. Stick to your man and don't let him touch the ball.

-- If there is ever a time to take the ball aggressively to the basket, it is near the end when you are behind. Resist the urge to flip up long jumpers at the end when you are behind. Take the ball to the basket aggressively. You'll get easier shots than you could ever expect to get in the first half.

-- Criticism is going to be a large part of any basketball experience if the goals are excellence and winning.

-- In basketball, where no one is allowed to touch you, there is no reason that double-teams have to bother you. It is merely a matter of how you think. If, at the moment you see a double-team form, you think, "Oh no, a double-team," you are likely to panic and throw a lob pass somewhere that someone can intercept. Your thinking should be, "Oh, here's a 4-on-3 opportunity." All you have to do is be strong with the ball, be patient, stay low, pivot, and look.

-- You should learn to score from everywhere with one dribble. That means, when you get the ball in shooting position (at a distance you can shoot from) you should expect to be able to get to the basket in one dribble. It is a matter of wanting to get there in one dribble, practicing, and developing the habit.

-- Most basketball players, even the ones who usually don't dribble very much, dribble too much. For many point guards, the problem is one extra dribble, the failure to pass at the right time because of the desire to show off that dribbling ability one more time. For big men inside, often even one dribble is too many. A move should be able to be made effectively without any dribbles at all, so the defensive guards have no chance of stripping the ball on its way up from the floor. Analyze your game. Chances are you often take unnecessary dribbles. Unnecessary dribbles may not seem as though they hurt you, but they always end up hurting a team. Unnecessary dribbles give opponents extra chances to steal the ball or get into defensive position.

-- Against a zone, you want to receive the ball each time in a position where two defenders feel they need to take you.

-- Faking, almost all fakes, work great in games, and there is a very good reason why. Most players, even a lot of good ones, don't fake, or at least not very often. As a result, very few defenders have had the opportunity to react to fakes, so when they meet one in a game they fall for it and get faked out. The most important rule on faking is, "Use fakes."

-- A 2-on-1 is an advantage situation. When you have more players than they do, you don't need a great pass or fancy play. You simply need to give the ball to the player who is unguarded. The same is true of a 3-on-2 or a 4-on-3 break. These situations don't require great plays. The best way to win is by learning to do simple things simply.

-- Most players, even lazy ones, give the impression they are ready to play good defense during the first five seconds of any defensive play. As a result, any shot taken after only one pass is likely to be well defended and followed by five men blocking out for the rebound. Two to five seconds on defense, no cuts to guard, no man to chase, no screens to get over or through, no fakes to worry about. One pass and the shot goes up. It should be obvious, when you think about this, that the first-pass shot should be refused -- even if it is a good shot.

-- Never leave your feet on defense -- not even to block a pass, not even to block a shot. For every pass you block by jumping, two will get by you and you will be slow getting to good defensive help-position. You have to wait until you come down to move. For every shot you block, twice you will foul unnecessarily and another time or two the shooter will miss but be able to run by you for the rebound, since you cannot block out in the air. Jumping is not a valuable skill on defense (unless you are a gifted, intimidating center). Don't jump. Never leave your feet. Keep your feet on the floor at all times on defense.

-- Never foul a difficult shot. Game after game players go driving into the basket and get themselves underneath or stretched out, and their only opportunity to shot is some off-balance whirling, loop-dee-loop throw and then some eager but stupid defender swings at the ball and fouls. Don't try to prevent a shot that you are happy for them to take. Let them. Whirling, loop-dee-loop throws don't go in that often. But they are constantly fouled.

-- If you want to help alter the passers' priorities, try these reactions:

1. Compliment a pass all the time.
2. Throw the ball back often to the guy who throws it to you.
3. Move to get open constantly.
4. Yell, but don't nag, to let them know when you get open.
5. Go aggressively to meet the ball when it is thrown to you.

-- Scientific experimentation has show conclusively the value of setting goals. When you walk onto a court to practice alone, you shouldn't just "shoot around." You should count your shots and have definite objectives.

-- Many players are mediocre because they try to make great plays. They want to score a fancy layup, and they miss it. Or they try to throw a lightning quick pass to a cutter six inches ahead of his man, and it goes out of bounds. Mediocre is sometimes just another name for erratic or inconsistent or "always striving to make great plays." It may surprise you to learn that good players don't strive for great plays. Great plays come to them occasionally, but only in the process of concentrating on their job, trying to do all the little things right. Good players are not gamblers, they are performers.

-- If you decide to go one-on-one, do it immediately after you get the ball, or don't do it at all. The longer you hold the ball and look around or jockey for position, the more time the defense has to get in good help-position to stop you and clog the lane. A good rule to follow is this: When in doubt, pass. Or, if you've held the ball, pass. Seldom does a team lose for having passed up open shots. You lose by missing shots, by shooting too fast, by taking bad shots, and by shooting tentatively.

-- You don't get open with head and shoulder fakes and quick pumping feet. You get open by running hard in one direction and hard in the other direction. Whatever you do, make a decision and go hard.

-- Any time you get the ball, and often before you get it, look to your basket. It is astonishing that players need to be told such a thing, yet players fail to do this constantly.

-- After you lose you should think. Thinking is always valuable. Did you give your best physical effort? Were you fully tuned into the game mentally? What things could you have done better? What would you do differently if you had it to do over? There are a lot of questions to ask yourself, and those should come in place of the more common comments like "The referees were terrible," "The coach was stupid," or "If only Jones hadn't tried that stupid shot."

-- Have you ever noticed that good boxers don't miss very often with wild swings? Inexperienced boxers are constantly missing with big swings that look like they could knock out an elephant if they connected. It doesn't pay in boxing to swing wildly or lunge forward and get off balance. A boxer is too vulnerable when he is badly off balance. And so are basketball players. Good ones don't lunge and get out of position very often. It is the mediocre player who tries to show the coach he is hustling by making flamboyant attempts to steal or block shots when obviously it is too late. The problem is, basketball players don't learn this as quickly as boxers. When a basketball player lunges out of position, it only results in a five-on-four situation, and the eventual shot may seem to be someone else's fault. Too bad basketball players can't get a solid rap on the chin when this happens. If they could, they would learn faster.

-- A mistake is a common event in the game of basketball. It happens all the time. Good shooters miss shots, good passers toss the ball off legs and throw it out of bounds, and good defenders get beaten backdoor or beaten to the ball. Since it happens to everyone in every game, it hardly seems like cause for foot-stomping or finger-snapping or head-holding. When you make a mistake on offense, you should do exactly what you would do if you had scored on offense -- make the swift, abrupt transition to defense, and play the best defense under the circumstances.

-- It makes sense to respond to momentum. If your team is "hot," go with it, keep the pressure on, keep shooting, and let the game flow. But don't let the game roll along when the other team is getting the best of the flow. A good rule of thumb: When the other team scores two consecutive baskets, slow down the game, throw more passes, and keep them on defense longer until the momentum breaks.

-- Whether you are a point guard dribbling and looking for an open man, or a forward wanting to drive in for a layup, the important thing that you must do is move the defender who is guarding you. Your purpose, very definitive, is to move him. Make him go places. Make him do things. Make him move to guard you. A real offensive threat moves his man. He makes that man do things. His man is constantly being forced to go here and there and then recover and come back.

-- Before a big game or any game, you're likely to feel nervous. You will probably control your nervousness better, and be sure that it helps rather than hurts your performance, by enjoying your nervousness instead of trying to hide from it. Let yourself feel your nervousness fully and be grateful that you have it. Do you know how many people live their lives day after day without ever having the opportunity to feel nervous? They have hardly experienced any emotional highs the way you feel before every game.

Sports contests have that unique ability to raise people, fans as well as players, to emotional highs that they rarely get outside the arena. Be nervous, enjoy the fact that you have a game to play, a contest to win, a challenge to confront that is right out in the open, in front of people who care whether you succeed or fail.

Nervousness is part of the life of an athlete. Every athlete trains for the big game, the big confrontation, that special time when the fans will be gripping their programs and biting their nails and sitting on the edge of their seats. The athlete chooses this condition, and strives for it. Regardless of whether you succeed or fail, you have to enjoy the opportunity and all that goes with it.

-- Good players recognize not only the situation they are facing, but also the situation which will arise as a result of the entry into the play of the next man. You should always assume the arrival of a next man, and know whether it is going to be your teammate or opponent.

-- When your coach tell you how he wants you to do something, if you understand what he is telling you, nod to him. Nodding to the coach tells him you understand his instruction, and more importantly, it gives the coach a good feeling about telling you.

-- So many players stand around bouncing the ball on the floor, going nowhere. But few are probably aware of how devastating are the results of go-nowhere dribbles. The more go-nowhere dribbles that are taken, the fewer passes that are thrown. Especially, there are fewer split-second, perfectly-timed passes because the ball is usually coming off the floor at the moment a cutter is free. The result is that few cuts are attempted and therefore fewer people get open.

Many coaches talk of the importance of moving without the ball, yet few players learn to move without the ball if they play with [go-nowhere dribblers]. It is discouraging to cut free while your teammate is dribbling, going nowhere, and not ready to pass. Few players are likely to sustain their effort when they aren't rewarded with quick passes and teammates looking for their movements.

One of the best ways to be sure that you are not one of those players... is to promise yourself not to dribble at all unless you are going forward.

-- Good players often think about the possibility of losing. In fact, many of them think more about the possibility of losing than they think about the joy of winning, and there is a very good reason for this. Good players are usually accustomed to winning, so for them winning carries with it no great joy. A certain measure of satisfaction, yes. But not jumping-up-and-down joy. What motivates a good player is not so much any thrill involved with winning, but instead the wrenching disappointment -- the agony -- of losing.

-- Certainly against a press or pressure, and anytime you are not wide open, you should receive a pass by running through the ball. Don't wait for the ball to come to you. Go and get the ball. Many passes are intercepted because the receivers wait for the ball. Get in the habit of going to the ball with your body, not just leaning or reaching toward the ball with your arms.

-- Lose the idea of stealing a ball from a man. You can only get a ball from a man if he makes a mistake. Trying to take the ball from a man is likely only to get you a foul or throw you off balance. Your thinking is to force a mistake, not get a steal. When you think of stealing a ball, you should think of stealing it from the air. In other words, think of stealing a pass, not a dribble or a ball being held.

-- Good players get their hands on the ball on defense. They deflect some passes going inside, they hit a dribble in the lane, and they touch one or two of their man's passes.

-- A used-up dribble changes all the rules of defense. Suddenly, no one needs help, the ball cannot penetrate to the basket, and a pass must be thrown in five seconds. That means it is time to climb all over your man. Overplay him so he cannot get to the ball. If you're guarding the man with the ball, get in his face... and try to deflect the pass. Don't double-team a man who has already used his dribble. Stay on your own man and prevent the pass. Don't be content to let your man use his dribble and then just stand there, off him, as though you still respect his speed and dribbling ability. When a man has used his dribble, get on him -- all over him.

-- When you see a player use nine terrific moves to get the ball upcourt, don't be impressed by his dribbling. He doesn't know how to play. You can't afford to use nine or even three or four moves to get the ball up the court. You are making yourself more vulnerable to a mistake the more times you reverse or go behind your back or through your legs, and most likely do not have a sufficient awareness of the court during all that activity.

Watch any good player with the ball and usually all you will ever see is one move, one burst of speed, or one change of direction. One. Not nine. Many players throw a great fake and then, instead of taking advantage of it and beating their man, they throw another fake, obviously because they are not aware of the effects of their moves.

Switch-dribbling and reversing and reversing back and going through the legs and behind the back -- all that -- just to get the ball into the front court is a waste of ability and a lack of savvy.

-- A few concepts are all you need to be excellent without the ball. First, you need to drift constantly -- not run hard and sprint everywhere, but keep moving all the time. Second, you need to make short bursts of speed to the ball or the basket from time to time. That is simple enough and describes your movement -- drift and burst, drift and burst, hardly ever coming to a flat-footed spot. Where and how to move are dictated by one simple concept: Stay behind the head of the guy guarding you, and be prepared to burst out for the ball anytime you see the opportunity.

Friday, February 13, 2009

Protect the troops and they will protect you

Roy Spence is the chairman and CEO of GSD&M, one of the top ad agencies in the country. He recently published a book titled, "It's Not What You Sell, It's What You Stand For."

While much of the book focuses on ways marketers can build their brands, Chapter 8 is dedicated to "Purpose-Based Leadership Principles."

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Purpose-based leaders have a tendency to live by certain principles.

1. Protect The Troops: Protect the troops and they will win the war. If your people feel like you've got their back, they'll go the distance for you in return. Protect the troops. They will protect you.

2. Be Curious. Norman Brinker is the father of the modern casual sit-down restaurant. He brought Chili's, Romano's Macaroni Grill, and a variety of other concepts to middle-class America searching for a place to eat with their families.

He taught me what curiousity looks like in action. He would personally check out every competitor on every corner of the earth. He taught us to look beyond the obvious, to learn and question everything about the competition.

The Art of War teaches us to reward the "scouts" -- those individuals who are sent out on the front lines to evaluate the terrain, assess the threats and opportunities, and help the generals create a plan based on the situation on the ground. The scouts are the ones who will help you and your team win. The scouts are the curious ones seeking to find out the truth. As a leader, it's your job to encourage, recognize, and reward acts of curiousity throughout your organization.

One last thought on curiousity: Process can be the killer of curiousity. There is a time and a place for process. But when process becomes too prescriptive, bureaucratic, or inflexible, it actually undermines curiousity. It essentially says to your people, don't think about new ways to do something. The great leaders we've worked with know when to apply process and when to let go of the reins and give people the freedom to be curious, question the status quo, and take the organization to new and greater heights.

3. Focus on the Journey. [Wal-Mart founder] Sam Walton used to say that destinations are a blink on the timeline of life. No doubt that setting destination goals motivates an organization to go faster, harder, and higher. But, as important, once that goal was achieved, Mr. Sam always set another impossible goal and challenged the organization to achieve that new goal as quickly as it could.

4. Practice the Golden Rule ("Treat Others as You Want to be Treated"). Great leaders tend to be practitioners of the Golden Rule. Their application of the Golden Rule goes far beyond just being nice to one another. The Golden Rule can be an amazing catalyst for change -- righting injustices and moving the entire organization forward.

The more the Golden Rule is applied at the personal level, the happier life you're bound to have. If you trample over too many people on your way up, you're going to find yourself awfully lonely, alienated, and rightfully paranoid when you arrive. It's a lot more fun to get there with alliances that will hold you steady and friends that will make it all worthwhile.

So when you think about the Golden Rule, please don't dismiss it as a trivial ditty you heard in Sunday school that means saying please and thank you. All the world religions wouldn't have agreed on it and held it up as a central tenet of a life well lived if it wasn't a powerful idea that could be used for something as lofty as the transformation of the individual.

5. Obsess Over the Details. Does your organization obsess over the details? Why not? Do you think it doesn't matter as long as you take care of the big stuff? Obsession over the details is what separates the great companies from the not-so-great.

6. Fess Up When You Mess Up. Purpose requires accountability. When mistakes happen or bad decisions are made and the troops are placed in jeopardy, people will stay the course if their leaders fess up to the situation and outline a course to correct the errors. In the absence of a mea culpa, a feeling of betrayal and cynicism can quickly erase any feeling of loyalty the troops may have had before the episode. And once loyalty is lost, it is very difficult to get it back.

The leaders who we have seem make mistakes usually make errors of the mind, not the heart. And there's a big difference. We have all made mistakes when we had the best of intentions. In those instances, it's time to assess what went wrong, learn from it, share the lesson with your people, and move forward.

7. Dump the Garbage. Leaders of purpose have garbage to dump: grudges, guilt, greed, mistakes, losses, remorse. Holding on to those feelings will only create more of it. Whatever is on your mind will show up in your organization and in your life. Dump the garbage. Do it early and often.

8. Help People Believe in Themselves. My last observation of great leaders is how they enable other people to live up to their potential and fulfill their own dreams -- without seeking acknowledgment in return.

Thursday, February 5, 2009

Coaches don't win games during games, they win before games

About five years ago, author and sportswriter John Feinstein wrote a book titled "Let Me Tell You a Story" that captured his many conversations with former Celtics coach and president/GM Red Auerbach, who won nine NBA championships and 938 games as a coach, and another seven titles as GM.

Coach Auerbach died in 2006 at the age of 89.

Here are a few highlights from the book:

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You can't control every single play. Coaches today figure you can't control a fast-break the way you can control a half-court offense. These guys don't want a running game because they lose control if they have one. They want to walk the ball up the court so they can stand up and control every possession, every pass. They feel more secure that way. That's why we're getting all these games now with teams scoring in the sixties and seventies.

As a coach, you have to go out and get the best players you possibly can, coach them as well as you possibly can, and then, ultimately, like it or not, trust them to know how to play. You can't micromanage the game.

One thing [Phil] Jackson does well is he trusts his players, which is one of the reasons they play for him. He's not up on every playing pointing to where the next pass should go. And then, when the Lakers lose, people get on him because he wasn't up screaming or calling a time-out the minute the other team scored two straight baskets.

A lot of coaches get up and scream or call time-outs so they look like they know what they're doing. Does it work? Maybe for some guys, but the thing that always works best is winning.

The biggest mistake coaches make is overcoaching. When you see a guy up, especially in the pros, trying to control every play, that's overcoaching. If you guys don't know where to throw the ball or who they're guarding or where they're supposed to be on defense once the game starts, you're in trouble. Like I said, though, it's about control and about looking like you're in control.

That's not to say you don't pay attention to detail. I used to always go out with my team for warm-ups because you never knew what you were going to pick up by watching the other team. Maybe someone is limping just a little. Maybe someone looks listless, like they're sick. Maybe you see that something looks wrong with one of your guys. You never know.

I always said you didn't win games as a coach during games, you won games as a coach before games. Choosing your team. Preparation. Practice. Knowing the other team's strengths and weaknesses going in. Once the game starts, if you haven't got all of that under control, you aren't going to win the game by being an X and Os genius. Players win during games, not coaches.

When I coached, during the season, my practices always got shorter and shorter. Why? First of all, you have to rest guys as the season goes on so they can be fresh for the play-offs. Second, they shouldn't need as much practice late as they do early. You can only go over things so many times before they stop listening.

Now if the guys didn't come in prepared to go hard, I might keep them longer. But they knew that. They understood as long as they came in ready to give me their best effort, we were going to get them out of there in an hour and a half tops, maybe less than that late in the season. I go to college practices and I see a guy in January or February keeping his team out there three hours. That's crazy.

I watch a lot of college practices. First of all, they're too long. Kids can only concentrate for so long, especially if they're being asked to go to class and study too -- which a few schools actually insist on. And even though they keep 'em out there forever, they never seem to teach them fundamentals.

I always believed that you teach guys to do what they can do. These days, everyone has all these assistant coaches. Honestly, I don't know what they all do. I look at some NBA benches now and there are ten guys over there. Ten guys! That's almost one for every player. So why are they all so weak on fundamentals? The college coaches blame it on the high school coaches, the pro coaches blame it on the college coaches.

I know you can still teach guys. Larry Brown does it. Lenny Wilkens does it. You just can't accept a guy saying he doesn't need fundamentals. Everyone needs them. Guys don't learn to box out because it isn't sexy. A good box out doesn't get you on SportsCenter, does it? But it wins games. A good pass -- a simple one -- doesn't make the highlights either. Only the spectacular one.

Coaches today drive me just a little bit crazy. When I hear one of them say after a game that he's going to have to look at the film to figure out what happened, I bust out laughing. I mean, who do they think they're kidding? You lose a game, you know exactly why you lost the game. You know who screwed up, and if you don't, you shouldn't be coaching in the first place.

When I coached, we didn't have film or tape or anything like that. You think I didn't know who could play and who couldn't play? These guys today want you to believe that what they're doing is some kind of science.

Coaching is simple: You need good players who are good people. You have that, you win. You don't have that, you can be the greatest coach who ever lived and you aren't going to win.

Tuesday, February 3, 2009

There is nothing you can do at any level without being able to pass the ball

Going back through the book "Winning is an Attitude" with former Temple coach John Chaney (who guided the Owls to 17 NCAA tournament appearances) and came across several good sections, including this one:

"Passing the basketball is the most important item of all. Being able to pass -- whether it's hockey, soccer, football -- is the most important skill of all. It's important because there is nothing you can do at any level without being able to pass the ball.

Dribbling is an individual skill, shooting is an individual skill. Passing is the only skill that can be individual and add to the team concept. All the Xs and Os in the world can't go anywhere without passing the basketball."

Monday, February 2, 2009

A player is criticized only to improve him

Great story here about University of Portland Pilots coach Eric Reveno's penchant for getting onto Pilots 2-guard Nik Raivio.

According to Raivio, who had 27 points in a win Saturday over No. 18 St. Mary's:

"When he gets on me, I know it's nothing personal. We're both working for the same thing -- we want to win."

According to Coach Reveno, "Nik plays so hard and competes so hard that he brings out the best in you as a coach. He's trying so hard to do whatever it takes to win that I feel like we (the coaches) have an obligation to help him be successful. He wants to be perfect, and if he is addicted to being perfect, than I'm an enabler. If we told Nik, 'Nik, you need to dribble circles around a chair for an hour,' I think Nik would do it. He does what he believes in. That's a very exciting thing for a coach. It's a coach's dream to have players that are willing to do that."

The story reminds me of a passage from John Wooden's 2005 book, "Wooden on Leadership." In the words of Coach Wooden:

Giving criticism is an essential part of being a leader. While compliments, correctly conveyed, are a powerful motivational force -- perhaps the most powerful force of all, when given by someone who is trusted and respected -- criticism serves a similar purpose in a different way.

While criticism should have a productive result, it is very easy for the opposite thing to happen. I believe those under your leadership must be taught to how to respond properly to your criticism.

I did not assume that just because I didn't get personal, the recipient of my critical remarks took them the right way. Thus, I gave the following instructions informing -- teaching -- players how they should respond when criticized
:

"If the coach 'bawls you out,' consider it a compliment. He is trying to teach you and impress a point upon you. If he were not interested in you, he would not bother. A player is criticized only to improve him and not for any personal reasons."

[Thanks to Coach P for passing along the link to this story.]

Friday, January 30, 2009

There is a problem, let's fix it

Four interesting points from the book "Hard Facts," a book from the Harvard Business School Press:

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Talent or ability... depends on what happens to people and how they are coached, not just their innate skill or motivation.

A study by Lawrence Kahn examined the effect of baseball managers on team and player performance. Kahn measured player ability by the average of their performance over their entire carers, a reliable indicator of player talent.

He found that some managers inspired players to perform above their ability, and other managers stymied players, consistently driving players to perform below their ability.

Ability or talent did not explain all of a player's performance in a given year. How the player was managed or coached mattered, too.

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What is true for individuals is also true for organizations, groups, and teams. Exceptional performance depends heavily on experience and effort. No matter how gifted (or ordinary) team members are to start out, the more experience they have working together, the better their teams do.

Think of the U.S. women's national soccer team, which has won numerous championships, including two of the four women's World Cups and two of the three Olympic women's tournaments held to date.

The team certainly has had enormously talented players. Yet every team member will tell you that the most important factors in their success were the communication, mutual understanding, respect, and ability to work together tha tdeveloped in the dozen or so years that the stable core group played together.

Quantitative research on team effectiveness has demonstrated the power of such joint experience in every setting examined, including string quartets, surgical teams, student groups, top management teams, and airplane cockpit crews.

Experienced teams perform better because over time members come to trust each other more, communicate more effectively, and learn to blend each other's diverse skills, strengths, and weaknesses.

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The "talent mind-set" is dangerous because it treats talent as something fixed. This mind-set causes people to believe that it just isn't worth trying hard because they -- or the people they lead -- are naturally smart or not, and therer is little if anything anyone can do about it.

A seires of studies by Columbia University's Carol Dweck shows that when people believe their IQ is unchangeable, "they become too focused on being smart and looking smart rather than on challenging themselves, stretching and expanding their skills, becoming smarter."

Dweck concludes that:

When people believe they are born with natural and unchangeable smarts, it causes them to learn less over time. They don't bother learning new things and improving old skills.

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Given all the evidence on the importance of systems, why do so many companies place so much emphasis on getting and keeping great people [or players] and so little on building and sustaining great systems?

A big part of that is Western countries, like the United States, glorify rugged individualism so much that we make a cognitive error. We forget that history, organizational goals, rewards are potent causes of what people and organizations do. We give too much credit to individual heroes when organizations [or teams] do things right and too much blame on individual scapegoats when things go wrong.

[In successful organizations] managers consciously fought their natural tendency to focus on who deserved credit and blame, and instead worked on strengthening the system.

A supervisor explained:

"There are two theories. One says 'there is a problem, let's fix it.' The other says 'we've got a problem, someone is screwing up, let's go beat them up.' To make improvement, we could no longer embrace the second theory. We had to use the first."

Your message should be constant

Went back through Nick Saban's 2005 book "How Good Do You Want to Be" last night and came across this passage:

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Let me let you in on a little secret about football coaches: Very few of us have the skill, experience, and education necessary to motivate a group of eighty men merely with a pregame speech. Contrary to what you have seen on television or in the movies or read in books, Knute Rockne was doing something out of the ordinary in rallying the troops with a few words before kickoff.

The truth is, if you have been sending the message all week, then two minutes before kickoff doesn't matter much.

At our level, if your players are not ready to play on their own, then there's something wrong. Of course, all coaches and leaders like to give a few reminders and will occasionally play to the emotion of the game, but sometimes saying little or nothing can be as powerful as saying a lot. It's the repetitive motivating message given daily over the course of the week that has a real effect -- not a few words before kickoff.

Parents will get their message about the dangers of underaged drinking through to their children better with constant reminders than with a speech the night before prom.

Your message should be constant. A well-developed message is more effective than one motivational talk.

Tuesday, January 27, 2009

You can't talk your way out of something you behaved your way into

Open the pantry in just about any home in America and it's likely there's a can of Campbell's Soup in there somewhere.

In fact, according to this article, "the typical American home has six cans of Campbell's in the pantry."

But when Douglas Conant took over as CEO of Campbell's in 2001, "it had no clear direction."

So Conant set a goal to "take a 'bad' company and lift its performance to 'extraordinary' by the end of one decade — that's by 2011."

His plan was focused on action. As Conant puts it:

"You can't talk your way out of something you behaved your way into."

He began by clearing his roster. "In his first three years, 300 of the company's top 350 leaders were replaced — 150 from within and 150 from outside."

This article from BusinessWeek describes Conant's penchant for reading:

"A devout reader of leadership tomes, Conant has scores of books in his office on shelves and piled up in corners. He keeps extra copies on hand to share with colleagues, and he started an executive book club for top brass. The cerebral Conant devours the words of everyone from President Abraham Lincoln to World War II General George S. Patton to management guru Stephen Covey. And he drops Leo Tolstoy quotes into conversations.

"I'm obsessed with getting new insights," he says. "I recently read a book about Patton, and he was an obsessive reader. It's really the only way to learn."

So how's he done?

According to the article, "turning Campbell around has not been simple, and is not a done deal. Last year, Campbell far outperformed the stock market."

BusinessWeek put it this way:

"Conant... has transformed Campbell from a beleaguered old brand rumored to be on the auction block to one of the food industry's best performers."

Sunday, January 25, 2009

Notes from Pete Carril's book, "The Smart Take From the Strong"

Earlier this month, I posted some notes from Hall of Fame coach Pete Carril's book, "The Smart Take From the Strong."

It's a terrific, highly-readable book written by a remarkable coach who's given his whole life to the game. As coaches, we should appreciate the contribution Coach Carril has made not only to basketball, but to the lives of the young men he's taught over 50 years -- in high school, college, and in the pros.

Here are some additional excerpts from Coach Carril's wonderful book:

-- Whatever you emphasize and to the degree that you do, you get better at it. It's results that count, and they should determine your principles. It is a mistake we all make as coaches to think there is only one way of doing something. There is not. Whatever works, works.

-- There's a tendency for players to believe that because the coach is talking to someone else, they don't have to listen. If they're all listening, the coach won't have to repeat the same thing to the guys who weren't involved.

-- I always spent a good half-hour every day on basics. And one thing I noticed: Sometimes in an effort to shorten our practices, we cut out the basics. If we did that for a long period of time, the guys began to slip. The basics remain the key to success on every level of the game, and you can teach them.

-- There is a difference between teaching and coaching. When you are instructing your team about the actual game, you are teaching them, transmitting knowledge and information to them. The best situation of all is to be able to attract the best talent and be a teacher; that is what distinguishes coaches like Mike Krzyzewski, Bobby Knight, Rick Pitino, Dean Smith -- although it is unfair to single them out because there are another 150 like them whose schools are not as prominent so they can't attract the talent.

-- As a player, you want to be good at those things that happen a lot -- that cannot be overstated. What happens a lot? You dribble, you pass, and you shoot -- you want to be good at those skills. If what you are doing -- what you are good at -- doesn't happen that often, then there's no real benefit to being good at it. A wise player understands that.

-- Les Yellin [the former coach at St. Francis College in Brooklyn] summarized the main virtues [of players we value] as "IQ," "EQ," and "RQ." IQ means what it always means -- the function of intelligence. Behaving intelligently covers the whole realm of knowing what to do. EQ is energy quotient, which means having the energy to work at what you're doing. When your EQ is good, you practice harder, play the game harder, and when it looks as though you cannot move anymore, you find a way to move some more. RQ stands for responsibility quotient. You know what to do, you have the energy or EQ, and now you have to know that whatever it is, it must be done.

-- I tell my guys that if they work hard every day, then they don't have to worry about game plans, or where they play, or whom they play, or about rankings and so on. The quality of their work habits can overcome anything: praise, criticism, good or bad coaching. They have their daily behavior to fall back on.

-- I can check the level of your honesty and commitment by the quality of your effort on the court. You cannot separate sports from your life, no matter how hard you try. Your personality shows up on the court: greed, indifference, whatever, it all shows up. You cannot hide it.

-- Kids are not learning the basic skills of the game because it takes too much time to teach them, because coaches and players alike want immediate results, and because the number of coaches who can and will teach you kids is declining. It is hard to teach things that take time to learn. The players themselves, when they're young, are impatient, and they don't want to take the time to develop other skills if they see right away they what pleases their coach, what produces immediate results like winning and success, is performing one particular function. So they don't learn the skills, and it becomes hard for them to adjust and improve.

-- If a guy cannot pass, the ball stops moving. If he cannot shoot, he will always be open. If he cannot dribble, he cuts his value to the team by one third. Furthermore, if he cannot dribble, the defense will attack him. If you want to become a better dribbler, dribble. Dribble on a court, with a man guarding you. You would think that at the highest level of player -- the NBA -- everybody could dribble. But they can't. It's one of those skills we are not paying enough attention to.

-- No drill is any good unless it's used in some form in the game. There is no transfer of learning. I emphasize to my guys that anything we do in practice is not a drill. If they get to thinking it's a drill, they won't notice it's the same thing that goes on in the game. I have to tell them that what we're doing in practice is exactly what happens in a game. Everything we do in practice must show itself somewhere in the game, or else we don't do it.

-- Passing was the single greatest attribute of my teams over the years. A passer who can see people open is the same guy who sees where and when to screen, avoid picks, helps on defense -- in other words, he can see. The passer is the same guy who knows where weaknesses are, where the drives are, and where everybody on the floor is. To score, you gotta move the ball. We pass to move the defense, and every pass counts. What I also love about passing is how much it helps to build team morale. Passing takes the tension out of a game. Passing makes everybody feel a part of the game, a part of the team. No single aspect of basketball does more to develop good team play than passing. The first thing I look for in a high school player is, Can he pass? If he can, he's the same guys who can cut, and can defend.

-- If you want to learn how to shoot a specific shot in basketball, get the mechanics straight, then go out and practice hard. Once you have the right basics, you can teach yourself how to shoot.

-- Here's the thing about teaching basketball: It's just like teaching a subject in school. You stand in front of the class saying the same thing to everyone, and yet you have these differences in their ability to learn and utilize the information. The same is true in basketball. There is a limitation to what you can teach.

-- When a player is told what he has to do to become a better player, does he get mad at the coach, or at himself? If he gets made at the coach, he'll never get better as a player. If he gets mad at himself, he will get better.

-- There's a difference between the guys who play to win and those who play not to lose. A big difference. When you play to win, you do all of the extra things that maybe aren't visible, but the results is that you come out on top. Playing to win [means] subordinating [your] needs to those of the team. Remember, some guys walk out of a losing game having scored 25 points and are perfectly content. If you have guys like that on your team, you're not going to win too many games. You cannot ever forget the human equation in sports.

-- The essence of character is what I call mental and physical courage. Everybody has the potential for courage, but some people -- because they have had to demonstrate it all their lives -- are good at it, whereas others are not until the need suddenly arises and they have to learn to react. Basketball brings out the need for courage.

-- Everybody makes such a big deal today about team play because there's such a scarcity of it. Greed is a reason. You have to understand the influence of greed. A player has to be selfish in the pursuit of the development of his skills, but he cannot be selfish when it comes time to blend them in with what's good for his team.

-- Defense is the heart of our game. Good defense is recognizable even when you're losing. The object of my defensive strategy is to contest every pass and shot, to force the opponent to move the ball under continuous pressure. I want the other team to play offense longer than they're used to. Defense is not a variable. It's a constant. Defense has to be deeply embedded in your attitude. It's something you can do well every time -- both the individual and the team. Skill is a variable. Work is not a variable. It's an attitude. Defense is head, heart, and legs.

-- Nothing is more intimidating than deflecting passes. It makes a passer very tentative. I say that if you don't use your hands, you're committing a bigger sin and aren't as effective defensively. My view on this is also controversial.

-- The truth is, you can take whatever defensive philosophy you want and reverse it and a forceful coach will make it work. It's mostly attitude and effort that make a defense successful. But one thing -- putting pressure on the ball -- has more of an impact than any philosophical discussion of how to guard a man. If each player, when he guards his man, can press him, put pressure on him, you'll disturb passes and intimidate your opponents.

-- Good players are always moving their legs.

-- The sterner the discipline, the greater the devotion.

-- When you're fundamentally unsound, you inhibit the way your team can play. Poor fundamentals restrict the things a coach can teach.

-- Players who do not compete hard against each other because they're afraid it will affect their friendship have trouble getting better.

-- I don't like to see a guy get patted on the back for doing simple things, for doing the things he should do. You have to be able to tell a player or coach when he does a bad job that it is a bad job. You show respect by praising them when they do the things that deserve praise. They must learn the difference between what is done right and what is done wrong, and if you try to make them similar with easy praise, you'll never succeed in teaching them the difference.

-- When you demand a lot, my experience has been that you get more. If you insist on less, you get that, too. Self-esteem comes from accomplishment, not the other way around. The more you demand, the more they give, the stronger the sense of satisfaction.

-- Speed follows luck and covers a multitude of sins. Wherever fast players go, they always get there faster than slower players.

-- Every little thing you do on offense counts. That means every pass, every cut, every screen, every dribble is part of the end result and therefore require care and concern. We try to make it simple and we work hard to make things easy.

-- Cut with credibility. What I like my guys to do on offense to start a game is pass and cut through the defense. The minute you do, you start to move the defense, a main goal. It also helps to identify the defense, whether it's a zone, a combo, or a man-to-man. It is essential that when a cutter cuts through, he look for the ball. There will be no credibility to the cut unless the player executes it with authenticity, i.e., believes he might receive the ball.

-- Size is not the most important thing about rebounding. Knowing how to use your body, seeing where the ball is going, that's what counts. It is not the guy who jumps the highest. The guy who jumps the highest is all alone. Jumping in a crowd is another story. Just watch guys like Larry Bird. A good rebounder plays for position, but is always attentive to the ball. You cannot lose sight of the ball. You've got to have some idea where the ball is going and how to prevent your man from getting it.

-- Solving a press. When you get pressed, there are three important things you need: First, you need someone who is good at taking the ball out -- someone who can see which man is open and isn't going to get into trouble if he gets the ball. If the guy throwing the ball in panics, or is blind, he's going to throw the ball hurriedly, and because of where he throws it, he's going to get the player catching it in trouble. Second, you need a player who can advance the ball to the other end of the court. Third, you have to have a scorer at the end of the press, someone who knows what to do when he gets the ball.

-- Make a zone run: First, you must recognize the zone: Is it a 2-1-2, 2-3, 1-2-2, 1-3-1, or some combination? Then you must remember that your decision how to attack the zone has to be based on the shot you can make. To say it another way: The shot you can make dictates your offense against the zone. The quality of your passing will determine the quality of your shot. Move the ball and move yourself so that you make the zone "run."

-- Pivoting is one of the most underrated techniques and skills, and when you go to teach it, someone always asks, "Why bother?" We have to teach the player to disregard the feeling that it's not essential, that it's not necessary in today's game. One reason some players disregard its importance is that they do it so easily. Generally, guys with large feet seem to have more trouble pivoting smoothly.

-- Fakes are like lies. The first thing I tell anyone about faking is that if you're going to fake, your move has to look like the real thing. When you go to tell a lie, it has to be close enough to the truth to be believable. Same thing. So often, guys fake so strenuously that they telegraph the fake: Their fake looks like a fake. Young kids have to be actors and develop cunning. They shouldn't work only on one fake; you always want to have more than one weapon. Also, if you're wide open, don't fake -- shoot!

-- Conditioning: I tell my players if you play hard every time you play, you'll be in good enough shape. Once practice starts, we work hard and that's the best conditioning there is. Everything counts. Run hard, play hard, go after the ball hard, guard hard. Everything we do is game-condition because how you play in practice is how you'll play in a game.

-- How do you know if your team has camaraderie? I can tell by the way they walk off the floor at the end of practice. You can feel their happiness vibrating; you can see how they work out together; you can watch it in the shower room -- what they're talking about, the level of excitement. There are many ways you can feel it, and it's better to feel it than to hear it. The camaraderie practically comes out of their bodies. And you don't feel that way when you're losing. Losing reveals things.

-- A bad win is one where you score more points but they've outplayed, outsmarted, and outworked you. It could be a lucky win, or an undeserved win. Regardless, the point is that whatever you call it, a bad win is still better than a good loss.

-- A good high school coach is the salt of the earth. And when his teams are well coached, a college coach is the direct beneficiary of all his work. When players who have had good high school coaching walk on the floor in college, there isn't much that a coach has to do. I cannot emphasize enough what it means to start with that great coach at the sixth or seventh grade who tries to get kids to do things better. Grade school coaches are the unsung heroes of this country and they're disappearing because it takes a lot of work and constant attention. Sometimes it is too much of a sacrifice.

-- I don't recruit players who are nasty to their parents. That shows they are giving less than they can give and can't forge the bonds essential for a good team. I look for players who understand that the world does not revolve around them.

-- Use your assets: You have to take advantage of what you have. Marilyn Monroe and Sophia Loren did that, and we do it, too. If you have a fast team and you don't run, you're being stupid. And if you have a slow team, you must take the run out of the game.

-- There are so many things that don't show up on the stat sheet, or in the win and loss column, that no one can explain, but you see them and they affect the outcome of games. There are hundreds of them: Players who learn how to do something just by watching compared to those who watch the same demonstration and can't do it; who go after loose balls and come up with every one of them as opposed to someone who tries just as hard and comes up with none. How is it that one guy can deflect a pass over and over again and another cannot? Many times I ask myself the question, "Am I trying to teach this player instinct, or am I teaching him a skill?" Whether you're trying to teach a college player or a seven-year-old, you are looking for instinct.

-- The most important thing that you can do is DO what you are doing well. The most important thing you can do on or off the court is to focus on what you are doing when you are doing it. When you play, PLAY. When you study, STUDY.

-- When I look at coaches like Tom Landry, Chuck Noll, and Don Shula, guys who were so great and maybe in later years did not remain so great, I wonder if they didn't get a little tired. I don't compare myself to them in terms of coaching, I just mean in terms of longevity. If you do something well enough you're eventually confronted with the challenge of sustaining your standard of performance over a long period of time. In the last couple of years, I've seen a little slipping at the edges, and I've found myself thinking, "Whoa, you're not doing what you're supposed to. You let your assistants do too much coaching, you let little things slide." You start thinking this might not be important. And you get tired: Inside yourself, you get the feeling you want to do something that you cannot do any longer.

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Sometimes by losing a battle, you find a new way to win the war

In his self-titled book from 1987, Donald Trump begins Chapter 10 with this line:

"Sometimes by losing a battle you find a new way to win the war."

It's a concept that applies to the Celtics, who after losing four straight earlier this month, have won seven in a row, holding opponents to under 90 points in six of those wins.

According to Kevin Garnett, the losses helped BOS return to its roots:

"One of the biggest tests in this league is when you lose. You learn a lot about each other. When the season is not going well, some things come out. I've been on losing teams, and stuff comes out. Guys don't like each other, cats are fighting over the ball, bickering and stuff. What we learned is to do it together. That's what brought us out of it. What really brought us back was being fundamentally sound and defense; that's what we did from Day 1 last year."

Tuesday, January 20, 2009

Getting a team mentally prepared for a big game

As you'll likely hear or read a lot about this week, 35 years ago yesterday, Notre Dame snapped UCLA's 88-game winning streak.

ND was down by 11 with three and a half minutes left, but went on a 12-0 run, holding the Bruins scoreless in that span.

In his book "Tales from the Notre Dame Hardwood," Irish coach Digger Phelps describes his team's preparation the week leading up to the game.

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I always felt the mental part of preparation for a big game was more important than the physical. I even used to have one of my assistants in charge of pre-game motivation, some gimmick that would give the players that little extra from a psychological standpoint.

Even though we were 9-0 and had outscored every opponent by 26.4 points per game coming into the UCLA game, I thought it was important to put this team in a positive mindset.

We had lost four straight to UCLA by a total of 128 points, so I had to change the mindset. One of the things I did was show the team film of the first 10 minutes of the two games the previous year when we'd played well and we were in the game. This way they could see themselves playing against Walton and Wilkes and the others, holding their own for a long period of time.

On Wednesday, it hit me. Why not practice cutting down the nets? So that's what we did at the end of practice that day. That's right, still three days prior to the game.

We had a drill where the blue team (subs) was pressing the gold team, which had a 10-point lead with three minutes left. Ironically, the game situation the following Saturday would be the opposite situation.

At the end of that drill, I brought the team together and said, "OK, you know what happens now? Shumate, you go to one basket and Goose (Gary Novak), you go to the other. The rest of you split up and lift them up so they can cut down the nets, because that is what we're going to do after we win on Saturday. Someday you will tell your grandchildren about this.

Some of them looked at me like I was crazy, but they did it. We repeated it after Friday's practice. Every time Gary Brokaw talks about that game, he talks about cutting down the nets at practice leading into the game. He always said it gave the team confidence.