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11/26/2020

Say "My Bad"

Close to 15 years ago I remember seeing an interview with Bob Knight, iconic basketball coach at Indiana University, talking about how challenging his practices were. I always loved how hard and disciplined Knight’s teams were over the years. I, like many, considered most things Knight said regarding basketball close to gospel. Of course, as all basketball fans know, Knight's time at Indiana ended abruptly due to his unacceptable treatment of players. It was a disappointing end to a remarkable career to say the least.

However, Knight’s knowledge and expertise of the game can’t be debated. In one of his responses Knight made reference to his players saying “my bad” when they made a mistake. He loathed players doing this, rebuking with something along the lines of “no shit it’s your bad - it sure as hell wasn’t my bad, I’m not even playing.” He believed it was a way for players to seek sympathy for their mistakes.

I’ve questioned my refutation of this philosophy for several years due to my respect for Coach Knight and this single interview. My learnings and experience over the years have formed a different perspective on the phrase.

I think “my bad” is one of the most powerful things a leader, or teammate, can say to their team.

Why Should We Care?
Ownership is the fuel to the leadership fire. Creating that ownership is an art. You can’t demand it or require it. No paper you sign or salary you receive results in the commitment to a team that’s required of a leader. They may be things you expect or nice perks, but they don’t drive the team.

Ownership is an inspired thing. It’s an individual decision that has a collective impact far beyond that isolated choice. As leaders, creating ownership within our team must be central to our mission.

I’m not talking about the superficial ownership warranted by a name plate and reserved parking spot. Excellence requires ultimate ownership.

When leaders own every aspect of the team, the team is destined to succeed.
When team members own every aspect of the team, the team is destined for excellence.

REAL TALK - Action Steps
Here are a few thoughts around fostering ownership on your team. As the leader our job is to create an environment that promotes ownership. There is no rule book or tried and true method that leads directly to a team taking hold of its own direction. Each team is different, but these are things I’ve found moves most teams forward down the ownership road.

Say “My Bad”
- When it’s your fault - say “my bad”. When it’s not your fault - say “my bad”. Owning mistakes is one of the most powerful ways a leader can fuel the desire for team members to take ownership. On excellent teams, everyone views failures as their fault. Not just in words, but they truly feel they could’ve done something different that would’ve resulted in a different outcome. That’s what ownership is all about.

Share Moments of Greatness
- Allow team members to share contributions of colleagues to the success of the team. Make this a part of your weekly meetings or following a performance. The dual benefit of hearing about behind the scenes actions that were instrumental in the team’s performance and those coming from co-workers is powerful in increasing buy-in and ownership within a team.

Be Vulnerable
- No need to tell everyone about the fungal infection on your foot, but it is imperative that your team knows who you are and what you care about. Teams are formed on trust and trust can’t form until team members become vulnerable with each other. That starts with the leader. Finding communal time outside of work and opportunities to talk about our personal lives may seem contrary to commitment, but it’s actually a major indicator of a team with ownership.

The pursuit of instilling ownership will take time, be challenging, and make you question whether it’s worth it or not. It’s also the only path to excellence though, so is there really another option? It takes what it takes.

For more information on building excellence in your teams, visit us at www.bluecollargrit.com.
We would love to know how we could help!

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bcg Blog

11/19/2020

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A Selfish Line

One of the core values of our basketball program is being unified. I would not have to debate long, or at all, to convince you that a unified team has the best chance to reach its potential. And, we all would probably agree on specific demonstrations of togetherness teams might display that illustrate this unity.

I believe there is a daily, almost moment by moment, piece to unity that goes unaddressed too often. It’s not tied to a big play or a celebration of a career milestone. It’s not about receiving credit or even acknowledging a job well done.

It’s simply an indication that you care. If you don’t care, you shouldn’t be on a team. If you do care, you should be willing to take actions that reflect that.

For us, unity boils down to a single, specific action: speaking and acting with urgency. I realize this doesn’t articulate every aspect of being unified, but on our team it is a clear indicator of who truly cares about the team.

Why Should We Care?
Let’s start with a fairly common example: a team member that is quiet and holding back in meetings. When confronted on it he typically brushes it off saying he agrees with everything. Whether he agrees or not isn’t the issue though. The issue is the disengagement with the group. Holding back when he agrees and could be reinforcing the vision and actions of the group is selfish because he is robbing team members of additional courage and confidence his voice might lend. Likewise, refraining from addressing behaviors and actions he disagrees with is also selfish because he is simply choosing his quiet comfort over the optimal performance of the team.

To see this example clearly, just look at the opposite. A team member that is out-spoken and consistently championing the visions and actions of the group, whether she agrees and they benefit her individually or not, is a good teammate. A team member that calls out and addresses below standard behaviors and actions has prioritized the performance of her team ahead of her personal comfort.

This is not to say a quiet team member can’t be a unified teammate. However, as a leader, if we truly want to maximize our team’s performance we must be willing to dig in and find out why team members are unwilling to venture from their personal asylum.

And, I’m a quiet person isn’t a reason. It’s an excuse.

REAL TALK - Action Steps
One of the most important aspects of helping others gain the courage to communicate with teammates is sharing one of the most prominent dichotomies of leadership: while it’s not about you, it’s really all about you.

The vision is that of the team.
The expectations are that of the team.
The results are that of the team.

However, you are the one that must decide if it’s worth it.

You must willingly choose to embrace the vision of the team.
You must decide if the sacrifices required to meet the expectations are worth it.
You must weigh sharing the credit, and the blame, for whatever results are achieved.

Value Your Time
- It’s the most valuable commodity we will ever have. How you spend it should reflect that. If you are a member of a team that is unwilling to communicate with your teammates, you’re wasting your time. Get on the bus or get off. Your time is too important. And, while you’re at it, do it with some urgency. You don’t have all day. Your time will pass just like everyone else’s. Make the most of what you have.

Value Your Opportunities
- I’m lucky. From the age of seven, I have always been a part of a sports team. It’s one of the best parts of coaching - you always have a team. I know I didn’t always view each new group as an opportunity as I do now. People thrive in teams. In the current times we may be expected to socially distance physically, but don’t ever allow yourself to get there mentally. Be sure to appreciate the camaraderie and love a team provides. Those experiences are limited.

Value Yourself
- The work you’ve done, the challenges you’ve faced, and the people you’ve impacted to this point in your life are real. The contribution you’ve made is significant. Avoid comparison, it’s a liar. Take care of your mind - meditate and read. Take care of your body - eat right and exercise. Sure you want to do those things for yourself, but also because they allow you to bring the best version of yourself to the team.

In order to be unified, I believe you must speak and act with urgency. A willingness to speak up for the good of the team must supersede your desire to stay comfortable.

For more information on building excellence in your teams, visit us at www.bluecollargrit.com.
We would love to know how we could help!

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BCG Blog

11/12/2020

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Follow to Lead

I spend most of my day teaching leadership to high school students. We have two leadership classes available: Foundational Leadership is a class focused on leading one’s self; Transformational Leadership is centered on leading others. Both are great classes that I love and am grateful for the opportunity to teach. However, the most important lesson we discuss isn’t about leadership at all.

It’s about following.
I’ve discovered that people have as much trouble following as they do leading. And, often time, even more so. Afterall, we’ve been conditioned to lead, not follow. This mentality undermines the humility and service behind true leadership. There is little a leader can do that is more beneficial to their leadership impact than to follow.

Why Should We Care?
Think about the best teams you’ve been on. I’m guessing the group was chalked full of team members that you trusted beyond just doing their job, valued the mission of the team above any personal goals or agenda, and were willing to uphold the standard of the group when things are the most difficult.

That sounds like a pretty good leader, like someone I would follow.

Each member of our team has something special to offer.

It’s our job to find this talent and bring it to the forefront. In order to find it, we have to know our people beyond their cubicle or locker though. We don’t gain this understanding from interviews or the typical team meetings. To bring it to the forefront, we must create an environment that allows them to showcase their talents and minimize their weaknesses.

Then, we must afford them the opportunity to lead - and us the opportunity to follow.

By following, we are empowering.

REAL TALK - Action Steps
Clearly we need to be sure we are empowering the right team members in the right areas. It’s our responsibility as the leader to position our people in the roles that provides them the best chance to significantly contribute to the team. I think most leaders get this right. What most neglect is the opportunity that follows.

Champion their contribution to teammates
- Share the strengths of team members within the group. Show it, talk about it, and provide a platform for them to demonstrate it. Allow them the opportunity to celebrate and support teammates. We know the strengths of each member of our team. Just provide them the opportunity to share it with the rest of the team.

Champion their contributions to leaders
- Be sure your leaders are aware of the brilliance of your team members. Few things demonstrate your commitment to team members more than investing in their future. By sharing up, we allow our team to witness our desire to help team members reach their goals rather than simply accomplish ours.

Champion the team member
- Follow. Guide and assist, but follow. Be sure the team knows you are not in charge and that your knowledge, skill, and talent is secondary to the team member leading. Few leaders are willing to give up this control, but if you want true ownership and buy-in from your team you must follow.

Want ownership and passion on your team?
Empower your team members to lead … then follow them!

For more information on building excellence in your teams, visit us at www.bluecollargrit.com.
We would love to know how we could help!

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BCG Blog

11/5/2020

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Willing Isn't Enough

I have several strong beliefs around coaching, but one specific to basketball that I refuse to stray away from is this: never play a player that is unwilling to take a charge.

For those not familiar with basketball, a charge occurs when a defensive player places their body in front of an offensive player creating contact and resulting in an offensive foul, which results in the defending team being awarded the ball.

In basketball, charges can change the momentum of a game. A charge often erases an easy two points from the offensive team, contributes a foul to the offending player, and moves the opposing team one foul closer to the bonus where they will be awarded free throws.

On the surface, it appears similar to any other foul in a basketball game, but it’s much more than that.

Why Should We Care?
A charge is a glimpse into the heart.

I’ve never coached a player willing to take a charge that did not prioritize the team over themselves. The act of sacrificing one’s body, and potential physical discomfort or harm, for the good of the team; is a clear act of servanthood. Players willing to take a charge for the good of the team are special. But, a ‘willingness’ to take a charge isn’t enough.

Now, a player with the ‘desire’ to take a charge is different. ‘Willing’ players do it when the opportunity arises. Players with a ‘desire’ to serve their team, seek opportunities. They don’t wait for the opportunity to come their way, they search for it then pursue it. Most players on a team are willing. Our job as leaders is to help stoke that willingness into a desire.

Players that ‘desire’ to serve their teammates are different. They unite the group and galvanize unselfishness within the ranks.

This brings us to two important questions for leaders:

What is your “charge”?
Who has a “desire” to do it?

REAL TALK - Action Steps
Every program, or team, has beliefs that are core to their existence. However, in order for the beliefs to become the true identity of the team, those beliefs must be translated into behaviors and actions. In teams with a strong culture, there are likely several behaviors that apply to each specific belief. But, connection of the belief to the behavior must be an intentional act of a leader.

Here are a few questions to help you identify your key beliefs and behaviors.

You overhear a group of people talking about your team at a local restaurant. What do you most want to hear them saying?
- The answer to this question is likely to require considerable reflection and possibly discussion with your team. Ideally the responses will be connected closely to your purpose or core values. The response should also be limited. If everything is important, then nothing is.

What do the things you desire to hear look like in action?
- What are specific behaviors that exemplify the desired result you seek? These should be very clear, even simple, behaviors - smiling as you pass a co-worker, what is said when you answer the phone, or how meetings are started.

How can you connect these for your team?
- This step is important, yet often omitted with the assumption of understanding. Signage and consistent, clear communication is vital. Find something that creates an image for your team. Don’t relegate your communication to only your words. If you happen to get to the point of thinking you’ve said it enough, you haven’t. This direction is clear - you can’t over communicate when it comes to your values and beliefs.

What does your team’s actions say? If we aren’t intentional about aligning our beliefs, our actions, and our communication we should not be surprised by the gap in our culture this hole creates.

For more information on building excellence in your teams, visit us at www.bluecollargrit.com.
We would love to know how we could help!

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BCG Blog

Say "My Bad"

bcg Blog

A Selfish Line

BCG Blog

Follow to Lead

BCG Blog

Willing Isn't Enough

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Say "My Bad"

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A Selfish Line

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Follow to Lead

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Willing Isn't Enough

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