Read The Score Takes Care of Itself Online
Authors: Bill Walsh
The Score Takes Care of Itself (39 page)
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disconnection from staff
Jaworski, Ron
Johnson, Bill “Tiger,”
Johnson, Jimmy
Joiner, Charlie
Jones, Jerry
Jordan, Henry
Jordan, Michael
Kemp, Jeff
knowledge.
See
learning
See
learning
Landry, Tom
leaders
beliefs and philosophy
burnout
command skills
communication skills
communication with superiors
errors and pitfalls
ethics
focus on important issues
habits
hardness and roughness
leadership by example
learning from mentors
listening skills
pigheadedness
poise
self-confidence
signs of success
strength of will
as teachers
territory of
unpredictability of
leadership.
See specific issues
See specific issues
learning
from mentors
mentorship within organization
from mistakes
in process of teaching
Levy, Marv
listening skills
locker-room leaders
Lombardi, Vince
loss.
See
defeat
See
defeat
Lott, Ronnie
loyalty
bonding, connection and extension
to employees
group strength
See also
betrayal
betrayal
McCulley, Pete
McIntyre, Guy
McKittrick, Bobb
McPherson, Bill
McVay, John
Marino, Dan
marketing
mastery
commitment to perfection
through focus on details
hard work for
learning from mentors
as process
media
as ally
control of information to
demonization of, for motivation
flattery by
gamesmanship through
mental state
anxiety over rumors
burnout
composure
exhaustion
fear of failure
flexibility
focus
lack of satisfaction in victory
negativity
overconfidence
personalization of results
positivity
professional self-image
recovery from setback
See also
attitudes
attitudes
mentors
learning from
senior staff as
Minority Coaches Fellowship Program
mission statement
mistakes, learning from
Monday Night Football
Montana, Joe
accomplishments
blind side
early arrival for games
hard work
influence on organizational culture
leadership by example
rivalry with Steve Young
rumors concerning
in “tandem left 76 all go” play
as team player
undervaluation of
at Walsh’s bellhop stunt
Walsh’s confidence in
on Walsh’s Standard of Performance
in zone for optimal performance
motivation
belief and confidence in employee
demonization of competition
dignity in defeat
one-point-underdog attitude
of overconfident winners
pep talks
pleading
Musburger, Brent
Myers, Chip
negativity
demonization of competition
disruptive effect of
emulation of
hostile relationships
influence of interior leaders
unconstructive criticism
Newell, Pete
Noll, Chuck
one-point-underdog attitude
opportunity, recognition of
organization
accountability in
ethics
as self-sustaining operation
sense of ownership of
See also specific issues
organizational culture
as foundation for success
influence of interior leaders on
professional self-image
respect and concern for people
shaping of, by leader’s philosophy
See also
Standard of Performance
Standard of Performance
overconfidence
Ovitz, Michael
Owens, R. C.
ownership, employee’s sense of
Packard, Dave
Parcells, Bill
Paris, Bubba
Patton, George S.
people.
See
employees
See
employees
perfection
commitment to
through focus on details
hard work for
learning from mentors
mastery as process
performance
leadership by example
under pressure
pursuit of excellence
See also
Standard of Performance
Standard of Performance
personnel.
See
employees
See
employees
philosophy
of employees
of leader
teaching of
planning
decision making under stress
preparation for unexpected
scripting
for short- and long term
versus surprise tactics
for uncontrollable and controllable circumstances
pleading for performance
Plunkett, Jim
poise.
See
composure
See
composure
positivity
concerning former employees
constructive criticism
contagious nature of
of employees
encouragement of creativity
enthusiasm in communication
as leadership imperative
praise and credit
in relationships
search for positive elements
potential
hard work to realize
recognition of
praise
credit for efforts
as distraction
overconfidence and
as positive approach
understated
preparedness
for decision making under stress
of less prominent employees
scripting
for short and long term
versus surprise
for uncontrollable and controllable circumstances
for unexpected circumstances
pressure.
See
stress
See
stress
professionalism
as basis for discipline
in defeat
environment for
as foundation for success
organizational self-image
promotional tools
Prothro, Tommy
Radakovich, Dan
Ralston, John
readiness.
See
preparedness
See
preparedness
relationships
bonding
collaborative
direct interaction with staff
friendship and favoritism
hostile
protocol for
respect and concern
supportiveness and positivity
responsibility, delegation of
rewards
for less prominent employees
praise
short-term
Reynolds, Jack “Hacksaw,”
Rhodes, Ray
Rice, Jerry
hard work and mastery
injury, exploitation of
potential of
professionalism
in “tandem left 76 all go” play
Ring, Bill
ritual
Rommel, Erwin
San Francisco
professionalism
soft characterization of
at time of Walsh’s arrival
turnaround
See also specific issues
;
specific people
;
specific people
Schottenheimer, Marty
scripting
contingency planning
uncontrollable and controllable circumstances
Seifert, George
self-image
egotism, employee’s
egotism, leader’s
of organization
personalization of results
self-confidence
setbacks.
See
defeat
See
defeat
Shackleton, Ernest
Shula, Don
Simpson, O. J.
Singleton, Ron
Smith, Lovie
Solomon, Freddie
staff.
See
employees
See
employees
Standard of Performance
applicability to each individual
assimilation of, throughout organization
as blueprint for action
communication of expectations
to establish
focus on attitudes and actions
gradual achievement of
for guidance in all circumstances
mentoring of junior employees
for performance under pressure
as statement of leadership philosophy
strict adherence to
Stenstrom, Steve
strength of will
adherence to failing strategy
as leaderhip trait
protection of turf
self-defense
willpower to succeed
strengths
of employees
Walsh’s
stress
burnout
contingency planning to reduce
exhaustion
fear of failure
humor to relieve
improvement of performance by
performance under pressure
rituals to relieve
from rumors about competition
transformation of behaviors and attitudes by
success
capitalizing on energy from
commitment to perfection
credit for
failure as part of
through focus on details
as gradual process
hard work for
lack of satisfaction in
leader’s signs of
less prominent employees in
one-point-underdog attitude
organization-wide ownership of
overconfidence from
planning for uncontrollable and controllable circumstances
recovery from failure
scripting for
steps toward
transformation of behavior by
willpower for
Success Disease
surprise tactics
Switzer, Barry
Tagliabue, Paul
talent
innovative use of
management of creative people
utilizing, through delegation of responsibility
Taylor, Lawrence “L.T.”
teaching
enthusiastic communication
expertise
humor in
of mission statement
passion for
as priority
repetition
satisfaction in
by senior staff
techniques and guidelines
team.
See
organization
See
organization
Theismann, Joe
Thomas, Joe
Tomlin, Mike
Trumpy, Bob
Twelve O’Clock High
(movie)
(movie)
Tyler, Wendell
uncertainty
to avoid complacency
counterproductive nature of
from rumors concerning competition
values.
See
Standard of Performance
See
Standard of Performance
Vermeil, Dick
victory.
See
success
See
success
von Schamann, Uwe
vulnerabilities
Walsh, Bill
as amateur boxer
burnout
career impediments
emotional breakdown
“Genius” label
Minority Coaches Fellowship Program
personal qualities
reflections on career
retirement decision
salary
sensitivity to criticism
Standard of Performance
strengths
as teacher
See also specific issues
Walsh, Bill, analyses of
Cross, Randy
McPherson, Bill
McVay, John
Montana, Joe
Walsh, Craig
White, Mike
Walsh, Craig
Walsh, William Archibald
Welch, Jack
Wersching, Ray
West Coast Offensive
White, Danny
White, Howard
White, Mike
will and determination
adherence to failing strategy
as leadership trait
protection of turf
self-defense
willpower to succeed
Williamson, Carlton
winning.
See
success
See
success
Wooden, John
work ethic
Wright, Eric
Wyche, Sam
Young, Steve
acquisition of, by 49ers
anxiety over rumors
communication and collaboration
interest in joining 49ers
ranking
realization of potential
response to Walsh’s feedback
rivalry with Joe Montana
self-confidence
zone for optimal performance
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