The Score Takes Care of Itself: My Philosophy of Leadership

A leader must know when his team is making a lot of noise signifying nothing. UCLA’s coach John Wooden summed it up like this: “Don’t mistake activity for achievement.”

A philosophy is the aggregate of your attitudes toward fundamental matters and is derived from a process of consciously thinking about critical issues and developing rational reasons for holding one particular belief or position rather than another.

And, of course, you must derive satisfaction and gratification from winning without letting it define your self-worth, just as you cannot allow defeat to define you as a person. There has to be a balance. You can’t put yourself in a smaller and smaller box where there’s only the infliction or avoidance of pain—a personal torture chamber.

Deal with your immediate superior(s) on a one-to-one, ongoing basis. Expect betrayal if results are not immediate. (You extend the time before betrayal occurs by keeping your superiors in the loop.)

A fundamental knowledge of the area he or she has been hired to manage. You may think this is so self-evident it’s insulting to include. However, often we are tempted to hire simply on the basis of friendship or other user-friendly characteristics. They can be important. Expertise is more important.

Like water, many decent individuals will seek lower ground if left to their own inclinations. In most cases you are the one who inspires and demands they go upward rather than settle for the comfort of doing what comes easily. Push them beyond their comfort zone; expect them to give extra effort.

an organization is like an automobile assembly line; it must be first class or the cars that come off it will be second rate. The exceptional assembly line comes first, before the quality car. My Standard of Performance was establishing a better and better “assembly line.” We were becoming a first-class organization in all areas.

As a former boxer, I’d suggest that if your left hand doesn’t know what your right hand is doing, you’ll get knocked out. Your right hook must be in sync with your left jab. For this to occur, your brain must communicate so your hands can collaborate. The same principle applies in business and in sports.

I hired them, added to their expertise, and then had trouble turning some of them—especially on the offensive side of the game—fully loose to do their jobs. I was like a man dying of thirst who was sitting on the edge of a mountain stream. I denied myself what was available.