Sublime

Running a football franchise is not unlike running any other business: You start first with a structural format and basic philosophy and then find the people who can implement it. —BILL WALSH

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.

La réponse est que quand Bill Walsh a pris les commandes, il n’était pas obnubilé par la victoire proprement dite. Au lieu de cela, il a mis en place ce qu’il appelait sa « norme de performance ». Autrement dit : ce qui devait être fait, quand et comment. Au niveau le plus basique et à travers toute l’organisation, Walsh n’avait qu’un seul programm

Treat people like people. Every player on our team wore a number; no player on our team was “just a number.” Treat each member of your organization as a unique person. I was never pals with players, but I never viewed any of them as an anonymous member of an organizational herd.

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.

During team meetings I would often give a one-hundred-dollar bill as a reward to a role player who had made a big contribution in the previous game. It was another chance for them to be recognized by me in front of the whole squad, for me to give them ownership in the organization’s results.