Sweat the Right Small Stuff: Sharp Pencils Do Not Translate into Sharp Performance

While it is critically important to concentrate on the smallest relevant aspects of your job without losing sight of the big picture, it is easy to become so completely overwhelmed by ongoing setbacks that you start focusing on issues completely extraneous to improvement in an attempt to keep from having to look at intractable problems.

A coach who becomes afflicted with the malady of “trivialities” might suddenly and compulsively worry about whether all of the practice uniforms have been laundered correctly (“Can’t you get all of those grass stains out?”); obsess over luncheons with local fan clubs; and take inordinate pride in various award ceremonies or alumni gatherings… All of this is an escape mechanism – a method of distracting yourself from the tough work ahead.

As a leader, when you find yourself with a host of problems that seemingly defy solution and start dwelling on the least relevant or even irrelevant aspects of your job – constantly sitting on the phone with nonessential conversations, doing endless e-mailing, writing memo after memo, fiddling around getting all your pencils sharpened and lined up perfectly, being excessively concerned about hurting feelings and trying to make sure everyone is comfortable, straitening out your desk drawer, getting wrapped up in the details of the annual Christmas party, and a million other kinds of stupid busywork, tell yourself this: “There’ll be plenty of time for pencils, parties, and socializing when I lose my job, because that’s what’s going to happen if I continue to avoid the hard and harsh realities of doing my job.”

Sharpening your pencils in lieu of sharpening your organization’s performance is one way to lose your job. Here are ten additional nails you can pound into your professional coffin:

1. Exhibit patience, paralyzing patience.

2. Engage in delegating – massive delegating – or conversely, engage in too little delegating.

3. Act in a tedious, overly cautious manner.

4. Become best buddies with certain employees.

5. Spend excessive amounts of time socializing with superiors or subordinates.

6. Fail to continue hard-nosed performance evaluations of longtime – “tenured” – staff members, the ones most likely to go on cruise control, to relax.

7. Fail to actively participate in efforts to appraise and acquire new hires.

8. Trust others to carry out your fundamental duties.

9. Find ways to get out from under the responsibilities of your position, to move accountability from yourself to others – the blame game.

10. Promote and organizational environment that is comfortable and laid-back in the misbelief that the workplace should be fun, lighthearted, and free from appropriate levels of tension and urgency.

Taken from The Score Takes Care Of Itself by Bill Walsh.

Bill Walsh: Be a Leader - Twelve Habits Plus One

The following is from Bill Walsh’s book The Score Takes Care Of Itself:

In my view a truly effective leader must be certain things. Here are twelve habits I have identified over the years that will make you be a better leader:

1. Be yourself. I am not Vince Lombardi; Vince Lombardi was not Bill Walsh. My style was my style, and it worked for me. Your style will work for you when you take advantage of your strengths and strive to overcome your weaknesses. You must be the best version of yourself that you can be; stay within the framework of your own personality and be authentic. If you’re faking it, you’ll be found out.

2. Be committed to excellence. I developed my Standard of Performance over three decades in the business of football. It could just as accurately (although more awkwardly) been called “Bill’s Prerequisites for Doing Your Job at the Highest Level of Excellence Vis-à-vis Your Actions and Attitude on Our Team.” My commitment to this “product” – excellence – preceded my commitment to winning football games. At all times, in all ways, your focus must be on doing things at the highest possible level.

3. Be positive. I spent far more time teaching what to do than what not to do; far more time teaching and encouraging individuals than criticizing them; more time building up than tearing down. There is a constructive place for censure and highlighting negative aspects of a situation, but too often it is done simply to vent and creates a barrier between you and others. Maintain an affirmative, constructive, positive environment.

4. Be prepared. (Good luck is a product of good planning.) Work hard to get ready for expected situations – events you know will happen. Equally important, plan and prepare for the unexpected. “What happens when what’s supposed to happen doesn’t happen?” is the question that you must always be asking and solving. No leader can control the outcome of the contest or competition, but you cancontrol how you prepare for it.

5. Be detail-oriented. Organizational excellence evolves from the perfection of details relevant to performance and production. What are they for you? High performance is achieved small step by small step through painstaking dedication to pertinent details. (Caution: Do not make the mistake of burying yourself alive in those details.) Address all aspects of your team’s efforts to prepare mentally, physically, fundamentally, and strategically in as thorough a manner as is humanly possible.

6. Be organized. A symphony will sound like a mess without a musical score that organizes each and every note so that the musicians know precisely what to play and when to play it. Great organization is the trademark of a great organization. You must think clearly with a disciplined mind, especially in regard to the most efficient and productive use of time and resources.

7. Be accountable. Excuse making is contagious. Answerability starts with you. If you make excuses – which is first cousin to “alibiing” – so will those around you. Your organization will soon be filled with finger-pointing individuals whose battle cry is, “It’s his fault, not mine!”

8. Be near-sighted and far-sighted. Keep everything in perspective while simultaneously concentrating fully on the task at hand. All decisions should be made with an eye toward how they affect the organization’s performance – not how they affect you or your feelings. All efforts and plans should be considered not only in terms of short-run effect, but also in terms of how they impact the organization long term. This is very difficult.

9. Be fair. The 49ers treated people right. I believe your value system is as important to success as your expertise. Ethically sound values engender respect from those you lead and give your team strength and resilience. Be clear in your own mind as to what you stand for. And then stand up for it.

10. Be firm. I would not budge one inch on my core values, standards, and principles.

11. Be flexible. I was agile in adapting to changing circumstances. Consistency is crucial, but you must be quick to adjust to new challenges that defy the old solutions.

12. Believe in yourself. To a large degree, a leader must “sell” himself to the team. This is impossible unless you exhibit self-confidence. While I was rarely accused of cockiness, it was apparent to most observers that I had significant belief – self-confidence – in what I was doing. Of course, belief derives from expertise.

13. Be a leader. Whether you are a head coach, CEO, or sales manager, you must know where you’re going and how you intend to get there, keeping in mind that it may be necessary to modify your tactics as circumstances dictate. You must be able to inspire and motivate through teaching people how to execute their jobs at the highest level. You must care about people and help those people care about one another and the team’s goals. And you must never second-guess yourself on decisions you make with integrity, intelligence, and a team-first attitude.

Bill Walsh on Decision-Making

“A leader must be keen and alert to what drives a decision, a plan of action. If it was based on good logic, sound principles, and strong belief, I felt comfortable in being unswerving in moving toward my goal. Any other reason (or reasons) for persisting were examined carefully. Among the most common faulty reasons are (1) trying to prove you are right and (2) trying to prove someone else is wrong. Of course, they amount to about the same thing and often lead to the same place: defeat.” - Bill Walsh

The Amateur

The following are notes taken from Steven Pressfield’s book, Turning Pro.

A DEFINITION OF THE AMATEUR

The amateur is young and dumb. He’s innocent, he’s good-hearted, he’s well-intentioned. The amateur is brave. He’s inventive and resourceful. He’s willing to take a chance… The amateur harbors noble aspirations. He has dreams. He seeks liberation and enlightenment. And he’s willing, he hopes, to pay the price… The amateur is not evil or crazy. He’s not deluded. He’s not demented. The amateur is trying to learn.

 

THE AMATEUR IS TERRIFIED

Fear is the primary color of the amateur’s interior world. Fear of failure, fear of success, fear of looking foolish, fear of under-achieving and fear of over-achieving, fear of poverty, fear of loneliness, fear of death… But mostly what we all feel as amateurs is being excluded from the tribe, i.e., the gang, the posse, mother and father, family, nation, race, religion… The amateur fears that if he turns pro and lives out his calling, he will have to live up to who he really is and what he is truly capable of.

 

THE PROFESSIONAL IS TERRIFIED, TOO

The professional, by the way, is just as terrified as the amateur. In fact the professional may be more terrified because he is more acutely conscious of himself and of his interior universe… The difference lies in the way the professional acts in the face of fear.

 

THE AMATEUR IS AN EGOTIST

The amateur identifies with his own ego… The amateur is a narcissist. He views the world hierarchically. He continuously rates himself in relation to others, becoming self-inflated if his fortunes rise, and desperately anxious if his star should fall… The amateur sees himself as the hero, not only of his own movie, but of the movies of others. He insists (in his mind, if nowhere else) that others share this view… The amateur competes with others and believes that he cannot rise unless a competitor falls. 

 

THE AMATEUR LIVES BY THE OPINIONS OF OTHERS

Though the amateur’s identity is seated in his own ego, that ego is so weak that it cannot define itself based on its own self-evaluation. The amateur allows his worth and identity to be defined by others… The amateur craves third-party validation… The amateur is tyrannized by his imagined concept of what is expected of him… He is imprisoned by what he believes he ought to think, how he ought to look, what he ought to do, and who he ought to be.

 

THE AMATEUR PERMITS FEAR TO STOP HIM FROM ACTING

Paradoxically, the amateur’s self-inflation prevents him from acting. He takes himself and the consequences of his actions so seriously that he paralyzes himself… The amateur fears, above all else, becoming (and being seen and judged as) himself… Becoming himself means being different from others and thus, possibly, violating the expectations of the tribe, without whose acceptance and approval, he believes, he cannot survive… By these means, the amateur remains inauthentic. He remains someone other than who he really is.

 

THE AMATEUR IS EASILY DISTRACTED

The amateur fears solitude and silence because he needs to avoid, at all costs, the voice inside his head that would point him toward his calling and his destiny. So he seeks distraction… The amateur prizes shallowness and shuns depth. The culture of Twitter and Facebook is paradise for the amateur.

 

THE AMATEUR SEEKS INSTANT GRATIFICATION

There was a popular bumper sticker a few years ago: Too much ain’t enough… Too much ain’t enough, and too soon is too late… The amateur, the addict and the obsessive all want what they want now. The corollary is that, when they get it, it doesn’t work. The restlessness doesn’t abate, the pain doesn’t go away, the fear comes back as soon as the buzz wears off.

 

THE AMATEUR IS JEALOUS

Because the amateur is so powerfully identified with himself, he finds it extremely difficult to view the world through the eyes of others. The amateur is often unkind or insensitive to others, but he saves his most exquisite cruelty for himself… The amateur’s fear eclipses his compassion for others and for himself.

 

THE AMATEUR LACKS COMPASSION FOR HIMSELF

In his heart, the amateur knows he’s hiding. He knows he was meant for better things. He knows he has turned away from his higher nature… If the amateur had empathy for himself, he could look in the mirror and not hate what he sees… Achieving this compassion is the first powerful step toward moving from being an amateur to being a pro.

 

THE AMATEUR SEEKS PERMISSION

The amateur believes that, before he can act, he must receive permission from some Omnipotent Other – a lover or spouse, a parent, a boss, a figure of authority.

 

THE AMATEUR LIVES FOR THE FUTURE

The amateur and the addict focus exclusively on the product and the payoff. Their concern is what’s in it for them, and how soon and how cheaply they can get it. 

 

THE AMATEUR LIVES IN THE PAST

Because the amateur owns nothing of spirit in the present, he either looks forward to a hopeful future or backward to an idyllic past… The payoff of living in the past or the future is you never have to do your work in the present.

 

THE AMATEUR WILL BE READY TOMORROW

The sure sign of an amateur is he has a million plans and they all start tomorrow.

 

THE AMATEUR GIVES HIS POWER AWAY TO OTHERS

Have you ever followed a guru or a mentor? I have. I’ve given my power away to lovers and spouses. I’ve sat by the phone. I’ve waited for permission. I’ve turned in work and awaited, trembling, the judgment of others… I’ve given away my power subtly, with a glance that was perceptible to no one. And I’ve given it away overtly and shamelessly, for all the world to see… Exile, failure, and banishment can be good things sometimes, because they force us to act from our own center and not from someone else’s… I applaud your story of how you hit bottom, because at the bottom there’s no one there but yourself.

 

THE AMATEUR IS ASLEEP

The force that can save the amateur is awareness, particularly self-awareness. But the amateur understands, however dimly, that if he truly achieved this knowledge, he would be compelled to act upon it… To act upon this self-awareness would mean defining himself, i.e., differentiating himself from the tribe and thus making himself vulnerable to rejection, expulsion, and all the other fears that self-definition elicits… Fear of self-definition is what keeps an amateur an amateur and what keeps and addict an addict.