Bill Walsh Quotes

Confidence gets you off to a fast start. Confidence gets you that first job and maybe the next two promotions. But confidence stops you from learning. Confidence becomes a caricature after a while. I can't tell you how many confident blowhards I've seen in my coaching career who never get better after the age of forty." -- Bill Walsh

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.

A good leader is always learning. The great leaders start learning young and continue until their last breath.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

Someone will declare, “I am the leader!” and expect everyone to get in line and follow him or her to the gates of heaven or hell. My experience is that it doesn’t happen that way. Unless you’re a guard on a chain gang, others follow you based on the quality of your actions rather than the magnitude of your declarations.

Here’s a good question to write on a Post-it Note and put on your desk: “What assets do we have right now that we’re not taking advantage of?” Virgil

Champions behave like champions before they’re champions; they have a winning standard of performance before they are winners.

Do expect defeat. It’s a given when the stakes are high

His leadership example of doing your job, treating others with respect, expecting people to do their jobs, and holding them accountable is a formula for success that will work in any good organization.

Not to get too clever, but “consistent effort is a consistent challenge.

often you crash and burn.

Bill Walsh diz: “Quase sempre, sua estrada para a vitória passa por um lugar chamado ‘fracasso’.

Bill Walsh says, “Almost always, your road to victory goes through a place called ‘failure.

MY FIVE DOS FOR GETTING BACK INTO THE GAME: 1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long. 2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand. 3. Do allow yourself appropriate recovery—grieving—time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on. 4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami. 5. Do begin planning for your next serious encounter. The smallest steps—plans—move you forward on the road to recovery. Focus on the fix. MY FIVE DON’TS: 1. Don’t ask, “Why me?” 2. Don’t expect sympathy. 3. Don’t bellyache. 4. Don’t keep accepting condolences. 5. Don’t blame others.

The goal in any sport is to finish with the best score, but it would be ridiculous to spend the whole game staring at the scoreboard. The only way to actually win is to get better each day. In the words of three-time Super Bowl winner Bill Walsh, “The score takes care of itself.” The same is true for other areas of life. If you want better results, then forget about setting goals. Focus on your system instead.

In the words of three-time Super Bowl winner Bill Walsh, “The score takes care of itself.” The same is true for other areas of life. If you want better results, then forget about setting goals. Focus on your system instead.

The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions; they have a winning standard of performance before they are winners.

When, as the football coach Bill Walsh explained, "self-confidence becomes arrogance, assertiveness becomes obstinacy, and self-assurance becomes reckless abandon." This is the ego, as the writer Cyril Connolly warned, that "sucks us down like the law of gravity.

Your competitor must never look at you across the field, conference table, or anywhere else and conclude, “I not only beat you, I broke your spirit.” The dance of the doomed tells them they’ve broken your spirit. That message can hurt you the next time around. And

Change before you have to.—Jack Welch Wisdom is the reward for a lifetime of listening when you would have preferred to talk.—Doug Larson Communication creates collaboration. Big ears are better than big egos. When you’re not listening, ask good questions.—Bill Walsh The

isso é o ego. É o senso de superioridade e de certeza que ultrapassa os limites da autoconfiança e do talento. É quando a noção de nós mesmos e do mundo se torna tão inflada que começa a distorcer a realidade que nos cerca. Como explicou o técnico de futebol Bill Walsh, ocorre quando “a autoconfiança se transforma em

Leadership, at its best, is exactly that: teaching skills, attitudes, and goals (yes, goals are both defined and taught)

passion, expertise, communication, and persistence are the four essentials of good teaching and learning,

Concentrate on what will produce results rather than on the results, the process rather than the prize.

It’s when the notion of ourselves and the world grows so inflated that it begins to distort the reality that surrounds us. When, as the football coach Bill Walsh explained, “self-confidence becomes arrogance, assertiveness becomes obstinacy, and self-assurance becomes reckless abandon.” This is the ego, as the writer Cyril Connolly warned, that “sucks us down like the law of gravity.

And, of course, between the ups and downs, the good times and bad, there are ongoing challenges to keep everyone firing on all cylinders at all times. Not to get too clever, but “consistent effort is a consistent challenge.” There

Frank,” I said when I reached him late that afternoon, “do you remember in 1978 when you told me that Bill Walsh was the most impressive young coach you’d ever met?” “Did I?” he replied modestly. “And then you told me how impressed you were with that young attorney general in Arkansas, a guy named Bill Clinton?” “Well, I remember thinking highly of him,” he responded, still trying to play it down. “Yes, you did,” I reminded him. “So Frank, now that Walsh is headed to the Hall of Fame, and Clinton is headed to the White House, I’m calling you for only one reason. “Who do you like in the fifth tomorrow at Santa Anita?

Even when you have an organization brimming with talent, victory is not always under your control. There is no guarantee, no ultimate formula for success. It all comes down to intelligently and relentlessly seeking solutions that will increase your chance of prevailing. When you do that, the score will take care of itself.

During the ensuing fourteen years, the San Francisco 49ers won five Super Bowls. It happened only because at the moment of deepest despair I had the strength to stand and confront the future instead of wallowing in the past. Many can’t summon the strength; they can’t get up; their fight is over. Victory goes to another, a stronger competitor.

constant marking down of her performance is wildly at odds with the reality of the minority government. Despite the government’s wafer-thin margin, the parliament is remarkably stable; but it’s depicted as though we are living through the last days of Rome. Gillard is implementing reforms and the parliament has passed a record amount of legislation—around 180 bills to date—but the press talks endlessly of a government close to collapse. Australia is economically robust compared to faltering international economies, but you’d be forgiven for thinking the Australian economy is on the point of disintegration. The media’s primary focus is on personalities and politics, not policies or the running of the country.

happens everywhere all the time. Have you noticed, however, that great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point? Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

Communication is complex. It’s not just the King’s English. Body language, gender connection, age connection, role connection, affluence and wealth connection, receiving or taking directions, and the state of mind of one person or another are all elements in communicating with someone. It’s not just being able to talk back and forth. It’s recognizing when to say it, how to say it, when to listen, whom you’re talking with, how they feel, what you’re trying to get down to, how important the circumstance is, what the necessity is timewise, and how rapidly the decision must be made.

In planning for a successful future, the past can show you how to get there. Too often we avert our gaze when that past is unpleasant. We don’t want to go there again, even though it contains the road map to a bright future. How good are you at looking through the evidence from the past—especially the recent past? There’s a certain knack to it, but basically it requires a keen eye for analysis, a commonsense mind for parsing evidence that offers clues to why things went as they did—both good and bad. And, of course, it often requires a strong stomach, because what you’re rummaging through may include not only achievements but the remains of a very painful professional fiasco.

If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom. If you’re perceived as a negative person—always picking, pulling, criticizing—you will simply get tuned out by those around you. Your influence, ability to teach, and opportunity to make progress will be diminished and eventually lost. When that happens, you become useless, a hindrance to progress. When your feedback is interpreted as a personal attack rather than a critique with positive intentions, you are going backward. Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results. Most of us seem to be more inclined to offer the negative. I don’t know why, but it’s easier to criticize than to compliment. Find the right mixture for optimum results.

consistent effort is a consistent challenge.

Before you can win the fight, you’ve got to be in the fight.

Creating gold from dross is alchemy; making lemonade when you’re given lemons is leadership; making lemonade when you don’t have any lemons is great leadership.

Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.

What Bill Walsh did is easy to describe: (1) He could identify problems that needed to be solved; and (2) He could solve them.

Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results.

When it comes to telling people what you expect from them, don’t be subtle, don’t be coy, don’t be vague. What is your version of, “Gentlemen, this is a football”?

the skill of being a great listener—is the first law of good communication. (The second law is “When you’re not listening, ask good questions.”)

Listen 2. Learn 3. Lead

Because I tell myself to try harder and harder, to hit the ball better and better. I become a victim of myself and go into a kind of stupor because I’m trying so hard without really knowing what the heck I’m trying to do.

Be more concerned with finding the right way than in having it your way.

The goal in any sport is to finish with the best score, but it would be ridiculous to spend the whole game staring at the scoreboard. The only way to actually win is to get better each day. In the words of three-time Super Bowl winner Bill Walsh, "The score takes care of itself.'' The same is true for other areas of life. If you want better results, then forget about setting goals. Focus on your system instead. What do I mean by this? Are goals completely useless? Of course not. Goals are good for setting a direction, but systems are best for making progress. A handful of problems arise when you spend too much time thinking about your goals and not enough time designing your systems.

And that’s what it all comes down to, namely, intelligently and relentlessly seeking solutions that will increase your chance of prevailing in a competitive environment. When you do that, the score will take care of itself.

The score takes care of itself" - Super Bowl winner Bill Walsh

That, in my opinion, was his primary leadership asset: his ability to teach people how to think and play at a different and much higher, and, at times, perfect level. He accomplished this in three ways: (1) he had a tremendous knowledge of all aspects of the game and a visionary approach to offense; (2) he brought in a great staff and coaches who knew how to coach, how to complement his own teaching of what we needed to know to rise to his standard of performance; and (3) he taught us to hate mistakes.

Champion of the Sioux. Boston: Houghton Mifflin Company, 1932; Norman: University of Oklahoma Press, 1957. Wallis, Michael. The Real Wild West: The 101 Ranch and the Creation of the American West. New York: St. Martin's Press, 1999. Walsh, Richard J., with Milton Salsbury. The Making of Buffalo Bill. Indianapolis: Bobbs- Merrill, 1928. Ward, Geoffrey C. The West: An

Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s

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.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement;

When the inevitable setback, loss, failure, or defeat comes crashing down on you—losing a big sale, being passed over for a career-making promotion, even getting fired—allow yourself the “grieving time,” but then recognize that the road to recovery and victory lies in having the strength to get up off the mat and start planning your next move. This is how you must think if you want to win. Otherwise you have lost.

Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.

The competitor who won’t go away, who won’t stay down, has one of the most formidable competitive advantages of all. When the worst happens, as it did to me, I was helped by knowing what it took to be that kind of competitor—to not go away, to get up and fight back.

Planning for the future shouldn’t be postponed until the future arrives.

By nature he was an innovator who wasn’t afraid of change.

After the bill had been pulled that Friday, Katie Walsh, feeling both angry and disgusted, told Kushner she wanted out. Outlining what she saw as the grim debacle of the Trump White House, she spoke with harsh candor about bitter rivalries joined to vast incompetence and an uncertain mission.