Coaches Impact On Players Quotes

A favorite concept of mine comes from Henri Nouwen’s book The Wounded Healer. The premise of the book is that as we travel life’s journey from childhood to adulthood we acquire wounds along the way. A wound can be any unresolved social, emotional, relational issue that still impacts our lives. These wounds can be inflicted by negative cultural messages or experiences with parents, peers, or adults with power and authority over us. Unresolved, these wounds can leave us with a sense of deficiency or inferiority. We can let unhealed wounds drive us and risk hurting our players through endless self-serving transactions, or we can heal ourselves and then help heal our players. Nouwen says we have two choices: Either we deny, repress, or dissociate from the wounding and therefore wound others with our unhealed injuries, or we bring healing to our wounds and offer our healed wounds to others to heal and transform their lives. I am a wounded healer and this is the story of my wounds, their healing, and the transformation in coaching that ensued because I chose to process and grieve over my pain instead of hiding it and acting it out.

Pushkala’s team knew that top-down approaches like those used by Lou Gerstner and Steve Jobs would backfire in this company as, unlike IBM and Apple, AstraZeneca wasn’t in crisis—although revenue and profits fell between 2011 and 2016. AstraZeneca is also a decentralized company, in which local leaders have substantial authority to accept, modify, or ignore orders from on high. So, rather than telling people what to do, Pushkala’s team took “a player-coach” approach. They implemented some key companywide efforts, but believed their success hinged on the cumulative impact of small systemwide and local changes. Most employees would join the effort because they wanted to, not because they had to. And the team believed that many of the best solutions would be tailored for tackling distinct local problems. As Pushkala put it, “Let us not solve world hunger; let us start eating the elephant in small chunks.

Three days before Christmas, Tony Dungy’s phone rang in the middle of the night. His wife answered and handed him the receiver, thinking it was one of his players. There was a nurse on the line. Dungy’s son Jamie had been brought into the hospital earlier in the evening, she said, with compression injuries on his throat. His girlfriend had found him hanging in his apartment, a belt around his neck. Paramedics had rushed him to the hospital, but efforts at revival were unsuccessful.3.34 He was gone. A chaplain flew to spend Christmas with the family. “Life will never be the same again,” the chaplain told them, “but you won’t always feel like you do right now.” A few days after the funeral, Dungy returned to the sidelines. He needed something to distract himself, and his wife and team encouraged him to go back to work. “I was overwhelmed by their love and support,” he later wrote. “As a group, we had always leaned on each other in difficult times; I needed them now more than ever.” The team lost their first play-off game, concluding their season. But in the aftermath of watching Dungy during this tragedy, “something changed,” one of his players from that period told me. “We had seen Coach through this terrible thing and all of us wanted to help him somehow.” It is simplistic, even cavalier, to suggest that a young man’s death can have an impact on football games. Dungy has always said that nothing is more important to him than his family. But in the wake of Jamie’s passing, as the Colts started preparing for the next season, something shifted, his players say. The team gave in to Dungy’s vision of how football should be played in a way they hadn’t before. They started to believe.

I am thankful that in my current role I can mentor other coaches. I interact directly with seventeen coaches on my staff but I’m also trying to be an example to others outside the organization. I want to prove that it’s possible to win or lose while maintaining a calm dignity and respect toward your players, officials, and the opposition. My hope is that my profession can have an impact on countless youth who are looking to their coaches for guidance on sportsmanship, how effort pays off, and the other life lessons that come from competing.

As a basketball coach, I love to watch the player who rotates to provide defensive help, sets the proper angled screen to free up the three-point shooter, and blocks out the other team’s leading rebounder. Unfortunately, the majority of fans watching the game (and everybody reading the box score in the paper) miss these crucial elements in the win. Statistics just can’t properly measure the impact a player has on the game.

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Sheryl Sandberg says that the first time she met Bill, during her first week at Google in late 2001, he asked her, what do you do here? At the time, Sheryl had been hired with the title of “business unit general manager,” a position that didn’t exist before she arrived. There were, in fact, no business units, so she had nothing to manage. She answered by saying that she used to be at the Treasury Department. He stopped her: okay, but what do you do here? This time, she replied with ideas of what she thought she might do. Bill wasn’t satisfied: but what do you do here? Sheryl finally copped to the truth: so far, she didn’t do anything. “I learned an incredibly important lesson,” she says. “It’s not what you used to do, it’s not what you think, it’s what you do every day.” This is perhaps the most important characteristic Bill looked for in his players: people who show up, work hard, and have an impact every day. Doers.