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<blockquote data-quote="Vespidae" data-source="post: 363351" data-attributes="member: 2957"><p>If you haven't read Good to Great by Jim Collins, I suggest you do so. Collins studied hundreds of organizations (including sports teams) to find why some organizations outperform others.</p><p></p><p>Collins offered a framework for excellence, but one that sticks with me is his emphasis on "confront the brutal facts". He cites the story of James Stockdale, leader of the Viet Nam PO's and when asked "who didn't make it", Stockdale quickly responded, "the optimists". He went to say those who made it were those who absolutely knew the brutality of what they faced, but unwavered in their will to survive.</p><p></p><p>I think we are silly to whine about academics. We must confront the brutal facts and tell ourselves, "yes, our school is hard ... but we can and will produce champions". Constantly asking for more courses is a fool's path. It hasn't helped any of the 15 coaches, some hired at factory schools, that have been fired since CPJ came to Tech.</p><p></p><p>Resources are important ... but it's not just resources. It's Leadership (being absolutely committed to the process of getting better), Getting the Right People on Board (getting the right assistant coaches on board and the wrong ones off), its being the Best in the World at something (the Triple Option?), accelerating with Technology (or use of, as in innovation), and working the Flywheel ... rinsing and repeating until you are excellent.</p><p></p><p>Edwards Deming, the quality guru, summed it up: Constancy of Purpose is what ultimately produces the best results. Constantly swinging from this to that and back again is a poor way to manage pretty much anything.</p></blockquote><p></p>
[QUOTE="Vespidae, post: 363351, member: 2957"] If you haven't read Good to Great by Jim Collins, I suggest you do so. Collins studied hundreds of organizations (including sports teams) to find why some organizations outperform others. Collins offered a framework for excellence, but one that sticks with me is his emphasis on "confront the brutal facts". He cites the story of James Stockdale, leader of the Viet Nam PO's and when asked "who didn't make it", Stockdale quickly responded, "the optimists". He went to say those who made it were those who absolutely knew the brutality of what they faced, but unwavered in their will to survive. I think we are silly to whine about academics. We must confront the brutal facts and tell ourselves, "yes, our school is hard ... but we can and will produce champions". Constantly asking for more courses is a fool's path. It hasn't helped any of the 15 coaches, some hired at factory schools, that have been fired since CPJ came to Tech. Resources are important ... but it's not just resources. It's Leadership (being absolutely committed to the process of getting better), Getting the Right People on Board (getting the right assistant coaches on board and the wrong ones off), its being the Best in the World at something (the Triple Option?), accelerating with Technology (or use of, as in innovation), and working the Flywheel ... rinsing and repeating until you are excellent. Edwards Deming, the quality guru, summed it up: Constancy of Purpose is what ultimately produces the best results. Constantly swinging from this to that and back again is a poor way to manage pretty much anything. [/QUOTE]
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