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Wco 00111

Wco 00111

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Published by John Anderson
10 coaching traits
10 coaching traits

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Published by: John Anderson on Jul 18, 2013
Copyright:Attribution Non-commercial


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« Thread Started Yesterday at 3:52pm »
By Bill MountjoyBILL WALSH PHILOSOPHY OF LEADERSHIP:I. TEN NAILS YOU CAN POUND IN YOUR PROFESSIONAL COFFIN:1. Exhibit patience, paralyzing patience.2. Engage in delegating – massive delegating – or conversely, engage in to littledelegating.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 one 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 moveaccountability from yourself to others – the blame game.10. Promote an organizational environment that is comfortable and laid-back in themisbelief that the workplace should be fun, lighthearted, and free from appropriatelevels of tension and urgency.II. LEADERSHIP PRINCIPLES:1. Treat people like people.2. Seek positive relationships through encouragement, support, and criticalevaluation.3. Afford everybody equal dignity, respect, and treatment.4. Blend honesty and “diplomacy”.5. Allow for a wide range of moods, from serious to very relaxed, in the workplacedepending on the circumstances.6. Avoid pleading with players to “get going” or trying to relate to them by adoptingtheir vernacular.7. Make each person in your employ very aware that his or her well-being has a highpriority with the organztion (& vice-verse).8. Give no VIP treatment.9. Speak in positive terms about former members of your organization.10. Demonstrate interest in and support for the extended families of members of theorganization.11. Communicate on a first-name basis without allowing relationships to becomebuddy-buddy.12. Don’t let differences or animosity linger.
III. KEY COMMAND DICTATES (GEORGE PATTON):1. Remember that praise is more valuable than blame.2. Use every means before and after combat to tell troops what they are going to doand what they have done.3. Discipline is based on pride in the PROFESSION (Walsh’s italics) of arms, onmeticulous attention to details, and on mutual respect and confidence.4. Officers must assert themselves by example and by voice.5. General officers must be seen in the front line during action.6. There is a tendency for the chain of command to over-lead junior officers byexcessive requirements in the way of training and reports.IV. MY CHECK LIST FOR POTENTIAL STAFF MEMBERS:1. A fundamental knowledge of the area he or she has been hired to manage.2. A relatively high – but not manic – level of energy and enthusiasm and apersonality that is upbeat, motivated, and animated.3. The ability to discern talent in potential employees.4. An ability to communicate.5. Unconditional loyalty to both you AND other staff members. If your staff membersare chipping away at one another, the organization is weakened from within – like atree full of termites. There is, in my view, no offense more serious than disloyalty.V. MY CHECKLIST FOR KEEPING GOOD STAFF MEMBERS ON THE SAME PAGE:1. You must establish clear parameters for your staff regarding the overall method bywhich you expect things to be done.2. Any philosophical differences that crop up must be identified and addressed by youin private meeting with the individual(s).3. You must recognize that staff members may work in different ways, usingapproaches that are at VARIANCES with yours.4. to ensure unanimity throughout the staff, make unannounced visits to variousdepartment meetings.5. Don’t cede inordinate power or control to a staff member simply because you arerelieved to have an experienced and proven performer come on board.6. Sometimes a staff member may intentionally teach a philosophy that is at oddswith your code of conduct, in the belief that it conforms to your philosophy (stay off the subject of politics and religion).7. (Quoting Mike Ditka): “Personal contact is hands-on management. Go to the otherguy’s office; tell him what you have in mind so there is no misunderstanding”.VI. DAILY REMINDERS TO KEEP YOU ON THE RIGHT TRACK:1. Concentrate on what will produce results rather than on the results, the processrather than the prize.2. Exhibit an inner toughness emanating from four of the most effective survival tools

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