Above the Line

Written by: Urban Meyer

Handout by: Ryan Collins

3 Important Concepts

1. Above the Line Behavior

2. E + R = O
3. Alignment and Belief

Assessment: To be “above the line” means this: each day whenever we are faced with a choice, there
are two options with how we can respond, either above or below the line. Above the line behavior is
intentional, on purpose, conscious, and skillful. Below the line behavior is impulsive, on autopilot, and
resistant. We must choose to always pick above the line behavior whether in school, athletics, or our
personal lives.

Event + Reaction = Outcome: This goes closely with above the line behavior, and focuses on the “R”, our
reaction. Events happen to use all the time, it’s simply some event or item that’s happened, which we
cannot control. The “R” factor is our reaction to this event, how we choose to respond. This is the part
that we can control. Do we respond with positivity, energy, and determination, or choose the opposites
of these? Our response likely determines the outcome, which we can in a way, indirectly control,
depending on our response, and potentially other outside factors.

In order for organizations or teams to be successful, every person associated with it must be in
alignment of their actions, beliefs, and the process we’re taking to achieve success. If people are out of
alignment, have different agendas, or choose insubordination, success will not happen. We must all be
moving in the same direction, and when this happens, we see the power of a group or team and what it
can accomplish. Belief in the mission and process is critical. When people believe in what they’re doing,
the validity of it, and are engaged with it, amazing and positive results will follow. We need everyone we
lead to believe in what we’re doing and be excited and energized about it to accomplish our goals.

2 Disagreements

1. Didn’t enjoy winning the National Championship

2. Don’t want to hear excuses, even if legitimate

Assessment: This book was very well thought out and written, so this was challenging to find things I
disagreed with. After winning his 2nd National Championship at the University of Florida in 2008, instead
of celebrating with his team, Urban Meyer went into his office to email and work on recruiting more
players. He never enjoyed reaching the peak of success in the sport. He talks in the book about how he
eventually realized that, but there is a strong lesson to learn here about achieving success, especially for
leaders that work and “grind” all the time: take time to enjoy the fruits of your labor and these rare
moments with the people that helped you do it.
A big concept in the book is “No B.C.D.” meaning no blaming others, complaining, or defending yourself
or position you’ve taken. It is a great concept, but in the book, he says: “At Ohio State, we don’t want to
hear excuses, even if they’re legitimate.” While I understand what he’s trying to accomplish and how
these negative things can affect a culture and attitudes, he also talks a lot in the book about caring for
and loving the people around you. I think potentially not listening to “excuses” could turn a kid off from
a coach and create a negative result if they feel like they’re not being heard. I believe there shouldn’t be
excuses around the team to preserve the culture, but I would talk to a kid individually in a private setting
at times so they can express themselves, feel heard, and feel okay to keep open communication with
coaches going.

How book helped me become a leader/benefits

This book from beginning to end, covers a full comprehensive breakdown of what Coach Meyer believes
(and has done) what it takes to achieve success. It discusses many things from all throughout his career,
but goes along the timeline of him winning his third national championship, and first at Ohio State. The
ten chapters each serve to represent and speak on the topics and steps that he feels and has
experienced as the most critical to their success. The chapters are: the foundation, the “R” factor,
creating a culture, relentless effort, competitive excellence, the power of the unit, necessity of
alignment, who to focus your time/energy on, thinking like a leader, and the power of belief. I don’t
want to call this a “how-to book” because I feel it discredits some of his experiences, but leaders can
learn so much on each of these topics in each chapter, based on philosophy, and Coach Meyer’s own
experiences and reflections. It’s a great cover-to-cover read, but can also work as a reference book on
each topic, selecting which one you wish to focus on/improve. This book has helped teach me that while
improvement and having an elite program are great and fun, these things are really a platform or vehicle
to allow us to reach and teach others valuable lessons (such as responding above the line, and choosing
a good “R”) that will span any environment and people will be able to use for their rest of their lives, and
make them better people for their families and society.

Does book relate to current trend in the field?

A trend or debate in the field seems like a subjective concept, but I believe this book works wonders
when discussing the potential impact sports and relationships with those we lead have on saving
people’s lives. There are multiple times throughout the book when Coach Meyer discusses having to
make a difficult decision of removing a player from the team, or keeping him, for some form of rules
violations and making bad decisions. This can be a challenging decision because we must judge if this is a
good person who’s make mistake(s), or a bad person. He discusses how he’s worked through these
decisions and the consequences of them, and how he’s done things differently at different points in his
career. Later on, he said he’s much more likely to give a player a second or third chance. “It’s easy to
kick a player out. It takes no effort on our part. It takes much more effort, time, and energy to keep
them around, teach them, and hold them accountable.” He discusses on this topic really understanding
what a person is going through, the pressure, challenges, and people they have relying on them and
how those factors can weigh heavily on and effect a person. Ultimately, if we choose to keep someone
in our program, and continue to invest in and lead them, we have to power not just to shape their lives,
but save them in the darkest times of their lives.