The Score Takes Care of Itself

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. (Location 565)

talent, character, functional intelligence (beyond basic intelligence, the ability to think on your feet, quickly and spontaneously), and an eagerness to adopt my way of doing things, my philosophy. (Location 660)

Champions behave like champions before they’re champions; (Location 728)

“What do you do if . . . ?” Most leaders take this no deeper than the first level of inquiry. (Location 1110)

Scripting and strategizing are simply two different words for fair- and foul-weather leadership. (Location 1157)

The knowledge that there is this hardness inside you can have a very sobering effect on those who might otherwise be sloppy—those who occasionally need to be reminded of your policies and practices. (Location 1892)

praising rather than blaming; getting (Location 2006)

out and working amid your “troops”; precisely describing what you want done; taking pride in the profession; paying attention to details; creating habits that hold up under pressure; and removing nonessentials in the workload. (Location 2006)

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. (Location 2061)

My checklist of personal qualities—assets—in potential staff members: (Location 2523)

I don’t believe there is ever true mastery. It is a process, not a destination. (Location 2578)