The Essential Wooden is the ultimate collection of Wooden’s opinions and observations on achieving exceptional leadership in any organization, with 200 invaluable lessons for inspiring championship performance.
Coach Wooden offers his hard-won wisdom on building an organization that performs at its full potential under pressure, from preparing and training the team to instilling personal drive and dedication. He takes his famous Pyramid of Success to the next level, filling the entire book with his straight-shooting personality and keen insight on human nature.
Coach Wooden’s Leadership Game Plan for Success presents a unique opportunity to study under the man ESPN hails as “the greatest coach of the 20th century.” Practicing character-based leadership before the term was invented, John Wooden consistently led his legendary teams to victory and has since taught countless business leaders his fundamentals for achieving and sustaining success.
Coach Wooden’s Leadership Game Plan for Success presents a unique opportunity to study under the man ESPN hails as “the greatest coach of the 20th century.” Practicing character-based leadership before the term was invented, John Wooden consistently led his legendary teams to victory and has since taught countless business leaders his fundamentals for achieving and sustaining success.
An effective and affordable solution for staying fit at home, the office or as you travel. Created by personal trainers with the tools you need. For companies and individuals.
Dr. David E. Herrington, Professor, Texas A&M University-San AntonioWilliam Kritsonis
Dr. Herrington's national refereed article is titled: Leader as Mentor & Coach: Creating A Culture of Excellence and Dignity. Published in the National FORUM of Educational Administration and Supervision Journal, Volume 30, Number 3, 2013.
www.nationalforum.com - Dr. David E. Herrington, Professor and Coordinator of...William Kritsonis
www.nationalforum.com - Dr. David E. Herrington, Professor and Coordinator of Leadership Prohgrams, Texas A&M University-San Antonio, TX - NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-in-Chief
Dr. David E. Herrington, Professor, Texas A&M University-San AntonioWilliam Kritsonis
NATIONAL FORUM JOURNALS
Founded 1982
NATIONAL FORUM JOURNALS are a group of national refereed, juried, peer-reviewed, blind-reviewed professional periodicals. Any article published shall earned five affirmative votes from members of our National Board of Invited Distinguished Jurors and must be recommended for national publication by members of the National Policy Board representing all National FORUM Journals. Journal issues are distributed both nationally and world-wide.
Our website features national refereed articles that are published daily within our National FORUM Journals Online Journal Division. Over 1,000 articles are available to scholars and practitioners world-wide. Over 250,000 guests visit our website yearly. About 56,000 articles are downloaded for academic purposes at no charge. We have about an 88% rejection rate. See: www.nationalforum.com
Founded in 1982, National FORUM Journals has published the scholarly contributions of over 5,200 professors with over 2,000 articles indexed. Our journals are indexed with many global agencies including Cabell’s Directories, ERIC, EBSCO, SWETS International, Library of Congress National Serials Data Program, and the Copyright Clearance Center, Danvers, Massachusetts. Global Website: www.nationalforum.com
Dr. David E. Herrington, NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUP...William Kritsonis
Dr. David E. Herrington, NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL, 30(3) 2013
Dr. David E. Herrington, Invited Guest Editor, NFEAS JOURNAL, 30(3) 2013
Dr. William Allan Kritsonis, Editor-in-Chief (Since 1982)
10 11-14 07-12-12 download from lulu.comFritz Glaus
CRazYZoo! is a simple and personally meaningful method of learning about oneself and about others by determining to which of the six classic human types you belong. This helps you to grow self-esteem, open-mindedness and tolerance, and improve your communication and relationship skills. It is written as an action-filled fable in which lions, St-Bernards and foxes help you make important choices as you progress through the story.
An effective and affordable solution for staying fit at home, the office or as you travel. Created by personal trainers with the tools you need. For companies and individuals.
Dr. David E. Herrington, Professor, Texas A&M University-San AntonioWilliam Kritsonis
Dr. Herrington's national refereed article is titled: Leader as Mentor & Coach: Creating A Culture of Excellence and Dignity. Published in the National FORUM of Educational Administration and Supervision Journal, Volume 30, Number 3, 2013.
www.nationalforum.com - Dr. David E. Herrington, Professor and Coordinator of...William Kritsonis
www.nationalforum.com - Dr. David E. Herrington, Professor and Coordinator of Leadership Prohgrams, Texas A&M University-San Antonio, TX - NATIONAL FORUM JOURNALS, Dr. William Allan Kritsonis, Editor-in-Chief
Dr. David E. Herrington, Professor, Texas A&M University-San AntonioWilliam Kritsonis
NATIONAL FORUM JOURNALS
Founded 1982
NATIONAL FORUM JOURNALS are a group of national refereed, juried, peer-reviewed, blind-reviewed professional periodicals. Any article published shall earned five affirmative votes from members of our National Board of Invited Distinguished Jurors and must be recommended for national publication by members of the National Policy Board representing all National FORUM Journals. Journal issues are distributed both nationally and world-wide.
Our website features national refereed articles that are published daily within our National FORUM Journals Online Journal Division. Over 1,000 articles are available to scholars and practitioners world-wide. Over 250,000 guests visit our website yearly. About 56,000 articles are downloaded for academic purposes at no charge. We have about an 88% rejection rate. See: www.nationalforum.com
Founded in 1982, National FORUM Journals has published the scholarly contributions of over 5,200 professors with over 2,000 articles indexed. Our journals are indexed with many global agencies including Cabell’s Directories, ERIC, EBSCO, SWETS International, Library of Congress National Serials Data Program, and the Copyright Clearance Center, Danvers, Massachusetts. Global Website: www.nationalforum.com
Dr. David E. Herrington, NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUP...William Kritsonis
Dr. David E. Herrington, NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL, 30(3) 2013
Dr. David E. Herrington, Invited Guest Editor, NFEAS JOURNAL, 30(3) 2013
Dr. William Allan Kritsonis, Editor-in-Chief (Since 1982)
10 11-14 07-12-12 download from lulu.comFritz Glaus
CRazYZoo! is a simple and personally meaningful method of learning about oneself and about others by determining to which of the six classic human types you belong. This helps you to grow self-esteem, open-mindedness and tolerance, and improve your communication and relationship skills. It is written as an action-filled fable in which lions, St-Bernards and foxes help you make important choices as you progress through the story.
Learn How to Gain Insights and Perspective from Think to Win co-author Peter ...McGraw-Hill Professional
Peter Klein, co-author of Think to Win, and founder of the growth-management consultancy PK Associates, presents Insights--Perspectives. This PPT discusses how to draw strategic conclusions for Consumer Insights.
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Tasti D-lite has put itself on the map through its innovative merging of loyalty programs and social media. The Tasti-D-lite Way, the brand’s Chairman/CEO and VP of Technology reveal key lessons any company can use to build meaningful customer experiences and unprecedented loyalty through fresh approaches to social media marketing.
Using social media to engage customers is only part of the story. Here, readers will learn how to re-engineer businesses to compete and win in the age of social media marketing, and break through from being a brand that’s social friendly to one that forms meaningful, one-to-one relationships with their customers.
A quick look at today’s most pressing business issues through the eyes of Peter Drucker—the father of modern management
As technology, globalization, and business innovation advance at breakneck speed, the question “What would Drucker do now?” becomes more relevant by the day. More than anyone of his time, Peter Drucker understood how the individual, the organization, and society are interrelated. And no one better recognized and articulated the challenges facing all three—or came up with more practical solutions to those challenges.
Since 2007, the Drucker Institute’s executive director, Rick Wartzman, has been asking what Drucker would do on a regular basis— in his popular online column for Bloomberg Businessweek. In each piece, Wartzman introduces a current issue and provides a view of it through the eyes of Peter Drucker, based on his deep knowledge of Drucker’s ideas and ideals.
In The Speed Traders, Edgar Perez, founder of the prestigious business networking community Golden Networking, opens the door to the secretive world of high-frequency trading (HFT). Inside, prominent figures of HFT drop their guard and speak with unprecedented candidness about their trade.
Narrated Business Proposal for the Philadelphia Eaglescamrynascott12
Slide 1:
Welcome, and thank you for joining me today. We will explore a strategic proposal to enhance parking and traffic management at Lincoln Financial Field, aiming to improve the overall fan experience and operational efficiency. This comprehensive plan addresses existing challenges and leverages innovative solutions to create a smoother and more enjoyable experience for our fans.
Slide 2:
Picture this: It’s a crisp fall afternoon, driving towards Lincoln Financial Field. The atmosphere is electric—tailgaters grilling, fans in Eagles jerseys creating a sea of green and white. The air buzzes with camaraderie and anticipation. You park, join the throng, and make your way to your seat. The stadium roars as the Eagles take the field, sending chills down your spine. Each play is a thrilling dance of strategy and skill. This is what being an Eagles fan is all about—the joy, the pride, and the shared experience.
Slide 3:
But now, the day is marred by frustration. The excitement wanes as you struggle to find a parking spot. The congestion is overwhelming, and tempers flare. The delays mean you miss the pre-game excitement, the tailgate camaraderie, and even the opening kick-off. After the game, the joy of victory or the shared solace of defeat is overshadowed by the stress of navigating out of the parking lot. The gridlock, honking horns, and endless waiting drain the energy and joy from what should have been an unforgettable experience.
Our proposal aims to eliminate these frustrations, ensuring that from arrival to departure, your experience is extraordinary. Efficient parking and smooth traffic flow are key to maintaining the high spirits and excitement that make game days special.
Slide 4:
The Philadelphia Eagles are not just a premier NFL team; they are an integral part of the community, hosting games, concerts, and various events at Lincoln Financial Field. Our state-of-the-art stadium is designed to provide a world-class experience for every attendee. Whether it's the thrill of game day, the excitement of a live concert, or the camaraderie of community events, we pride ourselves on delivering a fan-first experience and maintaining operational excellence across all our activities. Our commitment to our fans and community is unwavering, and we continuously strive to enhance every aspect of their experience, ensuring they leave with unforgettable memories.
Slide 5:
Recent trends show an increasing demand for efficient event logistics. Our customer feedback has consistently highlighted frustrations with parking and traffic. Surveys indicate that a significant number of fans are dissatisfied with the current parking situation. Comparisons with other venues like Citizens Bank Park and Wells Fargo Center reveal that we lag in terms of parking efficiency and convenience. These insights underscore the urgent need for innovation to meet and exceed fan expectations.
Slide 6:
As we delve into the intricacies of our operations, one glaring issue emer
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Mats André Zuccarello Aasen, commonly known as Mats Zuccarello, was born on September 1, 1987, in
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at a young age. His mother, Anita Zuccarello, is of Italian descent, and his father, Glenn Aasen, is
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"Of course, you prefer to take players who are fully fit, but that's okay. We want to wait and be patient for some players even if they cannot play in those first matches," he told a press conference. The 37-year-old Vertonghen, Belgium’s Euro Cup 2024 most-capped international with 154 appearances, is struggling to shake off a groin injury.
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Belgium vs Romania: Radu Dragusin Prepares for Crucial Role in Euro Cup Germany
Some of them have taken not one but two steps forward in their rehabilitation," he said. None of the injured players will feature in this week’s warm-up friendlies against Montenegro and Luxembourg. Romania centre-back Radu Dragusin found chances limited at Tottenham Hotspur in the second half of the 2023-24 season.
But is crucial to his country's cause at UEFA Euro 2024 where his aerial ability, physicality and hard graft make him a standout player. The 22-year-old moved to North London from Italian side Genoa in January but was kept on the sidelines by the form of another new arrival for the season, Mickey van de Ven, something Romania coach Edward Iordanescu admitted was a concern.
It will mean limited game-time going into the finals, but Dragusin, who cites Netherlands defender Virgil van Dijk as a role model, started every Euro Cup Germany qualifier as Romania went through the campaign unbeaten in their 10 games. He will be among their most important players in their first game in Germany against Ukraine in Munich on June 17, taking the right centre-back role in what is likely to be a back four.
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The Essential Coach John Wooden
1.
2. PreSeason Letter
to the tea m
JULY 23, 1971
If each of you makes every effort to develop
to the best of your ability, follow the proper
rules of conduct and activity most conducive
to good physical condition, subordinate
individual acclaim for the welfare of the
team, and permit no personality clashes or
differences of opinion with teammates or
coaches to interfere with your or a
teammate’s efforts, it will be a very
rewarding year.
3. X Who I Am Z
I am a lucky man—a teacher. I believe that teaching may
be the most rewarding job on earth. Perhaps the most
important next to being a parent.
What follows is my philosophy of leadership, my
concept of success and how to achieve it, and my
approach to coaching (which is another word for “team
building”). I’ve spent most of my professional life teach-
4
ing all three. All three are bound together as essential
THE
ESSENTIAL
elements of my overall system.
WOODEN In his dictionary, Mr. Webster’s definition of what a
teacher does is illuminating: giving “instruction and
guidance with a specific end in mind until rapid and suc-
cessful execution of assigned duties and tasks is assured.”
For four decades, I tried to accomplish this as a
leader and coach who taught members of the team how
to successfully execute their assigned roles and respon-
sibilities at the uppermost level of their abilities in ways
that best serve the group.
Regardless of the profession, all good leaders strive
for this same result, and I’ve never met one worth his or
her salt who wasn’t a good teacher.
X Leadership’s Greatest Reward Z
Mr. Webster fails to mention that during the process of
being a teacher, coach, and leader, something extraordi-
nary can occur: You will actually create an honest-to-
goodness team, its members joined in a way comparable
4. only to being in a strong family with bonds that last a
lifetime.
That is what I love so dearly about leadership. Over
and over again it allowed me the privilege of building
and being part of that special family we call “a team,” a
group of individuals striving to achieve competitive
greatness and success. I am a lucky man.
5
X The Prerequisite for Leadership Z
LEADERSHIP,
These words are worth consideration. They go straight VALUES,
VICTORY, AND
to the core of a being an effective leader: “Live as though SUCCESS
you’ll die tomorrow. Learn as though you’ll live forever.”
The words convey a fitting sense of energy and
urgency. Don’t squander a single day, and seek knowl-
edge as if you will never die. It is an instruction on how
to be an enlightened leader—one who lasts.
Longevity in leadership is related, in part, to your
love of learning and the sense of urgency you attach to it.
X Leaders Never Stop Learning Z
Ben Franklin made this observation about a fellow he
had known in Philadelphia: “The man died at 25, but
wasn’t buried until 75.” Mr. Franklin was describing a
man who stopped learning early on.
In my field of work the leader is called “a coach.” To
excel as a coach and leader, you must be a good teacher;
to excel as a teacher, leader, and coach, you must remain
a student who keeps learning. You must not die at 25.
5. I believe the key to learning is listening with both
your ears and your eyes. For me, it happened gradually,
but it happened because I was blessed with teachers
worth listening to.
X A Compass for Character Z
We play to win, of course, but what happens prior to the
6 final score is even more important. Whatever I did as a
THE leader, teacher, and coach started with one man: Joshua
ESSENTIAL
Hugh Wooden. He has been my compass in leadership
WOODEN
and life—the person who taught me about the final
score and what precedes and supersedes it.
My father was a remarkable person. In large part
self-schooled (just like Abe Lincoln), he was drawn to
the classics in literature and poetry. He had keen intelli-
gence, common sense, and resilient physical and emo-
tional strength. Dad possessed a near-photographic
memory. I still smile when I remember him sitting in
the kitchen working on a crossword puzzle—in ink.
Rarely did he make a mistake.
He also had a practical kind of wisdom. For exam-
ple, he constantly reminded his four young sons to
abide by what he called his “two sets of three”—simple
directives for good behavior: His first set dealt with
integrity:
1. Never lie.
2. Never cheat.
3. Never steal.
6. Dad’s second set of three was advice on how to
behave when things don’t work out right:
1. Don’t whine.
2. Don’t complain.
3. Don’t make excuses.
His “two sets of three” were evident in his actions.
He was consistent in word and deed, a model of the
strength and self-confidence that comes with character. 7
Joshua Hugh Wooden worked hard to support his LEADERSHIP,
family on our farm in Centerton, Indiana, and though VALUES,
VICTORY, AND
cash was in short supply, we always had food on the SUCCESS
table. Mom canned fruits and vegetables; Dad
butchered hogs and chickens. Even in the darkest days
of winter we might have pork chops, carrots, fresh milk,
and cherry cobbler for supper.
When bad fortune forced us off the farm in 1926,
we moved into nearby Martinsville, where my father
found work at a local sanitarium.
My dad believed that people should have a worth-
while and productive philosophy of life if they are to
amount to anything. Although I fall short in living up to
his teachings, I have found them to be meaningful in every
phase of life—especially when it comes to leadership.
Let me share the primary concepts that stuck with
me when I went out on my own after graduating from
Purdue University—ideas that, in turn, led to my own
approach to competition and success.
I will also share some basics of leadership from two
other men of character who informed my teaching.
7. X Use Strength Quietly Z
Scattered around the farmland where I grew up in Cen-
terton, Indiana, were gravel pits. The county would pay
local farmers to take a team of mules or horses into a pit
and haul out loads of gravel for use on Morgan County
roads. Some pits were deeper than others, and it would
be tough for a team to pull a wagon filled with gravel out
8 through the wet sand and up a steep incline.
THE One steamy summer day a young farmer—20 years
ESSENTIAL
old or so—was trying to get his team of horses to pull a
WOODEN
fully loaded wagon out of the pit. He was whipping and
cursing those two beautiful plow horses that were frothing
at the mouth, stomping, and pulling back from him.
Dad watched for a while and then went over and
said to the farmer, “Let me take ’em for you.” I think the
farmer was relieved to hand over the reins.
First Dad started talking to the horses, almost whis-
pering to them, and stroking their noses with a soft
touch. Then he walked between them, holding their bri-
dles and bits while he continued talking—very calmly
and gently—as they settled down.
Gradually he stepped out in front of them and gave
a little whistle to start them moving forward while he
guided the reins. Within moments, those two big plow
horses pulled the wagon out of the gravel pit as easy as
could be. As if they were happy to do it.
No whip, no temper tantrum, no screaming and
swearing by Dad. I’ve never forgotten what I saw him
do and how he did it.
8. Over the years I’ve seen a lot of leaders act like that
angry young farmer who lost control and resorted to
force and intimidation. Their results were often the
same, that is, no results.
So much more can usually be accomplished with
Dad’s calm, confident, and steady approach. For many
of us, however, the temptation, our first instinct, is to act
like the farmer—to use force rather than to apply
strength in a measured and even gentle manner. Unfor- 9
tunately, in my early years the former—force—was LEADERSHIP,
close in some respects to my own approach as a leader. VALUES,
VICTORY, AND
When I see this quote by Abraham Lincoln, I think SUCCESS
of my dad and that day in the gravel pit: “There is noth-
ing stronger than gentleness.” Dad was a very strong
man with a gentle touch.
Know the Difference between Strength and Force
The biggest motivator is a pat on the back from some-
one you respect—although sometimes that “pat” has to
be a little lower and harder. This is true with a team of
horses; it’s true for members of any team.
Dad understood which pat was necessary and when
to give it. He understood the difference between force
and strength.
Eventually a lot of Dad’s approach became part of
my own leadership—sometimes being firm, sometimes
being flexible, sometimes having the strength to be
gentle, and sometimes having the strength to force
compliance.
9. It takes some maturity—the wisdom of learned
experience—to get it right, but when you do, you’ll see
that although force may on occasion be appropriate,
there is usually nothing stronger than gentleness.
Leadership Strength
Some observers would laugh at the notion that I was
10 ever gentle in my approach to coaching. In one sense,
THE they might be correct. I had a very no-nonsense attitude
ESSENTIAL
and could be stern and demanding; many would say
WOODEN
“strict.” I could also have a gentle approach like Dad’s.
I think I eventually handled criticism in this way, with
tolerance and understanding rather than anger or lashing
out. For example, in 1970 at the team banquet following
the close of our season—one that included a sixth national
championship—Bill Seibert was one of the players who
spoke to the audience that had gathered to celebrate.
His comments included very sharp personal criti-
cism. Among other things, he said that I had a double
standard that favored some players and was lacking in
my ability to communicate with the team.
Then in front of everyone, including me, Bill said
that his years on the UCLA varsity basketball team had
been a very unpleasant experience for him.
I was stunned and embarrassed but not angry. Bill
and I spoke later, and, in fact, soon afterward I addressed
the team and told them of my willingness to listen and
work even harder to be fair and communicative.
10. My response—a productive reaction—was not what
I would have been able to do early in my coaching
career. I had gradually been able to bring more of Dad’s
approach into my teaching.
Additionally, my sincere interest in the lives of those
under my supervision was similar to what Joshua
Wooden might have done. Before practice I’d talk to
individual players: “How’s Mom?” “Did your sister enjoy
her visit here?” “How’d you do in the math test?” Honest 11
communication unrelated to the serious business LEADERSHIP,
ahead—our practice. VALUES,
VICTORY, AND
During practice we practiced extremely hard, but SUCCESS
even then I understood which players needed a gentler
approach to criticism and instruction. (Let me also
assure you this didn’t come easily for me. It takes
strength inside to be gentle on the outside. I was no
softy—not in the slightest—but I gradually was able to
trust myself in following Dad’s example when it was
appropriate.)
Those I taught, all of them, will tell you that our
practices were both businesslike and grueling—extremely
so. I believe they would also say that I was able to utilize a
gentle touch when appropriate and to crack the whip
when necessary.
There is great strength in gentleness—perhaps the
greatest strength of all. Without it, your leadership
begins to resemble the approach of a prison guard
standing watch over a chain gang. Turn your back, and
they’re gone.