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Learning from A Master: Review of “Bear Bryant, CEO”

Learning from A Master: Review of “Bear Bryant, CEO”

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    Richard Truman.  2006.  Bear Bryant, CEO.  Sweetwater Press.

    Legendary coaches are great sources of inspiration and wisdom, and Paul W. “Bear” Bryant, the iconic coach of the Alabama Crimson Tide from the late 1950s through the early 1980s, is revered as something approaching a minor deity in the state of Alabama.  There is a museum named for him at the University of Alabama (my alma mater), and every year adds a new pile of books to the literature on the man and his legacy.  Last Christmas, I was given a copy of Bear Bryant, CEO, a short volume that compiles anecdotes and quotes from the great coach’s career.  As one might expect, it’s a very easy read, and its contents are a great source of inspiration even when they are almost creepily reverential at times.  There is much we can take away from the book, and even if you aren’t an Alabama football fan you might find it useful.  Here are a few takeaway points.

    Fundamentals Matter. Bryant, “the master of hard work and determination” (p. 7), was obsessed with perfect fundamentals.  This paid off handsomely everywhere he went and culminated in six national championships during his tenure at the University of Alabama.  Sound fundamentals mean not having to think about the basics and, therefore, having more time and energy to devote to higher-level creative projects.

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    Principles Matter. Bryant was also devoted to principle in part because of the way compromising his principles would change incentives.  When it was suggested by higher-ups that Bryant compromise his principles at the University of Maryland, he resigned instead.  This didn’t seem to affect his job prospects: he left Maryland for the University of Kentucky and went on to become one of the most successful and revered coaches in the history of sports.

    Details and Delegation.  Bryant also noticed the little things and delegated authority where necessary, all the while shouldering blame when things went wrong and making absolutely certain that everyone knew that he was the boss.  The book relates a story about Bryant talking to one of his assistant coaches before a game.  Bryant notices that the wind is a little peculiar and suggests that his assistant take this into consideration.  This illustrates a couple of important things.  First, Bryant paid attention to a small detail that might matter.  Second, he has delegated its analysis to a trusted subordinate.  This allows him, as head coach, to focus on bigger and more important issues.

    Just Do It.  Bryant was a doer, not a dreamer, and he expected nothing less from his players: “(i)t’s not the will to win, but the will to prepare to win that makes the difference.”  This was also reflected on a plaque Bryant allegedly had in his home: “Ask God to bless your work.  Do not ask Him to do it for you.”

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    Know What Your Time is Worth.  Bryant was extremely conscientious about making the best use of his time.  A poem Bryant was fond of sharing with friends is entitled “What I Have Traded”:

    This is the beginning of a new day.
    God has given me this day to use as I will.
    I can waste it or I can use it for good.

    What I do today is very important because I’m exchanging a day of my life for it.
    When tomorrow comes this day will be gone, forever,
    Leaving something in its place I have traded for it.

    I want it to be gain, not loss, good, not evil,
    Success, not failure, in order that I shall not
    forget the price I paid for it.

    For Bryant, every minute of every day was precious.  It’s difficult to imagine him (or, say, Joe Paterno) frittering away a morning on Facebook.

    Always Evaluate What You’re Doing and Don’t Be Afraid to Change.  As the 1970s started, Bryant’s Alabama teams had weathered a few down years and people were wondering if Bryant was washed up.  A few weeks before the start of the 1971 season, he installed the wishbone offense.  This set the stage for unprecedented dominance as the Crimson Tide went on to compile a record of 103-16-1 in the 1970s.

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    There is much to be learned about productivity and discipline from great coaches like Bear Bryant, John Wooden, Woody Hayes, and others.  Bear Bryant, CEO is an interesting contribution to the “management and leadership lessons from coaches” genre, and it will probably be interesting even to people aren’t Alabama Crimson Tide devotees.

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    Last Updated on August 16, 2018

    10 Huge Differences Between A Boss And A Leader

    10 Huge Differences Between A Boss And A Leader

    When you try to think of a leader at your place of work, you might think of your boss – you know, the supervisor in the tasteful office down the hall.

    However, bosses are not the only leaders in the office, and not every boss has mastered the art of excellent leadership. Maybe the best leader you know is the co-worker sitting at the desk next to yours who is always willing to loan out her stapler and help you problem solve.

    You see, a boss’ main priority is to efficiently cross items off of the corporate to-do list, while a true leader both completes tasks and works to empower and motivate the people he or she interacts with on a daily basis.

    A leader is someone who works to improve things instead of focusing on the negatives. People acknowledge the authority of a boss, but people cherish a true leader.

    Puzzled about what it takes to be a great leader? Let’s take a look at the difference between a boss and a leader, and why cultivating quality leadership skills is essential for people who really want to make a positive impact.

    1. Leaders are compassionate human beings; bosses are cold.

    It can be easy to equate professionalism with robot-like impersonal behavior. Many bosses stay holed up in their offices and barely ever interact with staff.

    Even if your schedule is packed, you should always make time to reach out to the people around you. Remember that when you ask someone to share how they are feeling, you should be prepared to be vulnerable and open in your communication as well.

    Does acting human at the office sound silly? It’s not.

    A lack of compassion in the office leads to psychological turmoil, whereas positive connection leads to healthier staff.[1]

    If people feel that you are being open, honest and compassionate with them, they will feel able to approach your office with what is on their minds, leading to a more productive and stress-free work environment.

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    2. Leaders say “we”; bosses say “I”.

    Practice developing a team-first mentality when thinking and speaking. In meetings, talk about trying to meet deadlines as a team instead of using accusatory “you” phrases. This makes it clear that you are a part of the team, too, and that you are willing to work hard and support your team members.

    Let me explain:

    A “we” mentality shifts the office dynamic from “trying to make the boss happy” to a spirit of teamwork, goal-setting, and accomplishment.

    A “we” mentality allows for the accountability and community that is essential in the modern day workplace.

    3. Leaders develop and invest in people; bosses use people.

    Unfortunately, many office climates involve people using others to get what they want or to climb the corporate ladder. This is another example of the “me first” mentality that is so toxic in both office environments and personal relationships.

    Instead of using others or focusing on your needs, think about how you can help other people grow.

    Use your building blocks of compassion and team-mentality to stay attuned to the needs of others note the areas in which you can help them develop. A great leader wants to see his or her people flourish.

    Make a list of ways you can invest in your team members to help them develop personally and professionally, and then take action!

    4. Leaders respect people; bosses are fear-mongering.

    Earning respect from everyone on your team will take time and commitment, but the rewards are worth every ounce of effort.

    A boss who is a poor leader may try to control the office through fear and bully-like behavior. Employees who are petrified about their performance or who feel overwhelmed and stressed by unfair deadlines are probably working for a boss who uses a fear system instead of a respect system.

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    What’s the bottom line?

    Work to build respect among your team by treating everyone with fairness and kindness. Maintain a positive tone and stay reliable for those who approach you for help.

    5. Leaders give credit where it’s due; bosses only take credits.

    Looking for specific ways to gain respect from your colleagues and employees? There is no better place to start than with the simple act of giving credit where it is due.

    Don’t be tempted to take credit for things you didn’t do, and always go above and beyond to generously acknowledge those who worked on a project and performed well.

    You might be wondering how you can get started:

    • Begin by simply noticing which team member contributes what during your next project at work.
    • If possible, make mental notes. Remember that these notes should not be about ways in which team members are failing, but about ways in which they are excelling.
    • Depending on your leadership style, let people know how well they are doing either in private one-on-one meetings or in a group setting. Be honest and generous in your communication about a person’s performance.

    6. Leaders see delegation as their best friend; bosses see it as an enemy.

    If delegation is a leader’s best friend, then micromanagement is the enemy.

    Delegation equates to trust and micromanagement equates to distrust. Nothing is more frustrating for an employee than feeling that his or her every movement is being critically observed.

    Encourage trust in your office by delegating important tasks and acknowledging that your people are capable, smart individuals who can succeed!

    Delegation is a great way to cash in on the positive benefits of a psychological phenomenon called a self-fulfilling prophecy. In a self-fulfilling prophecy, a person’s expectations of another person can cause the expectations to be fulfilled.[2]

    In other words, if you truly believe that your team member can handle a project or task, he or she is more likely to deliver.

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    Learn how to delegate in my other article:

    How to Delegate Work (the Definitive Guide for Successful Leaders)

    7. Leaders work hard; bosses let others do the work.

    Delegation is not an excuse to get out of hard work. Instead of telling people to go accomplish the hardest work alone, make it clear that you are willing to pitch in and help with the hardest work of all when the need arises.

    Here’s the deal:

    Showing others that you work hard sets the tone for your whole team and will spur them on to greatness.

    The next time you catch yourself telling someone to “go”, a.k.a accomplish a difficult task alone, change your phrasing to “let’s go”, showing that you are totally willing to help and support.

    8. Leaders think long-term; bosses think short-term.

    A leader who only utilizes short-term thinking is someone who cannot be prepared or organized for the future. Your colleagues or staff members need to know that they can trust you to have a handle on things not just this week, but next month or even next year.

    Display your long-term thinking skills in group talks and meetings by sharing long-term hopes or concerns. Create plans for possible scenarios and be prepared for emergencies.

    For example, if you know that you are losing someone on your team in a few months, be prepared to share a clear plan of how you and the remaining team members can best handle the change and workload until someone new is hired.

    9. Leaders are like your colleagues; bosses are just bosses.

    Another word for colleague is collaborator. Make sure your team knows that you are “one of them” and that you want to collaborate or work side by side.

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    Not getting involved in the going ons of the office is a mistake because you will miss out on development and connection opportunities.

    As our regular readers know, I love to remind people of the importance of building routines into each day. Create a routine that encourages you to leave your isolated office and collaborate with others. Spark healthy habits that benefit both you and your co-workers.

    10. Leaders put people first; bosses put results first.

    Bosses without crucial leadership training may focus on process and results instead of people. They may stick to a pre-set systems playbook even when employees voice new ideas or concerns.

    Ignoring people’s opinions for the sake of company tradition like this is never truly beneficial to an organization.

    Here’s what I mean by process over people:

    Some organizations focus on proper structures or systems as their greatest assets instead of people. I believe that people lend real value to an organization, and that focusing on the development of people is a key ingredient for success in leadership.

    Learning to be a leader is an ongoing adventure.

    This list of differences makes it clear that, unlike an ordinary boss, a leader is able to be compassionate, inclusive, generous, and hard-working for the good of the team.

    Instead of being a stereotypical scary or micromanaging-obsessed boss, a quality leader is able to establish an atmosphere of respect and collaboration.

    Whether you are new to your work environment or a seasoned administrator, these leadership traits will help you get a jump start so that you can excel as a leader and positively impact the people around you.

    For more inspiration and guidance, you can even start keeping tabs on some of the world’s top leadership experts. With an adventurous and positive attitude, anyone can learn good leadership.

    Featured photo credit: Unsplash via unsplash.com

    Reference

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