Bill Walsh Quotes

My Standard of Performance — the values and beliefs within it — guided everything I did in my work at San Francisco and are defined as follows: 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.

Be bold. Remove fear of the unknown — that is, change — from your mind.

MY FIVE DOS FOR GETTING BACK INTO THE GAME:
1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long.
2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand.
3. Do allow yourself appropriate recovery — grieving — time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on.
4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami.
5. Do begin planning for your next serious encounter. The smallest steps — plans — move you forward on the road to recovery. Focus on the fix.

MY FIVE DON’TS:
1. Don’t ask, “Why me?”
2. Don’t expect sympathy.
3. Don’t bellyache.
4. Don’t keep accepting condolences.
5. Don’t blame others.

happens everywhere all the time. Have you noticed, however, that great players and great companies don’t suddenly start hunching up, grimacing, and trying to “hit the ball harder” at a critical point? Rather, they’re in a mode, a zone in which they’re performing and depending on their “game,” which they’ve mastered over many months and years of intelligently directed hard work.

And, of course, between the ups and downs, the good times and bad, there are ongoing challenges to keep everyone firing on all cylinders at all times. Not to get too clever, but “consistent effort is a consistent challenge.” There

When things are going best is when you have the opportunity to be the strongest, most demanding, and most effective in your leadership.

Because I tell myself to try harder and harder, to hit the ball better and better. I become a victim of myself and go into a kind of stupor because I’m trying so hard without really knowing what the heck I’m trying to do.

When it comes to telling people what you expect from them, don’t be subtle, don’t be coy, don’t be vague. What is your version of, “Gentlemen, this is a football”?

Of course, if this were some crappy novel, it’d be a bunch of albino Vatican hit men trying to cover up the fact that Jesus’s descendants are a family of Lithuanian shoe salesmen in Perth Amboy and the papacy is run by aliens.

He did not view the organization and the individuals within it as two separate entities, but as one and the same: “People are the heart of your organization,” he instructed me. This perspective affected his leadership profoundly.

Bill Walsh was not afraid of talent. He hired assistant coaches who were extremely good, and he did it with the expectation that they would move on — up to head coaching positions. And in fact, about fifteen of them did. He didn’t feel that you sold your soul to the company store. While you were a 49er, you were expected to give it your all, but Bill was very enlightened in the way he supported the lives and careers of employees beyond just what they could do for his team.

Success doesn’t care which road you take to get to its doorstep.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

but all successful leaders know where we want to go, figure out a way we believe will get the organization there (after careful consideration of relevant available information), and then move forward with absolute determination.

Have there been times when your own ego has turned unhealthy, been pumped up for various reasons into egotism? Have there been instances where you hurt yourself because you got caught up in your self-importance? Be careful. People can sense it, they can see it. When they do, your effectiveness is dramatically reduced. At times it can even be fatal. That’s why it’s worth monitoring in yourself and your staff.