Page 140 - How to Create a Winning Organization

Wooden on Leadership
122
The telephone operator and all others who may perform less
“important” tasks will not feel important unless you, the leader,
teach that them they are valued and explain how their contribution
helps the company as a whole. Individuals who feel they don’t mat-
ter will perform their jobs as if they don’t count. The driver of that
car race doesn’t want the fellow responsible for putting the lug nuts
on correctly thinking that his job doesn’t really count.
Each member of the team is there for a reason, a reason that in
some way contributes to the team’s success. If not, why on Earth
are they on your team in the first place?
I used the racing car comparison to teach our players that all roles
were vital to our success, that everyone is connected to the mission
in some important way. The man sitting at the far end of the bench
and the person who tightens the lug nuts both can make great con-

EXPLAIN TO EACH TEAM MEMBER
PRECISELY HOW HIS OR HER
CONTRIBUTIONS CONNECT TO THE
WELFARE AND SUCCESS OF THE ENTIRE
ORGANIZATION

Many managers and coaches take for granted that people who
work with them know how their efforts help the organization.
This is often not the case, especially for those in lesser roles. Go
out of your way to make them feel included rather than ex-
cluded from the productivity you seek. Thank them for their
efforts—if deserved—and explain why their work matters and
how it contributes to the welfare of the group. You will be sur-
prised by how quickly this raises morale and performance and
creates a team sensibility.