Page 177 - How to Create a Winning Organization
P. 177

Make Each Day Your Masterpiece
                          index cards containing a detailed schedule of each day’s practice. In  159
                          fact, I was called “The 3 × 5 Man” at UCLA, because the note cards
                          were always with me. I used them to write down the exact minute-
                          to-minute timetable for that day’s practice: who, what, when, and
                          where (including, for example, how many basketballs should be at a
                          particular location on the court at specific times during practice).
                             Some time after practice I would generally throw away my 3 × 5
                          cards after transferring their information into my private notebook
                          for later reference. In Part III of this book, you’ll see examples of how
                          each and every minute was accounted for in my practices at UCLA.
                             Although I no longer have the 3 × 5 cards or notebooks from my
                          years at South Bend Central, the system for organizing time dur-
                          ing my high school practices was the same. I didn’t use 3 × 5 cards
                          in my English classes, but the strict budgeting of minutes within
                          the hour was similar. In fact, as I mentioned, the written format-
                          ting for teaching the English curriculum served as my prototype
                          for basketball practice.
                             I had a fetish about using time efficiently—not wasting it.
                          Bustling bodies making noise can be deceptive. It doesn’t mean that
                          anything is actually being accomplished. Activity must be orga-
                          nized with a productive purpose or goal in mind; otherwise it’s no
                          different from what you’d see on a school’s playground—kids run-
                          ning around, lots of movement but little achievement.
                             I’ve observed hundreds of practices by other coaches over the
                          years. I got so I could tell in minutes whether or not that coach
                          knew how to handle time. There’s a tautness in how things are
                          run—no slackness, sloppiness, or standing around. It’s like sailing
                          a ship whose sails are tight in the wind rather than fluttering in the
                          breeze. It is the effective leader who creates that tautness in an
                          organization.
                             The assistant coaches also carried my 3 × 5 cards that contained
                          the same detailed information. We made sure to hold to our pre-
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