Page 51 - How to Create a Winning Organization

The Pyramid’s Second Tier
same is true for a leader who lacks Self-Control—whose personal 33
discipline is weak.
How did I teach this block of the second tier—Self-Control?
First, by stating clearly that I prized consistency and that Self-
Control was necessary to achieve it. Second, I did not tolerate be-
havior that demonstrated lack of control on the part of any player.
On those occasions when an individual violated this dictum, he
quickly found there was a price to pay.
But, in large part I tried to teach it using the same method that
worked well for my father: his own example. Dad had steely con-
trol of himself, and I sought the same in my leadership. He taught
Self-Control by having it. (For example, in my 40 years of coach-
ing you will not find a player who can honestly tell you that he
heard me use profanity.)
It took me years to reach Dad’s level, but Self-Control became a
most valuable asset in my attempt to deliver consistent perfor-
mance in my coaching. I demanded it of myself and taught the
same to those under my leadership. In fact, as I watched a game
unfold there would occasionally be an almost guilty pleasure in see-
ing our team exert enough pressure to cause the opponent to lose
control. I never wanted to see the situation reversed.
I viewed Self-Control as a sixth Bruin out on the court. This gave
us quite an advantage. It will give your organization a similar edge,

SELF-CONTROL CREATES CONSISTENCY—
A HALLMARK OF GREAT LEADERSHIP

It starts at the top with you, the leader, and must be taught by
word and deed to your entire team. The team must understand
that Self-Control is highly prized; loss of control will not be
tolerated.