"I've got a dog in that hunt," as we say down South. Let me clear up my biases right away. I started cheering for the University of North Carolina in 1957 when my parents let me stay up late to watch the Tar Heels defeat Kansas for the NCAA basketball championship. I believe Dean Smith is the greatest college basketball coach of all time, as much for his off-court activities as for his on-court expertise. And, Gerald Bell's reputation in the academic and business worlds is stellar. I am a UNC graduate. The sky is Carolina blue.
That said, The Carolina Way is an excellent, easily read examination of leadership based on the lessons Smith learned and taught in 36 years of coaching basketball at the Univ. of Kansas (under the legendary Phog Allen), the Air Force Academy and the Univ. of North Carolina. The format is deceptively simple. Coach Smith writes (with the able assistance of John Kilgo) about a particular aspect of leadership as it relates to his coaching philosophy. One or two former players "speak" briefly to that issue and its affect on them. Dr. Bell then places that aspect into a business context. All three elements combine to create an excellent guide whether you coach youth athletics or run a major corporation.
That said, The Carolina Way is an excellent, easily read examination of leadership based on the lessons Smith learned and taught in 36 years of coaching basketball at the Univ. of Kansas (under the legendary Phog Allen), the Air Force Academy and the Univ. of North Carolina. The format is deceptively simple. Coach Smith writes (with the able assistance of John Kilgo) about a particular aspect of leadership as it relates to his coaching philosophy. One or two former players "speak" briefly to that issue and its affect on them. Dr. Bell then places that aspect into a business context. All three elements combine to create an excellent guide whether you coach youth athletics or run a major corporation.
The book is divided into five general topics: The Foundations; Playing Hard; Playing Together; Playing Smart; and Lessons Learned. Each is then sub-divided into chapters. Playing Hard, for example, includes the following chapters: Caring; Practicing; Recruiting the Players; Honesty; Breaking Bad Habits; and Fun, Fatigue, and the Long Season.
Treating people with dignity, respect, and consistency, always being prepared, and executing the plan were hallmarks of Coach Smith's tenure. Raised by teachers in a small town, he still exemplifies the best of those values today. Smith recruited ("hired") the best players ("personnel") for his team ("business"). Before he signed them to a scholarship, he ensured that each potential recruit knew what to expect. No promises were made, except that success would come from the hard, effective work of the coaches ("managers"), players ("employees"), and "support staff," including team managers and office secretaries. Preparation (coaching/staff development) was extensive; measurable goals (based on effort rather than wins) were established and reviewed daily. Those who worked hard were rewarded with playing time.
Treating people with dignity, respect, and consistency, always being prepared, and executing the plan were hallmarks of Coach Smith's tenure. Raised by teachers in a small town, he still exemplifies the best of those values today. Smith recruited ("hired") the best players ("personnel") for his team ("business"). Before he signed them to a scholarship, he ensured that each potential recruit knew what to expect. No promises were made, except that success would come from the hard, effective work of the coaches ("managers"), players ("employees"), and "support staff," including team managers and office secretaries. Preparation (coaching/staff development) was extensive; measurable goals (based on effort rather than wins) were established and reviewed daily. Those who worked hard were rewarded with playing time.
Everyone from the first-year manager to Michael Jordan were a part of the same team. When a player did not hustle, he might be given a seat at courtside while the team ran wind sprints for him. This reinforced a core philosophy that the team was always bigger than the individual.
Above all, Smith cared about the well-being of every team member. Players from those first teams still come to see or call him for advice and guidance. He was in touch, listening to them when they were young; now they stay in touch. In truth, although he says he did not set out to do so, there is a Carolina Family among those who wore the light blue. Phil Ford says, "I knew when I signed with North Carolina that I was getting a great coach for four years, but, in addition, I got a great friend for a lifetime."
Leaders of the best, most productive businesses are in touch with their employees and keep their eyes focused on their goals.
Coach Smith subscribed to three first principles: Play Hard. Play Together. Play Smart. That defines the mission of each of his teams. If the philosophy and process were followed, the winning would take care of itself. And it did. Smith's teams won 879 games, giving him the most wins of any Division One coach.
Above all, Smith cared about the well-being of every team member. Players from those first teams still come to see or call him for advice and guidance. He was in touch, listening to them when they were young; now they stay in touch. In truth, although he says he did not set out to do so, there is a Carolina Family among those who wore the light blue. Phil Ford says, "I knew when I signed with North Carolina that I was getting a great coach for four years, but, in addition, I got a great friend for a lifetime."
Leaders of the best, most productive businesses are in touch with their employees and keep their eyes focused on their goals.
Coach Smith subscribed to three first principles: Play Hard. Play Together. Play Smart. That defines the mission of each of his teams. If the philosophy and process were followed, the winning would take care of itself. And it did. Smith's teams won 879 games, giving him the most wins of any Division One coach.
Let me briefly outline one example of the Smith philosophy at work and Bell's business leadership response. Chapter 16 emphasizes "Taking Care of the Little Things." These include throwing the inbounds pass with two hands, sprinting to the bench, changing jerseys at halftime, and, always, checking on class attendance and grades (Over 96% of his players have graduated, and one-third have gone on to graduate or professional schools.). Why throw the inbounds pass with two hands? A player could stop the throwing motion and redirect the pass should an opponent get in the way; this is unlikely with a one-hand pass. Smith insisted on punctuality. Nearly 30 years later, Phil Ford still sets his watch according to CST (Coach Smith Time), ten minutes ahead. "Tardiness," according to Smith, "Is the height of arrogance. In effect, you're saying, 'My time is more important than yours.'"
