On this team, we're all united in a common goal: to keep my job.
A team wins with the elimination of mistakes and with people who want to win and can't stand losing.
My first assistant-coaching job in football was at William & Mary in 1961. The pay wasn't much, so to get $300 more per year, I agreed to coach the golf team. I didn't even know how to keep score, and really, my main job was not to wreck the van on the way to tournaments.
I won't accept anything less than the best a player's capable of doing... and he has the right to expect the best that I can do for him and the team!
If you don't demand that your people maintain. High performances to remain on your team, Why should they be proud of the association?
The freedom to do your own thing ends when you have obligations and responsibilities. If you want to fail yourself - you can - but you cannot do your own thing if you have responsibilities to team members.
The way you motivate a football team is to eliminate the unmotivated ones.
One reason I won't compromise is because I believe honesty helps you win over the long haul. You can win a game tomorrow and lose a team. You can lose a game tomorrow and win a football team.
All winning teams are goal-oriented. Teams like these win consistently because everyone connected with them concentrates on specific objectives. They go about their business with blinders on; nothing will distract them from achieving their aims.
The team that's on defense first (in overtime) has the advantage because they know whether they need a touchdown a field goal or just a score.
After winning, most teams become individuals; most teams become complacent.
You can't motivate a group of people or a Team. You have to motivate people individually, and that motivation has to be in an environment in which that person has a goal - something they want to accomplish in their lives.
If you want to get a deal, negotiate with the teams yourself. Say, "I want this much, and no less, but I'll show up to camp on time." It doesn't seem that hard to me.
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