Wooden On Leadership: How to Create a Winning Organization

“Reputation is what others perceive you as being, and their opinion may be right or wrong. Character, however, is what you really are, and nobody truly knows that but you.”

In this passage, Wooden refers to his 1959-1960 basketball season at UCLA. While the team ended the season with only a 14-12 record, he considered them a great success because they got the most from their ability. His point is that nobody thought of that team as a successful one except themselves, and that was all that mattered.

“I believe there is no more powerful leadership tool than your own personal example. In almost every way the team ultimately becomes a reflection of their leader. For me, I wanted that reflection to be mirrored in the Pyramid of Success. I attempted to reach it mainly by my own example.”

In Chapter 1, Wooden describes his famous pyramid of success, the diagram he constructed early in his coaching career that contains all the characteristics and personal values that lead to success. While he admits that his pyramid is not the sole reason that UCLA won so many championships, he does argue that it played a very important role.

“A basketball team that won’t risk mistakes will not outscore opponents. The same is true for any organization. Fouls, errors, and mistakes are part of the competitive process in sports, business, and elsewhere. Don’t live in fear of making mistakes.”

In Chapter 2, Wooden describes the characteristics that comprise the second tier of the pyramid of success. One of those characteristics is initiative, which is assertive action taken based on proper assessment of risk.

“The best leaders are lifelong learners; they take measures to create organizations that foster and inspire learning throughout. The most effective leaders are those who realize it’s what you learn after you know it all that counts most.”

Another characteristic in the heart of the pyramid is skill. Skill is more than just the physical aspect but also the mental. According to Wooden, “you must know all correctly” (45). In order to master skill, one must continue to learn.

“There is perhaps no stronger steel than well-founded self-belief: the knowledge that your preparation is complete, that you have done all things possible to ready yourself and your organization for the competition, whatever form it comes in.”

One of the building blocks near the top of the pyramid is confidence. Wooden writes that it “cannot be grafted on artificially”; rather, it is attained only by “pursuing and attaining those assets that allow you to reach your own level of competency—the potential you have within” (51). This underpins Wooden’s criticism of egotism and false confidence as a destructive force.

“Leadership is about more than just forcing people to do what you say. A prison guard does that. A good leader creates belief—in the leader’s philosophy, in the organization, in the mission. Creating belief is difficult to do where a vacuum of values exists, where the only thing that matters is the end result, whether it’s beating the competition on the court or increasing the profit margins in the books.”

In Chapter 4, Wooden discusses values and how good values attract good people. While he acknowledges that results matter, he also argues that if results are prioritized above all else, then people will end up working for the wrong reasons and possibly risk the cohesion of their teams.

“You must have love and respect for those under your leadership if your team is going to fire on all cylinders. We live in a cynical age. Don’t let cynicism preclude love or lead you to believe those under your leadership are simply interchangeable parts to be used and discarded.”

In Chapter 5, Wooden suggests that leaders should use the most powerful four-letter word: love. He explains that while he never violated NCAA recruiting rules, he did ignore rules at the time, “but only in extending a kindness” (83). According to Wooden, “if you don’t think of your team as a family, why should the team think of you as head of the family?” (85). This is an example of Wooden’s deployment of traditional cultural tropes and metaphors.

“I believe effective leaders are, first and foremost, good teachers. We are in the education business. Whether in class or on the court, my job was the same: to effectively teach those under my supervision how they could perform to the best of their ability in ways that best served the goals of our team.”

The title of Chapter 6 is “Call Yourself a Teacher,” as Wooden stresses the fact that leaders in various fields are teachers because they educate others. In fact, Wooden points out that there is little difference in technical knowledge between leaders in the same field but that the difference can be seen in their ability to be an effective teacher.

“A leader who is ruled by emotions, whose temperament is mercurial, produces a team whose trademark is the roller coaster—ups and downs in performance, unpredictability and undependability in effort and concentration; one day good, the next day bad.”

Wooden titles Chapter 7 “Emotion Is Your Enemy.” He writes that he prizes intensity but fears emotionalism. In leading his teams this way, Wooden tried to set an example himself. He writes that he wanted “those under [his] leadership to see [him] on an even keel—intense, of course, but even” (108).

“Managing egos—the over—and underinflated, the forceful and the fragile—is one of the great challenges facing any leader.”

In Chapter 8, Wooden discusses one of his primary themes in Inclusion and the Greater Good as Fostered by Collaborative Teamwork. He begins the chapter by describing the difference between a great team and a team full of great players. He stresses the fact that putting a team’s welfare ahead of one’s own personal desires “runs counter to human nature” and that “thinking in terms of ‘we’ rather than ‘me’” is precisely what is required for true success (119).

“Acknowledging top producers does not always have to be done publicly. It is often more effective for a leader to praise their outstanding performance when others are not around. It gives the ‘superstar’ deserved recognition without creating envy or resentment. Conversely, praise for those in lesser roles is often maximized by doing it in a more public manner.”

Another primary aspect of Chapter 8 is the issue of praise and criticism. Wooden’s philosophy concerning this is relatively simple in that he believes that superstars get plenty of credit and praise for their performance but that role players do not, despite how valuable they might be. This is an example of Wooden’s emphasis on balance and his willingness to break with accepted and normal methods of coaching.

“High performance and production are achieved only through the identification and perfection of small but relevant details—little things done well.”

According to Wooden, little things make big things happen. Leaders must teach those under their supervision this fact, and when sloppiness occurs, blame rests with the leader. Wooden argues that leaders also must teach their team that “there are no big things, only a logical accumulation of little things done at a very high standard of performance” (135).

“Balance and moderation are most essential to your organization’s strength and survival. The most effective leaders focus on the right details in a balanced way. If you are engaged in a complex business, enlist the help of others to ensure that details are executed properly.”

The theme of balance runs throughout Wooden’s work—not just Balance as a Counter to Performance Pressure but balance in general. In Chapter 9, he makes the point that little things are extremely important, but a leader must know not to focus too heavily on little things at the expense of other things.

“I believe effective organization—time management—was one of my key assets as a coach. In fact, organization was perhaps my greatest strength. I understood how to use time to its most productive ends. Gradually, I learned how to get the most out of every minute.”

According to Wooden, “time is finite; its potential infinite. The quality of your allocation and execution of time determines the level of your success” (157). Throughout Chapter 10, he discusses the importance of time management and how important it is for leaders to master it for success.

“There are times when threat of penalty is effective for both schoolboys and adults. Most often, however, a leader resorts to punishment because he lacks an understanding of its limitations as well as the skills necessary to create motivation based on pride rather than fear.”

Chapter 11 is titled “The Carrot Is Mightier Than the Stick,” as Wooden discusses motivation and punishment. He explains that while punishment has a place and a role, a different system of motivation is more effective. That motivational tool, according to Wooden, is a “well-chosen carrot” because it is more powerful and longer lasting.

“Leaders need leeway in dealing with different individuals and situations. Those who use suggestions and teachings rather than being locked into a long list of rigid rules can develop far more productive relationships with members of the team.”

One of the primary reasons why Wooden favors firm suggestions over strict rules is that when an individual knows exactly what the penalty is for something, they will measure the risk against the reward. Wooden eventually began to use common sense in doling out punishment and discipline, but he was very rigid in having strict rules with clearly defined consequences.

“The old UCLA Men’s Gym gave me an excuse for accepting our performance results. Think about your workplace and the people under your leadership. Are you holding your team back with misconceived notions and false limitations? Identify and then eliminate them. Seek solutions rather than excuses.”

In Chapter 13, Wooden provides an anecdote detailing how he was held back by the false belief that his team could not compete for a national title without a good facility to play in. While it was a huge obstacle, his team nearly achieved the ultimate goal under those circumstances. From that point on, he never allowed UCLA’s lack of facilities to be an excuse for not winning it all. This passage is an example of how Wooden details his own mistakes as learning tools for the reader.

“As a leader, you must be confident enough to employ individuals who aren’t afraid to speak up and voice their opinion.”

Also in Chapter 13, Wooden argues that leaders must look for “yes” men who will say “no.” He points out that while it is important that individuals embrace your overall philosophy, it is also important that they have their own opinions. Wooden provides an anecdote detailing one such instance when an assistant coach suggested that the Bruins begin employing a full-court press defense. Wooden took his advice, and it made the team much better.

“The surest way not to win 94 games in a row (or even two games in a row) is to start thinking about it—to be looking up at that scoreboard and out into the future.”

Wooden refers to UCLA’s NCAA record of an 88-game winning streak from 1971 to 1974. Early in the streak, a sportswriter opined that the Bruins could conceivably win 94 consecutive games. Such predictions go against Wooden’s philosophy because it takes focus off the present and makes success the sole goal.

“Although you may not be able to control what fate brings your way, you can control how you react and respond to it. At least, you should be able to.”

In Chapter 15, Wooden discusses adversity and fate and makes the point that how one responds to adversity is what matters. He draws a parallel to Shakespeare’s Hamlet to express how adversity should never be an excuse to hide or quit.

“An effective leader achieves positive and productive results with criticism. The leader who is less effective uses criticism in a heavy-handed manner that only compounds the problem. Thus, a leader must both know how to deliver criticism and teach others how to receive criticism.”

Wooden explains that “giving criticism is an essential part of being a leader” (245). However, he also notes that criticism not delivered correctly can have the opposite effect of what was desired. Delivered only by the leader, the criticism should be business like, avoid personal remarks, and not be used to embarrass someone.

“Past achievements for any leader or organization will occur again in the future only equal, or greater, effort. The leader whose teams achieve success must work hard to eliminate complacency among those in the organization.”

Another aspect that Wooden discusses in his “Lessons From My Notebook” section is “inoculating against infection.” What he means by this is to not assume that past success will happen again in the future. Expecting success to continue without putting in the hard work is complacency.

“The relationship between a leader and those in the organization determines in many ways whether success will occur.”

In the final section of his work, Wooden lays out eight steps to good relations. For the most part, he stresses common sense for good relations between a leader and those under them. The first of these steps is to maintain a close relationship with team members while ensuring that their respect is kept. Other steps include maintaining discipline without becoming dictatorial, studying and respecting the individuality of members, showing approval, and analyzing yourself and your own actions.