I came across a marvelous article about former and late NBA and Utah Jazz center Mark Eaton. Mark was a key component of the Jazz teams of the 80s and early 90s. He is the NBA/ABA career leader in blocks per game. However, his story was not a smooth path to such success.
I'll let you read Mark's story from working as a mechanic to a junior college and UCLA player and, eventually, an intimidating force in the middle for the Jazz. However, what's key in this article (and his book) are the 4 commitments he's outlined as needed in order to be successful as an individual and a team.
- Know your job
- Do what you've been asked to do
- Make others look good
- Protect others
Each of these spoke to me in different ways.
Know your job
As leaders and/or coaches, this is critical for those in your charge as well as for yourself. Your job is not to do everything or tell people how to do things, but to figure out how to maximize the capabilities of each individual, the team or organization as well as yourself.
For those that have a more egocentric view of their role and its importance, this understanding can become clouded. Too many times, such leaders don't pay enough attention to commitments 3 and 4. Service to others, making them look good and protecting them rather than pushing for your own success or recognition, is key to good leadership.
Helping others understand their role (as well as providing them opportunities to excel and expand) within the constructs of the mission of the team/organization is important for long-term success.
Do what you've been asked to do
What spoke to me in Mark's story the most were the words about asking questions, seeking clarity and expectations. Many times, all of us have tendencies to rush into a task without consideration to the 'why', the end goal and to how it might be able to be accomplished most effectively. Loving the process of gaining clear understanding of what is needed in fulfilling a role and Respecting how tasks can be done most effectively can bring great benefits.
A solid leader/coach needs to set forth a culture where those questions and debate are encouraged, not only in a straight line between player and coach, but amongst many on the team. The more all understand the expectations of the others and how they are dependent on one another, the better you can become as a unit.
Make others look good
Making others look good is a demonstration of the fundamental leadership force of Service (see video below). How can you understand how to make others look good, make them better at their job and benefit the team? This isn't always being the last line of defense like Mark was, but it may be working with those you lead on how best to make them more capable, working with them on that plan and holding them accountable to a level of performance and behavior that allows good habits to form.
Protect others
I think this one becomes a little misconstrued and misused. Many times, leaders, coaches and team members believe this is to circle the wagons and keep others from harm - fighting for your tribe. However, I think this practice can be destructive when it protects poor behavior and decisions. Such protection will gradually bring down quality performance because it lowers the bar of accountability. Protecting execution of mission-driven activity elevates performance because others can strive further in their efforts with the trust and knowledge you are there to help when good mistakes happen.
I really enjoyed the way Mark Eaton played and appreciate him more now that I understand a little bit more of how his journey brought him to where he is.
