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Abstract

me of Alex Hormozi’s belief that setting goals and KPIs should be based on what you can do, not what you want to achieve. For example, your sales target shouldn’t be making ten sales. It should be making 1000 sales calls.</p><h1 id="a095">A leader doesn’t force things.</h1><p id="5f4e">Phil Jackson believed that power and trust are earned, not granted. He noticed that the more he enforced his ideas or exerted power on his team, the more he lost control.</p><p id="ec8f">So, he delegated authority and nurtured everyone’s leadership skills, paradoxically strengthening his leadership position.</p><p id="d225">This approach can be challenging since leaders need more work to adapt their ideas to their teams. It also requires a lot of courage as it welcomes debates that might obstruct the team’s harmony. But still, it makes everyone engaged in solving the problem and leadership.</p><h1 id="013f">Build a learning culture.</h1><p id="888c">Having a learning culture isn’t a matter of attending courses or workshops. It’s about putting learning at the core of your team’s processes. And Phil Jackson did that better than anyone else.</p><p id="01a4">He believed that the key to sustained success was continuous growth. And this doesn’t happen unless the team is committed to creating something new and moving to the unknown rather than repeating what they always do.</p><p id="71a7">That’s why he mentioned in the book that he adapted his coaching methods to help his team grow as individuals outside of basketball. And the best way to do that is to make the team teach each other. This way, they

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grow together and build their leadership skills.</p><h1 id="1400">Be resourceful</h1><p id="db2d">Being resourceful is a very underrated part of Phil Jackson’s leadership style. He always tried new methods to help his team grow as a unit and stay connected.</p><p id="c90a">He held silent scrimmages to improve the team’s chemistry. Other times, he would ask the players to write essays, reflect on their season, or do the social bull’s eye exercise to understand team dynamics.</p><p id="c2b0">In doing so, he solved an issue facing the team and showed them how to keep an open mind and try new solutions, reinforcing his philosophy as a leader.</p><h1 id="b99c">Don’t be a friend, be friendly.</h1><p id="116b">Being a leader means sometimes you must be annoying and accept that some people won’t like you. Because by the end of the day, your team needs to know you are in charge.</p><p id="2627">That’s why trying to be your team’s friend is a wrong choice. And Phil Jackson’s alternative was maintaining some distance while being compassionate and caring on a personal level.</p><p id="15a0">The book It Doesn’t Have to Be Crazy at Work discussed a similar idea. It mentioned how teamwork is about commitment, not consensus. And that although empowerment is essential, their job is to commit and do what their leader asks them to do.</p><p id="2f62">In the end, what I liked most about Phil Jackson’s book was how he showed that leadership and management aren’t about figuring out the best solution. It’s about human relations and encouraging your team to do the right thing.</p></article></body>

Leadership Lessons From The NBA’s Greatest Coach

How Phil Jackson led one team after another to success on the highest level

Phil Jackson is arguably the best NBA coach of all time. He won 11 NBA titles, leading difficult players under pressure from demanding managers.

His leadership style was effective, yet quite unconventional. He watched his team lose without giving instructions sometimes, held group meditation exercises, and even gave players novels as reading assignments.

In this post, I share five key lessons from Jackson’s memoir “Eleven Rings” that best explain his approach.

Focus on what you can control.

Successful teams understand winning isn’t guaranteed. However, the more correct steps you take, your chances of winning are higher.

That’s why Phil Jackson believed his job as a leader was putting all his effort into creating the best environment for his team to do the right thing.

He used meditation exercises to help his team stay in the moment and focus on what they can do now instead of getting caught up in past mistakes or future aspirations.

This concept reminds me of Alex Hormozi’s belief that setting goals and KPIs should be based on what you can do, not what you want to achieve. For example, your sales target shouldn’t be making ten sales. It should be making 1000 sales calls.

A leader doesn’t force things.

Phil Jackson believed that power and trust are earned, not granted. He noticed that the more he enforced his ideas or exerted power on his team, the more he lost control.

So, he delegated authority and nurtured everyone’s leadership skills, paradoxically strengthening his leadership position.

This approach can be challenging since leaders need more work to adapt their ideas to their teams. It also requires a lot of courage as it welcomes debates that might obstruct the team’s harmony. But still, it makes everyone engaged in solving the problem and leadership.

Build a learning culture.

Having a learning culture isn’t a matter of attending courses or workshops. It’s about putting learning at the core of your team’s processes. And Phil Jackson did that better than anyone else.

He believed that the key to sustained success was continuous growth. And this doesn’t happen unless the team is committed to creating something new and moving to the unknown rather than repeating what they always do.

That’s why he mentioned in the book that he adapted his coaching methods to help his team grow as individuals outside of basketball. And the best way to do that is to make the team teach each other. This way, they grow together and build their leadership skills.

Be resourceful

Being resourceful is a very underrated part of Phil Jackson’s leadership style. He always tried new methods to help his team grow as a unit and stay connected.

He held silent scrimmages to improve the team’s chemistry. Other times, he would ask the players to write essays, reflect on their season, or do the social bull’s eye exercise to understand team dynamics.

In doing so, he solved an issue facing the team and showed them how to keep an open mind and try new solutions, reinforcing his philosophy as a leader.

Don’t be a friend, be friendly.

Being a leader means sometimes you must be annoying and accept that some people won’t like you. Because by the end of the day, your team needs to know you are in charge.

That’s why trying to be your team’s friend is a wrong choice. And Phil Jackson’s alternative was maintaining some distance while being compassionate and caring on a personal level.

The book It Doesn’t Have to Be Crazy at Work discussed a similar idea. It mentioned how teamwork is about commitment, not consensus. And that although empowerment is essential, their job is to commit and do what their leader asks them to do.

In the end, what I liked most about Phil Jackson’s book was how he showed that leadership and management aren’t about figuring out the best solution. It’s about human relations and encouraging your team to do the right thing.