The Most Important Thing a Coach Can Do

Jon Gordon

I was having dinner with Doc Rivers, the head coach of the Los Angeles Clippers, and I asked him what was the most important thing he does as a coach. He said, “I communicate to my team. Not just collectively as a team but individually. I have to know where each person is in order to lead them where I need them to be. Since I communicate often with them, I know who is struggling with a personal issue. I know who needs encouragement. I know who needs to be challenged.” I then asked Doc what he would like to improve upon as a coach. He said, “I would like to improve my communication.” I was blown away. Here was a coach who was considered by many as the best communicator in sports and he wanted to get even better. It demonstrates how important communication is and how much every leader needs to focus on it.

Communication is the foundation of every great relationship. Communication builds trust. Trust generates commitment. Commitment fosters teamwork, and teamwork delivers results. Without great communication you don't have the trust to build a strong relationship. And without strong relationships you can't have a strong team. In fact, most marriages break down because of poor communication. Most teams break down because of poor communication. I have found that where there is a void in communication, negativity will fill it. Without great communication, negativity fills the void and it breeds and grows, resulting in negative contagious energy that quickly spreads. The key is to follow Doc Rivers' advice and make communication a huge priority. When you do, you'll realize that relationships are the foundation upon which winning teams are built and communication begins the relationship developing process. Having worked with Mike Smith all these years, one of the things I admire most about him as a leader is the way he communicates with his team. Even though he wouldn't tell you this, one of the popular phrases you hear from his players and all who know him is “Everyone loves Smitty” (that's his nickname). One of the reasons why they love him is because he communicates so well, and now you can hear from him in his own words how he does it.

One-on-One Communication

Mike Smith

I love what Doc Rivers told Jon about communication. It resonates deeply because communication is one of the key foundations of my leadership style and philosophy. As I mentioned earlier in the book, when I first took over as head coach I met with everyone in the organization and also with each member of my team. In the basketball world you only have 12 to 20 players. However, in football you have a larger team and it makes communication much more challenging. But if you want to win in the locker room and on the field or court, you have to do it.

When I became head coach, during the first 45 days or so, while Thomas and our staffs were working to calibrate the roster it was important to meet with as many players on the roster as possible. This was a team that had three different head coaches in a period of 12 months. The coach before me resigned before the season was over. The players felt abandoned, and to say trust was lacking would be an understatement. The meetings with the players were spread out over a three-week period. It was very time consuming, but it was the best way to learn about the culture and the other dynamics that were impacting the team on and off the field. I also wanted to get feedback on why the Falcons had struggled with consistency, so I asked the same questions of each player:

• Do we have the players on the roster to be a playoff team?
• Is there a burning desire on the team to be the best that they could possibly be?
• If not, why do you see it that way?
• Is the team a group of men that enjoy being around each other?
• Is this a group of individuals who happen to wear the same colored jersey and helmet or a team?
• Are the guys on the team having fun?
• When you were not getting the results that you wanted, how did the players deal with it?
• Do they take responsibility or do they point the finger at others?

While these types of questions often make people uncomfortable and usually result in politically correct answers, I was looking for honest, engaging dialogue from guys who wanted to get better—and thankfully I found it. One of the best conversations I had was with Todd McClure (nicknamed Mud Duck), a seventh round draft pick in 1999 who had been the starting center since 2000. Mud Duck was a no-nonsense veteran player who from the very first meeting was transparent and shared his views on why the Falcons had struggled in years past. He and a handful of other veterans were really instrumental in helping Thomas and I address some of the issues that had affected the Falcons negatively in years past. The conversations and communication with our team were some of the most important things we did to rebuild the Falcons. It created the pathway to stronger relationships and a much stronger team.

Please know that I realize it's not easy to consistently have one-on-one communication with everyone in the organization. I realize you can't meet with everyone all the time, especially if you lead a large organization. The key is to meet with your leadership team and the people you lead directly, and then make sure they are communicating well with the people they lead. If everyone does this throughout the organization, relationships, teamwork, and performance will improve dramatically. I'm also a big believer in having an open-door policy to encourage interaction and let everyone know that you are always available to talk. This lets your team know that you are always there for them, and when you make the time and effort to communicate with them it comes back to you tenfold. Besides, the only way to really get to know your team and have them know you is to interact with them one on one.

Listening Enhances Communication

Mike Smith

People often think of communication as talking, but for me it's all about listening. The best communicator is not the person who is the most eloquent speaker, but the person who has the ability to listen, process the information, and use it to make decisions that are in the best interest of the team and organization. The best listeners truly hear what a person is saying and trying to convey.

An example of listening that really made a difference for our team happened in one of our over-30 club meetings (for players age 30 and older). This group of players on the team had the most experience in the NFL and they were leaders and mentors. We would have four to six meetings throughout the year to discuss how our team was functioning, and it was a great time to listen to the challenges we were facing, learn more about one another, and listen to new ideas from the players' perspective. During the season in 2010, we had a discussion about our daily in-season schedule. The players wanted to start our workday a few minutes later in the morning and shorten the amount of time between our morning session on the field and the afternoon practice. The group had a number of compelling reasons for the adjustments. I listened and heard what they were saying. Their point of view on the sequence of the practice day had merit and their suggestions were discussed with the coaching staff. We incorporated the changes they suggested into our daily schedule, and doing so helped us operate with much more efficiency on and off the field. We started to play our best football of the season and were a team that was well rested as we headed into the playoffs that year. When you listen and hear what your team members are saying, you open the lines of communication and develop a team that is “all in.” Your team feels heard and buys in to your leadership because they know and feel that they are a part of the process of building and sustaining success.

One of the keys to listening and communicating is to ask the right people the right questions. For example, each week I would visit with Matt Ryan to make sure that he felt comfortable with the offensive game plan. I wanted to be certain that he felt great about it and was confident that every play on the call sheet was going to work. If he didn't, I would get his input and suggestions and discuss them with our offensive coordinator and offensive staff. It was important to get feedback from Matt and other key members of the team. While doing this we made sure we were looking at game plans from different perspectives and coming up with the best strategies that utilized his and our team's strengths to win. It also let Matt know that I was in his corner and would do whatever it took to help him be successful. One of the most important relationships in football is the one between the head coach and the quarterback, and Matt and I developed a great relationship that continues to this day. It didn't start with me talking. It started with me asking questions and listening. Of course, I also made sure I asked questions and listened to my coaches and coordinators. They knew I communicated with both them and the players. By doing so I was able to learn a lot more, which led to more questions and more helpful answers. As a head coach you must trust your coordinators and not micromanage, but you must also question them and question your team to ultimately make the best decisions. Just as Abraham Lincoln would ask his advisors questions and receive different ideas and competing strategies before eventually making his decisions, coaches and all leaders must do the same.

What's the Temperature Today?

Mike Smith

To be the most effective leader possible, you have to take the temperature of the building. I am not talking about what the thermostat reads. I am talking about the pulse of the team and the energy in the building. Oftentimes leaders will only concern themselves with the temperature of the organization when things are not going well. This can be a big miscalculation. It is just as important to know what the vibes are when things are going well.

In athletics the pulse can be different every day based on the result of the previous game, the day of the week, the practice schedule, or the news cycle. It can change in the off-season as the roster is being calibrated, and fluctuate during the playoffs as the pressure mounts. The dynamics of an organization, whether in sports or business, are always changing and as the leader, you have to be prepared to manage the ebbs and flows that occur by taking the temperature each day. Having an accurate assessment of the mood of the building at all times will allow you to make the best decisions for your team or organization.

To do this you want to use all the resources that are available to get a read on the building. You don't want to just rely on a few leaders and decision makers to get your information. Players will act differently in the presence of the head or assistant coach than they will if the coach or supervisor is not around. The best way to gauge the temperature is to have different “thermostats” around the building. Members of the training staff, equipment managers, communications staff, and the player development team are invaluable. I would literally walk around and ask these people, “What's the temperature today?” and they would share priceless information. I became aware of many different situations, both positive and negative, by asking what the temperature was and having these conversations. I found out from the equipment staff that one of our players was really angry about something. I discovered from the training staff that one of our players was having off-field challenges. I learned of internal conflicts between players. I listened and heard that certain players were really pessimistic after a loss. By asking what the temperature was I not only learned more about the team but I also engaged different people throughout the organization and reinforced the fact that they were part of the process of being the best organization possible. This helped our organization operate at the highest level and deal with potentially negative issues before they impacted our culture and performance.

As a leader you can't just speak to other leaders who have a similar vantage point as you. You have to engage people who are closest to the potential challenges facing your organization. You have to ask questions, listen, and learn, and then decide how to use the readings to make decisions going forward.

Leading by Walking Around

Mike Smith

A big part of taking the temperature of the building is leading by walking around. You can't make great decisions by sitting in your office. The most effective leaders are the ones who are mobile and visible throughout the building, not just in the office but also in the training room, locker room, and cafeteria. You lead by leaving a footprint in every area of the building. When you interact with your team and organization all over the building you break down that separation of upstairs and downstairs, office and locker room.

Each day I made a couple of trips to the training room to visit with players who were getting treatment. When players are in the training room during the season, they fall into one of four categories. The first is that they are injured to the extent that they will not be able to play anymore this season. The second is that they are definitely out for the upcoming game or longer. The third is that they are injured and have a chance to play in the upcoming game. The fourth is that they are receiving maintenance treatment and will be available to play. I always wanted them to know that regardless of their individual situation I was concerned and interested in how they were doing, regardless of their practice status. Some of the best conversations I have had with players have taken place in the training room.

The visits to the weight room were of equal importance. It let them know the work that they were doing with the athletic performance department was a huge part of the success of the organization. In fact, depending on the time of year, assistant coaches and members of the personnel staff would be using the weight room at the same time. This was just another way to strengthen the culture and communication in the organization.

The cafeteria is another opportunity to have conversations with the players in a different setting. Sitting down and having a meal with someone allows for conversations to take place in a more comfortable atmosphere. I learned a lot and developed great relationships with my players just by talking to them during meals.

And of course I spent a lot of time in the locker room. I would often walk in and just look around to see who was talking to who, what the energy was like, and what the overall mood of the team was. I felt that these different views of the building were essential. If you make visits to these different areas, you will be amazed by what you will find out. You will be able to feel the pulse of the team and learn who is connecting and what potential issues are arising. Once the issues are identified, you can confront them before they become bigger problems that can sabotage the team dynamic. I realized that a big part of winning in the locker room is making sure you know what's going on down there and shaping the team and culture before it shapes you.

Communicating the Message

Mike Smith

Beyond one-on-one communication, a big part of any coach's job is to share key messages, themes, and principles with your team. Each year we had a theme for the season that we presented to the team during the off-season. We would also have weekly themes and messages that were presented at the Wednesday team meeting and were applicable to the upcoming game. While there are many ways in which you can present the yearly and weekly messages, it's critical to make sure that you drive the message home the first time you present it. Then, after the first presentation, you want to make sure you reinforce the themes and messages over and over again, almost until they become annoying to the players. You have to say them so often that they become ingrained in their minds. You want these themes and messages at the forefront of the thoughts of every player, coach, and member of the organization for the entire season.

It is also essential that your leadership team (in my case it was the assistant coaches) also share and reinforce the same messages with the team. The message can't come from only one person and you can't have different messages coming from different leaders. Every leader in the organization must be echoing the same beliefs and sharing the same message, especially the mentors and leaders in the locker room. The message must be consistent both in spoken words and actions. Coaches and leaders can't just talk about the message, they must model the message. If you don't live it, neither will your team. But if you are consistent with your messages in words and deeds you will build trust and strengthen your culture and team. Consistent messaging is essential to a team's success.

People often ask me how a leader knows if the message is getting through and I tell them it's simple: You know that the message was accepted by the team when you hear it being talked about in the locker room, on the practice field, in the cafeteria, the training room, and to the media. I loved it when I would hear a player in an interview on television echo the message we had been consistently reinforcing. When the message becomes something that you are hearing from the players over and over again in the media, then you know that they have bought in and are all in.

One of the ways we would present a theme for the season was by presenting “challenge coins” to the players and coaches. This was something we also did for the defensive players in Jacksonville when I was the defensive coordinator. Dave Campo, who was the former head coach of the Dallas Cowboys and longtime assistant coach in the league, was the one who came up with the idea and we started doing it in 2005. One year in Jacksonville the theme for the year was “mastering the fundamentals of your job and playing with unity on the defense.” That year we had the best season, statistically, out of Dave's and my entire tenure with the Jaguars. The reason behind our success was that we played as a unit and each player's focal point was to be the most fundamentally sound team in the NFL. In Atlanta during my first season in 2008, the theme was to “embrace the process.” That was the messaging that was given over and over to the players, fans, and media. It was quite amusing when members of the media started likening it to a buzzword because you heard it from everybody in the building at our complex in Flowery Branch. You could tell they were almost bored with the interviews because we said the same thing over and over again. They wanted more, but that's all they got. They didn't like it but I did. That is when you know that message was driven home. Mission accomplished.

The Power of an Outside Voice

Jon Gordon

To add to Mike's thoughts about communicating your message to your team, it's also key to have outside voices reinforce the messages and themes that you are sharing. I once had a CEO say to me, “Jon, never underestimate the power of an outside voice.” I had just spoken at his company's annual meeting and he said, “We brought you here to reinforce our message. Our folks get tired of hearing us say it, but when it comes from an outside voice it's new, fresh, and exciting.” I knew exactly what he was talking about. My kids have little interest in what I have to say. From what many parents tell me, I know I'm not alone. So, besides writing inspirational messages on whiteboards in my children's rooms, I've resorted to outside voices to reinforce the message and principles I want to share with them. I have found coaches, tutors, mentors, experts, and others to encourage, coach, teach, challenge, and bring out the best in my children. There's something about the power of an outside voice and it's beneficial to use a few to share and reinforce important principles and messages with your team. The more times they hear it, from different people, in different ways and styles, the more it will resonate. Videos, books, music, and speakers are great resources to tap and share with your team.

The Enemies of Great Communication

Jon Gordon

If you are like me and most leaders you'll realize after reading this section that you need to do a better job of communicating with your team. You know you fall short but you are not quite sure why. Well, we would be remiss if we didn't share with you the enemies that prevent us from communicating well. You see, you can have the best intentions in the world to communicate with your team and create a communication plan; however, if you don't deal with the busyness and stress that sabotage your communication, your team will suffer. When you are busy and stressed you activate the reptilian part of your brain. The reptile is all about survival and so are you when you are busy and stressed. When you activate the reptile, you don't think about communicating with others and developing relationships. Your only focus is your own survival. So you spend each day merely trying to get through the day and survive instead of helping your team thrive. The key is to be aware that these enemies exist, take a deep breath, slow down, and make communication a priority. Other things may be urgent but remind yourself that communication is what matters. Research says that you can't be stressed and thankful at the same time. So breathe, practice gratitude, and in the midst of busyness find mindful moments of calm to make communication and connection happen. You and your team will be glad you did.

Communication Must Lead to Collaboration

Mike Smith

The first head coach that I worked for in the NFL was Brian Billick, and he was the best communicator that I have ever been around. He was a great listener and encouraged conversations and even debates between the staff and the players. It was these conversations that not only led to great game plans each week but also to a feeling of inclusion among staff and players. When staff members and players are included, they take ownership of the process. When you have buy-in during the week—from everyone involved in planning and implementing the game plan—you eliminate the second guesses that can emerge after a loss. That's why I communicated with key players like Matt, Roddy, Julio, Spoon, Brook, Osi, and Kroy each week, in addition to my coordinators and coaches.

After winning the 2000 Super Bowl, the Baltimore Ravens' staff had three assistants (in addition to me) who went on to be successful head coaches in the NFL: Marvin Lewis with the Cincinnati Bengals; Jack Del Rio, first with the Jacksonville Jaguars and now the Oakland Raiders; and Rex Ryan, first with the New York Jets and now the Buffalo Bills. In Baltimore, Marvin Lewis was the defensive coordinator. We had a very good staff and arguably one of the best defenses in the history of the NFL. Marvin was the coach who called the plays for the defense. On game day he was the absolute best I have been around. He would call an almost flawless game and put our team in great situations to make plays. Marvin had a way about him that included everybody on the defensive staff in the process of putting together the game plan. Brian had created the structure that encouraged the communication and Marvin implemented it with the defensive staff and players.

In addition to coaching their position groups, every member of the defensive staff had specific responsibilities for presenting to the rest of the staff and players in meetings. As an assistant you took ownership of the area you presented. If you were responsible for short yardage and goal line you took it personally if we did not play well in those situations. This collaboration not only helped us work better together, it also prepared us to become future coordinators and head coaches.

This structure also included involving the players. The players' perspective is important because they are the ones who will have to go out and execute the specific plays the defensive coordinator calls. You want the players to have confidence in the defensive calls and there is no better way than to encourage them to have input into the game plan.

During my time with Baltimore and Jacksonville and my years with the Falcons, I became increasingly convinced that it's not just communication that helps a team be successful, but rather the collaboration that follows. Communication without collaboration can lead to underperformance, but when you have a collaborative team that works closely together in an effort to be great, you produce something very special. Collaborative teams and organizations are also much better prepared to deal with the ever-changing dynamics that are caused by both internal and external factors. So don't just communicate—make sure you and your team are also collaborating to be your best.