John

Woodens
Definition
ITS NOT ABOUT
Definition
of Personal
Success
WINS AND LOSSES
Jon C. Dal ton Insti tute on Col l ege Student Val ues g
Steven Kl euver & Dani el Sheets
Fl ori da State Uni versi ty
JOHN WOODEN
Born: October 14, 1910 Center vi l l e,
JOHN WOODEN
Born: October 14, 1910 Center vi l l e,
Ohi o
Di ed: June 4, 2010
Hi gh School Coachi ng
Record: 218-42 (.838)
Dayton High School (KY) 2 years
First seasons record (6-11)
South Bend Central High School (IN) 9 South Bend Central High School (IN) 9
years
Col l ege Coachi ng
Record: 664-162 (.804)
Indiana State Teachers College 1946-48
UCLA 1948-75
10 National Championships
88-game winning streak 88 game winning streak
Youngsters need good role models more than they need good critics. - JW
JOHN WOODEN
Wrote/co- wrote 8 books on topi cs of
JOHN WOODEN
Wrote/co wrote 8 books on topi cs of
l eadershi p, l i fe, and personal success
Honors
Namesakes
Numerous coaching awards and Hall(s) of
Fame Inductions
The Sporting News Greatest Coach of All
Time 2009 Time - 2009
Presidential Medal of Freedom July 2003
John Wooden Ethics in Leadership Award
2009
Revered for hi s teachi ng methods and
phi l osophi es that appl y as much to l i fe as
to basketbal l
John Wooden is the greatest basketball coach of all time, but what I learned from him had
much more to do with living life than with playing ball. Bill Walton
ADDITIONAL MAXIMS & TEACHINGS
Two Sets of Three
ADDITIONAL MAXIMS & TEACHINGS
Never Lie
Never Cheat
Never Steal
Dont Whine
Dont Complain
Dont Make Excuses
Seven Poi nt Creed
Be true to yourself
Help others
M k h d t i Make each day your masterpiece
Drink deeply from good books, especially The Good Book
Make friendship a fine art
Build a shelter for a rainy day
Pray for guidance, and count and give thanks for your blessing each day
Never mistake activity for achievement. - JW
ADDITIONAL MAXIMS & TEACHINGS
Spi ri t vs Temperament
ADDITIONAL MAXIMS & TEACHINGS
Spi ri t vs. Temperament
Peer Pressure
If they dont
"Ability is a poor man's wealth."
y
respect their
leader, people
just punch the
clock in and
Mistakes occur when
your thinking is tainted
by excessive emotion.
"It's what you learn after you know it all that
counts."
clock in and
out. There is
not clock-
watching
"Be quick, but don't hurry."
when a leader
has respect.
Talent is God given. Be humble.
Fame is man-given. Be grateful.
Conceit is self-given. Be careful.
Nothing is stronger than gentleness
I believe there is no more powerful leadership tool than your own personal example. - JW
Nothing is stronger than gentleness.
GROUP QUESTIONS
Gr oup 1 Wooden bel i eved t hat bei ng a good l eader di dn t equat e t o onl y havi ng
GROUP QUESTIONS
knowl edge about a t opi c. He bel i eved t her e wer e addi t i onal qual i t i es t her e wer e j ust as
essent i al . What ot her qual i t i es do you f eel ar e i mpor t ant f or a l eader t o possess?
Gr oup 2 Wooden bel i eved t he st ar of t he t eam was t he t eam. I n a soci et y t hat st r esses
t he val ue of i ndi vi dual success and compet i t i on, how can we emphasi ze t he r ecogni t i on
f g d i d i di i d l f d g i ? H d t hi of gr oup dynami cs and success over i ndi vi dual per f or mance and gai n? How does t hi s
r el at e t o our wor k wi t h st udent s?
Gr oup 3 How do we hel p st udent s under st and i t s not al l about wi ns and l osses
especi al l y f or a gener at i on t hat has al ways pr i zed and val ued bei ng #1?
Gr oup 4 A r ol e of t he st udent af f ai r s pr of essi onal i s t o t ur n a st udent f r om a number
i nt o one t hat has accessi bl e suppor t and gui dance. Wooden bel i eved t hat t hi s per sonal
i nvest ment was essent i al t o t he over al l per f or mance of hi s t eam. How we can we best
i nvest i n our st udent s t o get t he maxi mum ef f or t f r om t hem?
Gr oup 5 Wooden bel i eved t hat when you l ef t wor k you act ual l y l ef t wor k at wor k At Gr oup 5 - Wooden bel i eved t hat when you l ef t wor k, you act ual l y l ef t wor k at wor k. At
t he same t i me, he expect ed compl et e f ocus and concent r at i on when he was t eachi ng
dur i ng pr act i ce. How do we encour age our sel ves, our st af f and t he st udent s we l ead t o
have a st r ong wor k et hi c, whi l e at t he same t i me exer ci si ng bal ance i n our per sonal
l i ves?
WHAT A LEADER KNOWS
Wooden bel i eved that bei ng a good l eader di dn t equate to
(GROUP 1)
Wooden bel i eved that bei ng a good l eader di dn t equate to
onl y havi ng knowl edge about a topi c. He bel i eved there were
addi ti onal qual i ti es there were j ust as essenti al . What other
qual i ti es do you feel are i mportant for a l eader to possess? q y p p
Knowl edge i s not enough to get desi red resul ts. You must
have the more el usi ve abi l i ty to teach and moti vate Thi s have the more el usi ve abi l i ty to teach and moti vate. Thi s
defi nes ef fecti ve l eadershi p. If you can t teach and you can t
moti vate, how can you be a l eader?
THE TEAM VS. THE INDIVIDUAL
Wooden bel i eved the star of the team was the team. I n a soci ety that
(GROUP 2)
y
stresses the val ue of i ndi vi dual success and competi ti on, how can we
emphasi ze the recogni ti on of group dynami cs and success over
i ndi vi dual per formance and gai n? How does thi s rel ate to our work
wi th students?
I val ue tal ent, and I was al ways l ooki ng for a great pl ayer. But even
more I was l ooki ng for the pl ayer, or combi nati on of pl ayers, who coul d
make the team great. That was my goal : a great team, rather than j ust
a team wi th some great pl ayers. g p y
The team i s f i rst; i ndi vi dual credi t i s second. We have no pl ace for
sel f i shness, egoti sm, or envy.
There s a rol e that each and ever y one of us must pl ay. We may aspi re
to what we consi der to be a l arger rol e, or a more i mpor tant rol e, but
we cannot achi eve that unti l we show that we are abl e to ful f i l l the rol e
we are assi gned.
MORE IMPORTANT THAN WINNING
How do we hel p students understand i t s not al l about wi ns
(GROUP 3)
How do we hel p students understand i t s not al l about wi ns
and l osses especi al l y for a generati on that has al ways
pri zed and val ued bei ng #1?
Fai l i ng to prepare i s prepari ng to fai l . If you prepare
properl y, you may be outscored but you wi l l never l oseYou
al ways wi n when you make the ful l ef fort to do the best of al ways wi n when you make the ful l ef fort to do the best of
whi ch you re capabl e.
Di d I wi n? Di d I l ose? Those are the wrong questi ons The Di d I wi n? Di d I l ose? Those are the wrong questi ons. The
correct questi on i s: Di d I make my best ef fort? That s what
matters. The rest of i t j ust gets i n the way.
INVESTING IN OUR STUDENTS
A rol e of the student af fai rs professi onal i s to turn a student
(GROUP 4)
A rol e of the student af fai rs professi onal i s to turn a student
from a number i nto one that has accessi bl e support and
gui dance. Wooden bel i eved that thi s personal i nvestment was
essenti al to the overal l per formance of hi s team. How we can we
best i nvest i n our students to get the maxi mum ef fort from best i nvest i n our students to get the maxi mum ef fort from
them?
Wooden never l ost si ght of the peopl e si de. g p p
Care, concern, and a sincere consideration for those on your team is a
mark of a good leader. It is not something that makes you appear
vulnerable or suggests softness. On the contrary, it is strength.
People dont care how much you know until they know how much you People don t care how much you know until they know how much you
care.
However, no pl ayer was above the team, regardl ess of abi l i ty.
Love them? Yes. Allow them to hurt our team? No. Thats when
intelligently applied discipline becomes your ally.
WALKING THE FINE LINE
Wooden bel i eved that when you l ef t work, you actual l y l ef t work
(GROUP 5)
Wooden bel i eved that when you l ef t work, you actual l y l ef t work
at work.
My dear wife, Nellie, said she couldnt tell if Id had a good day or a bad
day at practice.
At th ti th gh h i d At the same ti me, though, he sai d,
During practices, I expected total and absolute concentration and
participation in what I was teaching.
How do we encourage oursel ves, our staf f and the students we g ,
l ead to have a strong work ethi c, whi l e at the same ti me exerci si ng
bal ance i n our personal l i ves?
f f I wanted pl ayers to concentrate on other thi ngs fi rst of al l
thei r studi es. But I al so fel t i t i mportant to refresh and recharge
onesel f, not to be so consumed wi th basketbal l that i t becomes a
chore.
QUESTIONS/TOPICS FOR DISCUSSION
Steven Kleuver
QUESTIONS/TOPICS FOR DISCUSSION
Steven Kleuver
skleuver@admin.fsu.edu
Daniel Sheets Daniel Sheets
dsheets@admin.fsu.edu
You never fail if you know in y
your heart that you did the best
of which you are capable. - JW
REFERENCES
Academy of Achi evement (2010, June 21). John Wooden
REFERENCES
y ( , )
Bi ography. Retri eved from
http: //http: //www. achi evement. org/autodoc/pri ntmember/woo0
bi o- 1.
ESPN (2010, June 4). The Wi zard s wi sdom: Woodeni sms . ( , )
Retri eved from
http: //sports. espn. go. com/ncb/news/stor y?i d=5249709.
Jami son, S. The Of fi ci al Si te of Coach John Wooden. Retri eved
from http: //www. coachwooden. com. p //
Wooden, J. R. & Jami son, S. (1997). Wooden: A Li feti me of
Observati ons and Refl ecti ons On and Of f the Court. New York,
NY: McGraw- Hi l l .
Wooden J R & Jami son S (2005) Wooden on Leadershi p New Wooden, J. R. & Jami son, S. (2005). Wooden on Leadershi p. New
York: McGraw- Hi l l .
Wooden, J. R. & Jami son, S. (2007). The Essenti al Wooden: A
Li feti me of Lessons on Leaders and Leadershi p. New York, NY:
McGraw- Hi l l McGraw- Hi l l .