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Finding A Way by Bill Parcells
The National Football League's most successful and celebrated head coach outlines his leadership principles, showing how to win against all odds through preparation, flexibility, delegation, leading by example, and teamwork. 100,000 first printing. National ad/promo.
Hardcover
Published January 1, 1800
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Displaying 1 - 9 of 9 reviews
July 28, 2024
Great inside look at the coaching philosophy of Bill Parcells. Many of the principles he outlines can help you in the 'red zone' of your career. Concepts covering team dynamics and the value of always being ready to address rapid change in a resilient way are examined in depth. A great book for a new manager.
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August 16, 2008Finding a Way to Win: The Principles of Leadership, Teamwork, and Motivation by Bill Parcells (1995)
June 25, 2021
We live in a me-first world. How to I stand out? How do I build my platform? How can I increase my personal brand? Finding a Way was a much needed attitude adjustment. My company doesn't care about my personal brand. They want to know how I can help them win. So there really is no "I" in team. Good advice from a legendary coach.
Notes:
It makes no difference with that philosophy is, as long as it meets the standards:
The philosophy has a sound basic structure
It reflects the leader’s vision and values
It is communicated and accepted through the organization
Most important, it remains in place long enough to allow for success (8)
In an unstable environment, it is especially vital for leaders to articulate their vision for the organization—clearly, explicitly, and often (12)
every organization, whether it’s floundering or ruling the roost, needs a calm, clear vision. Only people inside the group can chart its course; outside voices must be kept in their place (13)
Winners don’t need to be recognized as brilliant; they strive to be dominant (20)
There’s only one unbreakable rule: locate the best path that presents itself at the time, the move ahead without looking back (44)
The first task of leadership is to promote--and enforce – – collective loyalty, also known as teamwork (46)
When selfishness is tolerated, the entire organization is in jeopardy. When leaders stop trimming dead wood, the whole tree soon falls (50)
When there is grumbling in the ranks, shift the responsibility back on to the complainers. Get them to think about how they can help the organization, rather than the other way around (58)
Found money spends a lot better than earned money (60)
for the team-first mindset to take root , it must be reinforced at every opportunity (60)
When taking a risk, explain what you’re trying to accomplish (76)
Confidence is only born of demonstrated ability (86)
Accountability starts at the top. You can’t build an accountable organization without leaders who take full responsibility (94)
Leaders have to work harder than the people they hope to motivate (96)
It’s better to decide wrongly than weakly; if you’re weak, you’re likely to be wrong anyway (100)
Collect all the input you can before big decisions. Then cut the seminar and do what you think is right (101)
Accountable organizations give people room to operate. But when people flounder, the accountable leader doesn’t sit back and watch them fail. He steps in and assumes responsibility, and strengthens them for the next time (113)
Chapter 6: Candor (114)
When people don’t know what their boss is thinking, they assume the worst (115)
When sending a message it’s not enough to be honest and accurate. The impact of the message will hinge on who is receiving it - – and what they are willing to take in at the time (117)
True Candor is the measured telling of the truth, not the open venting of rage (120)
1. Keep your speeches short
2. Air your problems out before they fester
3. Don’t try to tell them everything you know (122)
Not every employee needs to have the company’s big picture in total focus. But they do have to understand their role in helping to reach the leaders vision, and to be convinced to work in the right direction (123)
Washing dirty laundry in public is probably the quickest way to divide your team from within (124)
Confident leaders freely admit their own mistakes. And by doing it publicly, they set an example for others to take responsibility (125)
Praise can be most valuable when it’s merited by someone who is supporting role is often overlooked (126)
Chapter 7: preparedness (135)
The more you prepare beforehand, the more relaxed and creative and effective you’ll be when it counts (137)
People perform most reliably when they are sure they can handle the task at hand – – And that sureness comes only with specific preparation (143)
The road to execution is paved by repetition (149)
Ride your biggest talents hardest (150)
Chapter 8: resourcefulness (152)
Target your opponent’s where they are strongest
Play from your strengths, but keep your options open (162)
Take the first opening that presents itself, but stay ambitious for something better (163)
Chapter 9: humility
in a competitive environment, to remain the same is to regress (181)
More often than not the way to win is also the right way (195)
Chapter 10: self-discipline (197)
The team that makes fewer mistakes will generally get the opportunity to win, even when the opposition has more talent (199)
There is always a way to compete, even against superior forces, but it requires strict adherence to a calculated plan (202)
1. The capacity to get past distractions
2. The willingness to condition mind and body for the task at hand
3. The ability to keep your poise when those around you are losing theirs
to reach a goal as fast as possible, use all deliberate speed (207)
to instill discipline in your loose-cannon talents, try making them responsible for more than their own individual performance (209)
Chapter 11: patience (212)
The disciplined course isn’t always the daring course or the exciting course. It’s the course that gives your organization the best chance to prevail (222)
Notes:
It makes no difference with that philosophy is, as long as it meets the standards:
The philosophy has a sound basic structure
It reflects the leader’s vision and values
It is communicated and accepted through the organization
Most important, it remains in place long enough to allow for success (8)
In an unstable environment, it is especially vital for leaders to articulate their vision for the organization—clearly, explicitly, and often (12)
every organization, whether it’s floundering or ruling the roost, needs a calm, clear vision. Only people inside the group can chart its course; outside voices must be kept in their place (13)
Winners don’t need to be recognized as brilliant; they strive to be dominant (20)
There’s only one unbreakable rule: locate the best path that presents itself at the time, the move ahead without looking back (44)
The first task of leadership is to promote--and enforce – – collective loyalty, also known as teamwork (46)
When selfishness is tolerated, the entire organization is in jeopardy. When leaders stop trimming dead wood, the whole tree soon falls (50)
When there is grumbling in the ranks, shift the responsibility back on to the complainers. Get them to think about how they can help the organization, rather than the other way around (58)
Found money spends a lot better than earned money (60)
for the team-first mindset to take root , it must be reinforced at every opportunity (60)
When taking a risk, explain what you’re trying to accomplish (76)
Confidence is only born of demonstrated ability (86)
Accountability starts at the top. You can’t build an accountable organization without leaders who take full responsibility (94)
Leaders have to work harder than the people they hope to motivate (96)
It’s better to decide wrongly than weakly; if you’re weak, you’re likely to be wrong anyway (100)
Collect all the input you can before big decisions. Then cut the seminar and do what you think is right (101)
Accountable organizations give people room to operate. But when people flounder, the accountable leader doesn’t sit back and watch them fail. He steps in and assumes responsibility, and strengthens them for the next time (113)
Chapter 6: Candor (114)
When people don’t know what their boss is thinking, they assume the worst (115)
When sending a message it’s not enough to be honest and accurate. The impact of the message will hinge on who is receiving it - – and what they are willing to take in at the time (117)
True Candor is the measured telling of the truth, not the open venting of rage (120)
1. Keep your speeches short
2. Air your problems out before they fester
3. Don’t try to tell them everything you know (122)
Not every employee needs to have the company’s big picture in total focus. But they do have to understand their role in helping to reach the leaders vision, and to be convinced to work in the right direction (123)
Washing dirty laundry in public is probably the quickest way to divide your team from within (124)
Confident leaders freely admit their own mistakes. And by doing it publicly, they set an example for others to take responsibility (125)
Praise can be most valuable when it’s merited by someone who is supporting role is often overlooked (126)
Chapter 7: preparedness (135)
The more you prepare beforehand, the more relaxed and creative and effective you’ll be when it counts (137)
People perform most reliably when they are sure they can handle the task at hand – – And that sureness comes only with specific preparation (143)
The road to execution is paved by repetition (149)
Ride your biggest talents hardest (150)
Chapter 8: resourcefulness (152)
Target your opponent’s where they are strongest
Play from your strengths, but keep your options open (162)
Take the first opening that presents itself, but stay ambitious for something better (163)
Chapter 9: humility
in a competitive environment, to remain the same is to regress (181)
More often than not the way to win is also the right way (195)
Chapter 10: self-discipline (197)
The team that makes fewer mistakes will generally get the opportunity to win, even when the opposition has more talent (199)
There is always a way to compete, even against superior forces, but it requires strict adherence to a calculated plan (202)
1. The capacity to get past distractions
2. The willingness to condition mind and body for the task at hand
3. The ability to keep your poise when those around you are losing theirs
to reach a goal as fast as possible, use all deliberate speed (207)
to instill discipline in your loose-cannon talents, try making them responsible for more than their own individual performance (209)
Chapter 11: patience (212)
The disciplined course isn’t always the daring course or the exciting course. It’s the course that gives your organization the best chance to prevail (222)
March 13, 2016
"The Disciplined course isn't always the daring course or the exciting course. It's the course that gives your organization the best chance to prevail." This from the book, Finding a Way to Win, that of course is about, of all things that I enjoy most: football. I absolutely hate discussion of sports (football, basketball, baseball, etc) and don't like watching them on TV, reading them on books, or hearing them in discussions. Just not my cup of tea. But talk about strength training or gymnastics and I want to hear all about it. Regardless of the sport that this book discusses, there is a lot of advice relating to teamwork, leadership and most important of all, its all related to your business. I love reading about business and if I have to read a bit of football or basketball to learn something new about making my business the most successful it can be, chances are good that I am going to pick up that book and read it. One of my favorite sports related/non-fiction/life changing books are by Tony Dungy...what a powerful guy! But this book was great. I got a lot out of it and it really gives you some good advice about working well with others, being the best leader you can be, and ensuring that your organization will come out on top, provided you do the things that this author talks about throughout his book.
October 9, 2020
I enjoyed reading this one. It works really well as a time-capsule of Parcells' thinking in 1995 as coach of the Patriots. I enjoyed learning about his coaching philosophy. Trying to make that philosophy pertain to business was clunky at times. My favourite part was learning about different experiences he had while coaching my favourite team, the Giants. A good read for anyone who is interested in football and NFL history.
May 16, 2008
Read this back in high school when I thought Bill Parcells was the greatest contemporary football coach (go Pats!), I just recently picked it up again and it's still quite relevant...an excellent book on leadership and personal strength and motivation...
August 21, 2016
"Success is never final, but failure can be."
March 2, 2018
I enjoyed reading this book and there are some good ideas simply explained. I a Bill Parcels fan, so there is a bit of bias
December 27, 2020
Great leadership book. A no-nonsense hard hitting, direct style. Hard book to find. I highly recommend!!
Displaying 1 - 9 of 9 reviews