Tapping into the readers emotions – Book #2 “From the Ashes: The Rise of the University of Washington Volleyball Program.”

One of the most difficult things to change is a perception or a belief system or an established way of doing things. In the business world we call this the corporate culture. Once a culture is established, for good or bad, it is very difficult to change.  This is particularly true when a culture has accepted mediocrity or no longer believes it can excel. People become creatures of their environment. They lose hope. A change at the top of the organization is often needed. This change is not usually welcomed by the people in the organization. 

In my hi tech life, I had success in turning around companies that were facing serious challenges. I began to wonder of the 10 principles I followed in business could be used for a nonprofit or athletic organization. I had the opportunity to try out my theory when Jim McLaughlin became the head volleyball coach at the University of Washington (UW). When Jim arrived, the volleyball program was struggling. In my second book “From the Ashes: The Rise of the University of Washington Volleyball Program,” we chronicled how using the 10 business principles where applied with a major university athletic program. The principles worked. UW has been to three Final Fours, won the National Championship in 2005 and have made the Sweet 16, seven times in the last ten years.

The 10 principles are:

1. Everything starts with having the right leader.
2. The leader must clearly articulate his/her vision.
3.  The leader must inspire people to believe.
4. The leader must clearly define what he/she wants to do and what pieces he/she needs to get there.
5. The leader must select the right people and put them in the best position to succeed.
6. The leader must focus on the details and training. Make sure everyone knows not only what to do but how and why to do it.
7. The leader must insist that everything is documented. The organization must be able to operate without key people present.
8. The leader must constantly review all aspects of the operation and make adjustments as needed to stay on course.
9. The leader must continue to bring in people that are better than the ones already in place.
10. The leader cannot lose sight of the goal.

Try them in your organization.