You Sink to the Level of Your Training

Coach Don Meyer on Keys to Winning the State Championship

10 Pointers for Winning A State Championship:
1. Get there
2. When your team gets there--it's not a big deal
3. Do what you did to get there
4. Be aggressive
5. Rest
6. Give no easy baskets
7. Get easy baskets
8. Make FTs
9. Make lay ups
10. Give your team a reason to win.

Basketball Circuit Shooting Workout for all Skill Levels

Here's a shooting workout that I've recently put together for basketballforcoaches.com. Its for beginner, intermediate, and advanced basketball players and focuses on shot mechanics, balance, and footwork. You can download and print this workout in PDF format.

Link: http://www.basketballforcoaches.com/ryan-walker/ 

Enjoy,
Ryan
ryanwalkerbasketball.com

What it Takes to be Great by Geoffrey Colvin

FORTUNE:
Secrets of Greatness

What it takes to be great

Research now shows that the lack of natural talent is irrelevant to great success. The secret? Painful and demanding practice and hard work

By Geoffrey Colvin, senior editor-at-large

October 19 2006: 3:14 PM EDT

(Fortune Magazine) -- What makes Tiger Woods great? What made Berkshire Hathaway (Charts) Chairman Warren Buffett the world's premier investor? We think we know: Each was a natural who came into the world with a gift for doing exactly what he ended up doing. As Buffett told Fortune not long ago, he was "wired at birth to allocate capital." It's a one-in-a-million thing. You've got it - or you don't.

Well, folks, it's not so simple. For one thing, you do not possess a natural gift for a certain job, because targeted natural gifts don't exist. (Sorry, Warren.) You are not a born CEO or investor or chess grandmaster. You will achieve greatness only through an enormous amount of hard work over many years. And not just any hard work, but work of a particular type that's demanding and painful.

Born Winner? Golf champ Tiger Woods (pictured at 3 years old) never stopped trying to improve.

Woods (pictured in 2001) devoted hours to practice and even remade his Swing twice, because that's what it took to get better.

Tip Sheet: Perfect Practice 1. Approach each critical task with an explicit goal of getting much better at it. 2. As you do the task, focus on what's happening and why you're doing it the way you are. 3. After the task, get feedback on your performance from multiple sources. Make changes in your behavior as necessary. 4. Continually build mental models of your situation - your industry, your company, your career. Enlarge the models to encompass more factors. 5. Do those steps regularly, not sporadically. Occasional practice does not work.

Video More video Wynton Marsalis, Google's Marissa Mayer and Craigslist's Jim Buckmaster reveal their personal strategies for success. Play video

Buffett, for instance, is famed for his discipline and the hours he spends studying financial statements of potential investment targets. The good news is that your lack of a natural gift is irrelevant - talent has little or nothing to do with greatness. You can make yourself into any number of things, and you can even make yourself great.

Scientific experts are producing remarkably consistent findings across a wide array of fields. Understand that talent doesn't mean intelligence, motivation or personality traits. It's an innate ability to do some specific activity especially well. British-based researchers Michael J. Howe, Jane W. Davidson and John A. Sluboda conclude in an extensive study, "The evidence we have surveyed ... does not support the [notion that] excelling is a consequence of possessing innate gifts."

To see how the researchers could reach such a conclusion, consider the problem they were trying to solve. In virtually every field of endeavor, most people learn quickly at first, then more slowly and then stop developing completely. Yet a few do improve for years and even decades, and go on to greatness.

The irresistible question - the "fundamental challenge" for researchers in this field, says the most prominent of them, professor K. Anders Ericsson of Florida State University - is, Why? How are certain people able to go on improving? The answers begin with consistent observations about great performers in many fields.

Scientists worldwide have conducted scores of studies since the 1993 publication of a landmark paper by Ericsson and two colleagues, many focusing on sports, music and chess, in which performance is relatively easy to measure and plot over time. But plenty of additional studies have also examined other fields, including business.

No substitute for hard work

The first major conclusion is that nobody is great without work. It's nice to believe that if you find the field where you're naturally gifted, you'll be great from day one, but it doesn't happen. There's no evidence of high-level performance without experience or practice.

Reinforcing that no-free-lunch finding is vast evidence that even the most accomplished people need around ten years of hard work before becoming world-class, a pattern so well established researchers call it the ten-year rule.

What about Bobby Fischer, who became a chess grandmaster at 16? Turns out the rule holds: He'd had nine years of intensive study. And as John Horn of the University of Southern California and Hiromi Masunaga of California State University observe, "The ten-year rule represents a very rough estimate, and most researchers regard it as a minimum, not an average." In many fields (music, literature) elite performers need 20 or 30 years' experience before hitting their zenith.

So greatness isn't handed to anyone; it requires a lot of hard work. Yet that isn't enough, since many people work hard for decades without approaching greatness or even getting significantly better. What's missing?

Practice makes perfect

The best people in any field are those who devote the most hours to what the researchers call "deliberate practice." It's activity that's explicitly intended to improve performance, that reaches for objectives just beyond one's level of competence, provides feedback on results and involves high levels of repetition.

For example: Simply hitting a bucket of balls is not deliberate practice, which is why most golfers don't get better. Hitting an eight-iron 300 times with a goal of leaving the ball within 20 feet of the pin 80 percent of the time, continually observing results and making appropriate adjustments, and doing that for hours every day - that's deliberate practice.

Consistency is crucial. As Ericsson notes, "Elite performers in many diverse domains have been found to practice, on the average, roughly the same amount every day, including weekends."

Evidence crosses a remarkable range of fields. In a study of 20-year-old violinists by Ericsson and colleagues, the best group (judged by conservatory teachers) averaged 10,000 hours of deliberate practice over their lives; the next-best averaged 7,500 hours; and the next, 5,000. It's the same story in surgery, insurance sales, and virtually every sport. More deliberate practice equals better performance. Tons of it equals great performance.

The skeptics

Not all researchers are totally onboard with the myth-of-talent hypothesis, though their objections go to its edges rather than its center. For one thing, there are the intangibles. Two athletes might work equally hard, but what explains the ability of New England Patriots quarterback Tom Brady to perform at a higher level in the last two minutes of a game?

Researchers also note, for example, child prodigies who could speak, read or play music at an unusually early age. But on investigation those cases generally include highly involved parents. And many prodigies do not go on to greatness in their early field, while great performers include many who showed no special early aptitude.

Certainly some important traits are partly inherited, such as physical size and particular measures of intelligence, but those influence what a person doesn't do more than what he does; a five-footer will never be an NFL lineman, and a seven-footer will never be an Olympic gymnast. Even those restrictions are less severe than you'd expect: Ericsson notes, "Some international chess masters have IQs in the 90s." The more research that's done, the more solid the deliberate-practice model becomes.

Real-world examples

All this scholarly research is simply evidence for what great performers have been showing us for years. To take a handful of examples: Winston Churchill, one of the 20th century's greatest orators, practiced his speeches compulsively. Vladimir Horowitz supposedly said, "If I don't practice for a day, I know it. If I don't practice for two days, my wife knows it. If I don't practice for three days, the world knows it." He was certainly a demon practicer, but the same quote has been attributed to world-class musicians like Ignace Paderewski and Luciano Pavarotti.

Many great athletes are legendary for the brutal discipline of their practice routines. In basketball, Michael Jordan practiced intensely beyond the already punishing team practices. (Had Jordan possessed some mammoth natural gift specifically for basketball, it seems unlikely he'd have been cut from his high school team.)

In football, all-time-great receiver Jerry Rice - passed up by 15 teams because they considered him too slow - practiced so hard that other players would get sick trying to keep up.

Tiger Woods is a textbook example of what the research shows. Because his father introduced him to golf at an extremely early age - 18 months - and encouraged him to practice intensively, Woods had racked up at least 15 years of practice by the time he became the youngest-ever winner of the U.S. Amateur Championship, at age 18. Also in line with the findings, he has never stopped trying to improve, devoting many hours a day to conditioning and practice, even remaking his swing twice because that's what it took to get even better.

The business side

The evidence, scientific as well as anecdotal, seems overwhelmingly in favor of deliberate practice as the source of great performance. Just one problem: How do you practice business? Many elements of business, in fact, are directly practicable. Presenting, negotiating, delivering evaluations, deciphering financial statements - you can practice them all.

Still, they aren't the essence of great managerial performance. That requires making judgments and decisions with imperfect information in an uncertain environment, interacting with people, seeking information - can you practice those things too? You can, though not in the way you would practice a Chopin etude.

Instead, it's all about how you do what you're already doing - you create the practice in your work, which requires a few critical changes. The first is going at any task with a new goal: Instead of merely trying to get it done, you aim to get better at it.

Report writing involves finding information, analyzing it and presenting it - each an improvable skill. Chairing a board meeting requires understanding the company's strategy in the deepest way, forming a coherent view of coming market changes and setting a tone for the discussion. Anything that anyone does at work, from the most basic task to the most exalted, is an improvable skill.

Adopting a new mindset

Armed with that mindset, people go at a job in a new way. Research shows they process information more deeply and retain it longer. They want more information on what they're doing and seek other perspectives. They adopt a longer-term point of view. In the activity itself, the mindset persists. You aren't just doing the job, you're explicitly trying to get better at it in the larger sense.

Again, research shows that this difference in mental approach is vital. For example, when amateur singers take a singing lesson, they experience it as fun, a release of tension. But for professional singers, it's the opposite: They increase their concentration and focus on improving their performance during the lesson. Same activity, different mindset.

Feedback is crucial, and getting it should be no problem in business. Yet most people don't seek it; they just wait for it, half hoping it won't come. Without it, as Goldman Sachs leadership-development chief Steve Kerr says, "it's as if you're bowling through a curtain that comes down to knee level. If you don't know how successful you are, two things happen: One, you don't get any better, and two, you stop caring." In some companies, like General Electric, frequent feedback is part of the culture. If you aren't lucky enough to get that, seek it out.

Be the ball

Through the whole process, one of your goals is to build what the researchers call "mental models of your business" - pictures of how the elements fit together and influence one another. The more you work on it, the larger your mental models will become and the better your performance will grow.

Andy Grove could keep a model of a whole world-changing technology industry in his head and adapt Intel(Charts) as needed. Bill Gates, Microsoft's (Charts) founder, had the same knack: He could see at the dawn of the PC that his goal of a computer on every desk was realistic and would create an unimaginably large market. John D. Rockefeller, too, saw ahead when the world-changing new industry was oil. Napoleon was perhaps the greatest ever. He could not only hold all the elements of a vast battle in his mind but, more important, could also respond quickly when they shifted in unexpected ways.

That's a lot to focus on for the benefits of deliberate practice - and worthless without one more requirement: Do it regularly, not sporadically.

Why?

For most people, work is hard enough without pushing even harder. Those extra steps are so difficult and painful they almost never get done. That's the way it must be. If great performance were easy, it wouldn't be rare. Which leads to possibly the deepest question about greatness. While experts understand an enormous amount about the behavior that produces great performance, they understand very little about where that behavior comes from.

The authors of one study conclude, "We still do not know which factors encourage individuals to engage in deliberate practice." Or as University of Michigan business school professor Noel Tichy puts it after 30 years of working with managers, "Some people are much more motivated than others, and that's the existential question I cannot answer - why."

The critical reality is that we are not hostage to some naturally granted level of talent. We can make ourselves what we will. Strangely, that idea is not popular. People hate abandoning the notion that they would coast to fame and riches if they found their talent. But that view is tragically constraining, because when they hit life's inevitable bumps in the road, they conclude that they just aren't gifted and give up.

Maybe we can't expect most people to achieve greatness. It's just too demanding. But the striking, liberating news is that greatness isn't reserved for a preordained few. It is available to you and to everyone.

_____________________

How one CEO learned to fly. Boeing chief James McNerney has now made his mark at three major companies. How? "Help others get better," he says. 

Want to learn more Secrets of Greatness? Get the new book

From the October 30, 2006 issue

Defining Toughness in College Hoops by Jay Bilas

 Defining toughness in college hoops

By Jay Bilas ESPN.com

I have heard the word "toughness" thrown around a lot lately. Reporters on television, radio and in print have opined about a team or player's "toughness" or quoted a coach talking about his team having to be "tougher" to win.

Then, in almost coordinated fashion, I would watch games and see player upon player thumping his chest after a routine play, angrily taunting an opponent after a blocked shot, getting into a shouting match with an opposing player, or squaring up nose-to-nose as if a fight might ensue. I see players jawing at each other, trying to "intimidate" other players. What a waste of time. That is nothing more than fake toughness, and it has no real value.

I often wonder: Do people really understand what coaches and experienced players mean when they emphasize "toughness" in basketball? Or is it just some buzzword that is thrown around haphazardly without clear definition or understanding? I thought it was the latter, and I wrote a short blog item about it a couple of weeks ago.

The response I received was overwhelming. Dozens of college basketball coaches called to tell me that they had put the article up in the locker room, put it in each player's locker, or had gone over it in detail with their teams.

Memphis coach John Calipari called to say that he had his players post the definition of toughness over their beds because he believed that true "toughness" was the one thing that his team needed to develop to reach its potential. I received messages from high school coaches who wanted to relay the definition of toughness to their players and wanted to talk about it further.

Well, I got the message that I should expound upon what I consider toughness to be. It may not be what you think.

Toughness is something I had to learn the hard way, and something I had no real idea of until I played college basketball. When I played my first game in college, I thought that toughness was physical and based on how much punishment I could dish out and how much I could take. I thought I was tough.

I found out pretty quickly that I wasn't, but I toughened up over time, and I got a pretty good understanding of toughness through playing in the ACC, for USA Basketball, in NBA training camps, and as a professional basketball player in Europe. I left my playing career a heck of a lot tougher than I started it, and my only regret is that I didn't truly "get it" much earlier in my playing career.

When I faced a tough opponent, I wasn't worried that I would get hit -- I was concerned that I would get sealed on ball reversal by a tough post man, or that I would get boxed out on every

play, or that my assignment would sprint the floor on every possession and get something easy on me. The toughest guys I had to guard were the ones who made it tough on me.

Toughness has nothing to do with size, physical strength or athleticism. Some players may be born tough, but I believe that toughness is a skill, and it is a skill that can be developed and improved. Michigan State coach Tom Izzo always says, "Players play, but tough players win." He is right. Here are some of the ways true toughness is exhibited in basketball:

Stephen Curry's effectiveness comes not from his strength or size, but because he's constantly in motion trying to find an open look.

Set a good screen: The toughest players to guard are the players who set good screens. When you set a good screen, you are improving the chances for a teammate to get open, and you are greatly improving your chances of getting open. A good screen can force the defense to make a mistake. A lazy or bad screen is a waste of everyone's time and energy. To be a tough player, you need to be a "screener/scorer," a player who screens hard and immediately looks for an opportunity on offense. On the 1984 U.S. Olympic Team, Bob Knight made Michael Jordan set a screen before he could get a shot. If it is good enough for Jordan, arguably the toughest player ever, it is good enough for you.

Set up your cut: The toughest players make hard cuts, and set up their cuts. Basketball is about deception. Take your defender one way, and then plant the foot opposite of the direction you want to go and cut hard. A hard cut may get you a basket, but it may also get a teammate a basket. If you do not make a hard cut, you will not get anyone open. Setting up your cut, making the proper read of the defense, and making a hard cut require alertness, good conditioning and good concentration. Davidson's Stephen Curry is hardly a physical muscle-man, but he is a tough player because he is in constant motion, he changes speeds, he sets up his cuts, and he cuts hard. Curry is hard to guard, and he is a tough player.

Talk on defense: The toughest players talk on defense, and communicate with their teammates. It is almost impossible to talk on defense and not be in a stance, down and ready, with a vision of man and ball. If you talk, you let your teammates know you are there, and make them and yourself better defenders. It also lets your opponent know that you are fully engaged.

Jump to the ball: When on defense, the tough defenders move as the ball moves. The toughest players move on the flight of the ball, not when it gets to its destination. And the toughest players jump to the ball and take away the ball side of the cut. Tough players don't let cutters cut across their face -- they make the cutter change his path.

Don't get screened: No coach can give a player the proper footwork to get through every screen. Tough players have a sense of urgency not to get screened and to get through screens so that the cutter cannot catch the ball where he wants to. A tough player makes the catch difficult.

Get your hands up: A pass discouraged is just as good as a pass denied. Tough players play with their hands up to take away vision, get deflections and to discourage a pass in order to allow

a teammate to cover up. Cutters and post players will get open, if only for a count. If your hands are up, you can keep the passer from seeing a momentary opening.

Play the ball, see your man: Most defenders see the ball and hug their man, because they are afraid to get beat. A tough defender plays the ball and sees his man. There is a difference.

Get on the floor: In my first road game as a freshman, there was a loose ball that I thought I could pick up and take the other way for an easy one. While I was bending over at the waist, one of my opponents dived on the floor and got possession of the ball. My coach was livid. We lost possession of the ball because I wasn't tough enough to get on the floor for it. I tried like hell never to get out-toughed like that again.

The first player to get to the floor is usually the one to come up with any loose ball.

Close out under control: It is too easy to fly at a shooter and think you are a tough defender. A tough defender closes out under control, takes away a straight line drive and takes away the shot. A tough player has a sense of urgency but has the discipline to do it the right way.

Post your man, not a spot: Most post players just blindly run to the low block and get into a shoving match for a spot on the floor. The toughest post players are posting their defensive man. A tough post player is always open, and working to get the ball to the proper angle to get a post feed. Tough post players seal on ball reversal and call for the ball, and they continue to post strong even if their teammates miss them.

Run the floor: Tough players sprint the floor, which drags the defense and opens up things for others. Tough players run hard and get "easy" baskets, even though there is nothing easy about them. Easy baskets are hard to get. Tough players don't take tough shots -- they work hard to make them easy.

Play so hard, your coach has to take you out: I was a really hard worker in high school and college. But I worked and trained exceptionally hard to make playing easier. I was wrong. I once read that Bob Knight had criticized a player of his by saying, "You just want to be comfortable out there!" Well, that was me, and when I read that, it clicked with me. I needed to work to increase my capacity for work, not to make it easier to play. I needed to work in order to be more productive in my time on the floor. Tough players play so hard that their coaches have to take them out to get rest so they can put them back in. The toughest players don't pace themselves.

Get to your teammate first: When your teammate lays his body on the line to dive on the floor or take a charge, the tough players get to him first to help him back up. If your teammate misses a free throw, tough players get to him right away. Tough players are also great teammates.

Take responsibility for your teammates: Tough players expect a lot from their teammates, but they also put them first. When the bus leaves at 9 a.m., tough players not only get themselves there, but they also make sure their teammates are up and get there, too. Tough players take responsibility for others in addition to themselves. They make sure their teammates eat first, and they give credit to their teammates before taking it themselves.

Take a charge: Tough players are in a stance, playing the ball, and alert in coming over from the weak side and taking a charge. Tough players understand the difference between being in the right spot and being in the right spot with the intention of stopping somebody. Some players will look puzzled and say, "But I was in the right spot." Tough players know that they have to get to the right spot with the sense of urgency to stop someone.

The toughest players never shy away from taking a charge.

Get in a stance: Tough players don't play straight up and down and put themselves in the position of having to get ready to get ready. Tough players are down in a stance on both ends of the floor, with feet staggered and ready to move. Tough players are the aggressor, and the aggressor is in a stance.

Finish plays: Tough players don't just get fouled, they get fouled and complete the play. They don't give up on a play or assume that a teammate will do it. A tough player plays through to the end of the play and works to 

finish every play.

Work on your pass: A tough player doesn't have his passes deflected. A tough player gets down, pivots, pass-fakes, and works to get the proper angle to pass away from the defense and deliver the ball.

Throw yourself into your team's defense: A tough player fills his tank on the defensive end, not on offense. A tough player is not deterred by a missed shot. A tough player values his performance first by how well he defended.

Take and give criticism the right way: Tough players can take criticism without feeling the need to answer back or give excuses. They are open to getting better and expect to be challenged and hear tough things. You will never again in your life have the opportunity you have now at the college level: a coaching staff that is totally and completely dedicated to making you and your team better. Tough players listen and are not afraid to say what other teammates may not want to hear, but need to hear.

Show strength in your body language: Tough players project confidence and security with their body language. They do not hang their heads, do not react negatively to a mistake of a teammate, and do not whine and complain to officials. Tough players project strength, and do not cause their teammates to worry about them. Tough players do their jobs, and their body language communicates that to their teammates -- and to their opponents.

Catch and face: Teams that press and trap are banking on the receiver's falling apart and making a mistake. When pressed, tough players set up their cuts, cut hard to an open area and present themselves as a receiver to the passer. Tough players catch, face the defense, and make the right read and play, and they do it with poise. Tough players do not just catch and dribble; they catch and face.

Don't get split: If you trap, a tough player gets shoulder-to-shoulder with his teammate and does not allow the handler to split the trap and gain an advantage on the back side of the trap.

Be alert: Tough players are not "cool." Tough players are alert and active, and tough players communicate with teammates so that they are alert, too. Tough players echo commands until everyone is on the same page. They understand the best teams play five as one. Tough players are alert in transition and get back to protect the basket and the 3-point line. Tough players don't just run back to find their man, they run back to stop the ball and protect the basket.

Concentrate, and encourage your teammates to concentrate: Concentration is a skill, and tough players work hard to concentrate on every play. Tough players go as hard as they can for as long as they can.

No team can be great defensively without communication and concentration.

It's not your shot; it's our shot: Tough players don't take bad shots, and they certainly don't worry about getting "my" shots. Tough players work for good shots and understand that it is not "my" shot, it is "our" shot. Tough players celebrate when "we" score.

Box out and go to the glass every time: Tough players are disciplined enough to lay a body on someone. They make first contact and go after the ball. And tough players do it on every possession, not just when they feel like it. They understand defense is not complete until they secure the ball.

Take responsibility for your actions: Tough players make no excuses. They take responsibility for their actions. Take James Johnson for example. With 17 seconds to go in Wake's game against Duke on Wednesday, Jon Scheyer missed a 3-pointer that bounced right to Johnson. But instead of aggressively pursuing the ball with a sense of urgency, Johnson stood there and waited for the ball to come to him. It never did. Scheyer grabbed it, called a timeout and the Blue Devils hit a game-tying shot on a possession they never should've had. Going after the loose ball is toughness -- and Johnson didn't show it on that play. But what happened next? He re-focused, slipped a screen for the winning basket, and after the game -- when he could've been basking only in the glow of victory -- manned up to the mistake that could've cost his team the win. "That was my responsibility -- I should have had that," Johnson said of the goof. No excuses. Shouldering the responsibility. That's toughness.

Look your coaches and teammates in the eye: Tough players never drop their heads. They always look coaches and teammates in the eye, because if they are talking, it is important to them and to you.

Move on to the next play: Tough players don't waste time celebrating a good play or lamenting a bad one. They understand that basketball is too fast a game to waste time and opportunities with celebratory gestures or angry reactions. Tough players move on to the next play. They know that the most important play in any game is the next one.

Be hard to play against, and easy to play with: Tough players make their teammates' jobs easier, and their opponents' jobs tougher.

Make every game important: Tough players don't categorize opponents and games. They know that if they are playing, it is important. Tough players understand that if they want to play in championship games, they must treat every game as a championship game.

Make getting better every day your goal: Tough players come to work every day to get better, and keep their horizons short. They meet victory and defeat the same way: They get up the next day and go to work to be better than they were the day before. Tough players hate losing but are not shaken or deterred by a loss. Tough players enjoy winning but are never satisfied. For tough players, a championship or a trophy is not a goal; it is a destination. The goal is to get better every day.

When I was playing, the players I respected most were not the best or most talented players. The players I respected most were the toughest players. I don't remember anything about the players who talked a good game or blocked a shot and acted like a fool. I remember the players who were tough to play against.

Anybody can talk. Not anybody can be tough.

The 8 Key Benefits of Private Basketball Training and Lessons

Why Private Basketball Training or Individual Basketball Lessons?

By Coach Ryan Walker

Like in any learning environment, the size of the class matters. Student-to-instructor ratio plays a role in the learning process. Students are at a disadvantage and the individual attention necessary for growth is impeded as class size is increased. Similar to music, dance, and swim lessons, basketball lessons are a great addition and alternative to the traditional forms of learning and progressing in the sport.

Here are some of the benefits of lessons and training in my basketball program:

#1 Individual Attention: one-on-one means learning faster without peer distraction.

#2 Individual Progression: learn at your own pace.

#3 Immediate Feedback: improve both strengths and weaknesses.

#4 Immediate Correction: improve technique.

#5 More Repetition: increase muscle memory.

#6 Personalized Practice Plan: learn how and what to work on.

#7 Build Confidence: ask your questions without peer influence.

#8 Stay Motivated: discover your game and set goals.

Contact Me Today

RyanWalkerBasketball.com

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