The Power of Knowing What It Takes to Win

“Not every team can win, but every team can lose.” Coach Mike Krzyzewski

This quote from Coach K has been one of my favorites ever since I heard him speak a few years ago. Coach K was describing his experience as an assistant coach to the 1992 US Olympic “Dream Team.” This team included the NBA’s greatest players, including Larry Bird, Michael Jordan, and Magic Johnson. Coach K’s point was that even with the best talent available, a team is still capable of losing unless they really play well together.

Yet I find it very useful to explore the first part of this quote: “Not every team can win.”

This concept is critical for leaders to understand, to assess, and to act on.

Often two dynamics are occurring simultaneously. First, the game itself is changing as new technology and competition are demanding that business models evolve. Second, the organization is growing through its own stages of development.

I’m working with three different organizations right now where these dynamics are present. They are growing, succeeding, yet the game is changing and getting bigger. Often the desire is to focus on the second part of the quote – to get the team working together more effectively. Certainly that approach is necessary and useful, but it can avoid bigger questions and tougher decisions.

• What game are we really playing?
• What does winning mean to us?
• What does it take to win?
• Do we have a team that can win?
• Imagine your team playing at its absolute best – will that team be capable of winning?

Often a bigger vision creates opportunities for your team to grow along with you, but sometimes the talent is simply not ready, willing, or able to make the leap to the next level.

One characteristic of great leaders is that they recognize this dynamic and act accordingly. They recognize when people are maxing out and they bring in talent to take the organization to the next level. They also do this in a way that is completely open and respectful of those who may not be part of the next phase.

The single biggest pitfall for the leader here, and by consequence for the organization, is the leader’s desire to be liked. If the desire to be liked overcomes the willingness to do what’s needed, the team will stagnate. Yet if and when failure occurs, people will look to the leader and say that you failed to switch out the talent.

The leader must get some distance from their team so that he or she can objectively evaluate the talent potential on the team. Then they have to make the calls about who is on the team and who is not. That’s why – or at least one reason why – it’s lonely at the top.