WFSTAR – Seahawks: Leadership Teamwork CommunicationOn October 9, 2019 by Raul Dinwiddie
[ crowd cheering: SEAHAWKS! ] It doesn’t matter if you’re a football fan
or if the Seattle Seahawks are the rival of your favorite team, the intent of this training
is to start a conversation about how we can improve our leadership, teamwork, and communication
by learning from a successful organization…
to finish. Good, good, good, good, Burst all the way through. All right Bane, go to work
baby. Here we go! Bring it up, bring it up, bring it up. Hey, hey, hey! That’s
it fellas, let’s go execute now. Our communication starts at the top, with
Coach Carroll, he comes in, he presents his his message, his intent, with clarity, with
firm direction and then it filters on through the coaching staff. He’s brought in here a philosophy that he believes in and he hits the philosophy each
and every year. And he spends a lot of time with staff meetings,
and even one on one sessions, talking about objectives of the team, the philosophy, our
approach of the team. And from there, my role is to train up, help train up other coaches,
and the, and the players as well. So just constantly, as long as we’re talking, speaking
the same language, that’s critical. Boom! There it is! There it is! He got there.
He got there. That’s a run, you betchya. Thank you Coach. Do another one? No, that’s
it. Awww, that’s too much fun. I think the most important thing for us is
our language. We’re, we’re very optimistic here. And uh you know, we always going to
try to look on the bright side, we’ll always try, try to find the positives in everything
that we do. If you say things and in a more upbeat manner, or if you’re always beating
down on guys, so, we prefer the former. We want to make sure that we’re building guys
up, that we use positive language. That you know, if we, if we hear other guys using
negative language, that, that we catch it and that we communicate with them, to hey
that’s, you know, that’s not us, that’s not how we talk, that’s, that’s not going to help
us. And you know, we try to make sure that we, that we get the language in the way that
we want it to go. Everything is to encourage. If we have to
correct it’s to, it’s the intent, “why am I correcting this person?” Is out of
my own frustration, or is it like I’m trying to help, get you better? And, as
long as that’s understood by all parties, then you’re able to receive the critique
or even the praise, where it should be it’s like okay this is intended for me to continue
to get better. I think communication is always going to
be the biggest key, and it’s going to be, not only is it communication, but it’s humility.
Because throughout the communication there’s there there’s good and there’s bad, you know
if it’s not right, somebody has to be willing to step up and help you fix it. But you have
to be humble enough, one, to say what it is that you have to say, and two, to accept whatever
the, whatever it is that needs to be fixed. So humility is a huge portion that, you know
that we can lose sight of because of, one, pride or ego, like those, those, those are
huge things within an organization that ultimately bring it down.
Like it’s a good thing this guy has pride and gives pride and shows pride in his work.
And in the next hand you go, I can’t talk to this guy because he so prideful. It’s
humility that’s the greatest strength and it really has nothing to do with pride at
all. Good battle, that’s good battle, good coverage
man. Whoa, whoa, whoa, whoa. Right there. Chop, chop. Ahhhh, Little Man! Still got some
learning to do with the pup. Um, from my perspective as an offensive coordinator,
you know I get to communicate with the, with the players each and every week. But I think
it’s important for me to be able to kind of take some feedback from them, to listen to
them. They’re the ones on the field, the ones doing the actions. And you know, we have great
lines of communication there, so we can make adjustments, we can make improvements.
You know the old saying right? Like, you are only as strong as your weakest link?
Well how about if we have no weak links. So who’s responsible for that? That’s every
man in the room. Every man in the room is responsible for us not having a weak link.
So information you have, or information that you get that you understand sooner or better
than someone else, well then you share it. You share it. You have to be willing to help
the next man, or we’re not going to be as good as we can be.
I have a great staff that works around me, say, Hey, have you ever thought about
doing it this way?.. You know, the communication is open that way. You know, some guys are
lead by example guys, and you know, they’re not going to, they’re not going to say word.
And then you’re going to have another guy over here that’s the rah-rah guy and, you
kind of need all a bit to be able to work together. And so you, you find yourself, you
know, you kind of, you kind of step back, take a, take an inventory of what’s going
on say, You know what? That’s an area that I can help in. And this is, this is what
I, what I’m really good at. I’m going to fit myself in there and uh, and try to, you know,
try to be a leader in that area. The leader isn’t someone who is supported
by the, the, the followers, it’s more the leaders supports the needs of the followers
so they could become as good as they could become to, to fulfill their work. And um,
I, I just think that it’s, it takes a level of humility to be a great leader, and a level
of care and love for your, the people that you work with. You’re really serving the
people that you’re with I think it’s important to kind of have your
eyes open. You know what, one as a leader or even as somebody that’s, that’s, you know,
underneath those leaders. And um you know, I’ve always been taught that it’s important
to kind of have your eyes open, in terms of, everybody has strengths, everybody has weaknesses.
I have different strengths than, than you do, and you have different strengths than
I do. And kind of fill in the gaps where, where you feel that, that you can be best
served. One, two, one, two, one, two, burst to finish.
I would say we try to create a culture or an environment in practice as close to
the situation, game time situation as possible. Whether it’s a preseason game, whether it’s
a regular season game, or it’s the Super Bowl or playoff game, we think, we try to
treat every situation, that important. And how much more important in firefighting, right?
It’s like every single situation is a critical situation, right?.. and uh, So we try to
train our coaches and players to think in that vein, where every opportunity is, deserves
the greatest amount to focus, greatest amount of attention.
We must protect each other out there and recognize that, again, we need everybody to be successful.
That’s why our practice here is so vital, it’s crucial because that’s where we make
us. It’s in that training, it’s in that practice.
So the, the more distracted we are by like, “how come you’re not doing your job?”
Or like, you know, these guys are negative The more consumed and, and fragment you going
to be as a person, as a performer. So we try to have the guys focus in on what you can
control, which is yourself. And then from there maximize what you could control and,
and then see how, see what kinda job that you could do. The last thing you want do is,
you be out of sync and then now we got more problems instead of, you being in sync, doing
a job and, reflects a great level leadership as an example.
We do our normal stuff, he’s outside, we got the push, there it is. But one of the things we do here, and Coach talks about it all the time, is that we’re
a developmental staff. And so, he’s the, he’s the head coach, and he’s trying to develop
all of us. As you, as you mentioned before, you know, each and every one of us wants to
continue to move up the line. Someday I want to be a head coach, and Coach Carol, really
empowers us to be able to do that. And he puts us in situations that are going to, that
are going to stress us. Put us in situations that are going to help us grow in, in our
area of our expertise. And uh, really make us work, so that when the time comes to, if
we have an opportunity, that, that we’re ready for that. And then I’m in turn am able to
do that with, with the coaches that are, that um, I’m in charge with leading and, I can,
I talk to them, I empower them. Say, You’re in charge this, you’re in charge that.
And give people opportunities to, you know, to kind of come to the forefront and let their
skills um, improve. I think along the way, you know, you, you
get little things, you know, from when I was playing, you know, the coaches that I played
for, you learn some things, the coaches that, then I coached with, you learn things.
I think a lot of times, it’s, it’s kind of funny, I think a lot of times you learn
more what not to do, you know, say okay, I really like that but, I don’t, make sure
I don’t want a, that’s not something that I want to be a part of. And so you kind of take inventory that way. And I think the greatest growth that I’ve had as a coach has been,
since I’ve been here in Seattle with Coach Carroll. You know, he has, he has a definite
defined philosophy. He has a defined leadership style. You know, he’s, he’s very positive
upbeat, optimistic and we have a great time when we’re doing it. And I think all those
things since I’ve gotten here, it’s kind of been, you know, more of an enlightenment
to me here, and then I just been able to, you know, to build up off of it from, you
know, really from Coach Carroll’s style. Pass! Heyoooo! That’s it baybee, that’s
it right there. In firefighting, I mean you got, it’s such
a physical thing and such a, I mean, you guys put your lives on the line and it’s, it’s
a, it’s being able to stay connected with each other, being able to trust the the person
next to you, to get their job done so you could do your job and In football it’s
not that, the consequences aren’t that grave, but it nonetheless we’re still counting on
everyone to do their job so we could function really well.
The truth is that we’re blessed to be here, and able to do what we do. And that’s something
that none of us want to take for granted. Um, there’s a whole lot of people involved,
from head coach all the way down, to what we have a whole lot of people, whole lot of
families involved. And that being said, we have to bring it, have to come, we have
to be focused, and our intent has to be to be our best, help the next man be his best,
each and every single day. One of the things we do we do, we do really
well here is, we celebrate the uniqueness of our players. We let them be who they are.
Let their personalities come out. And if, if you do that, if you not suppressing guys,
then I think guys uh enjoy it more, they have fun. And then in turn, you know, you, you
got guys that are, that have humor, you got guys that are really serious, and you kind
of blend everybody together and, and you end up having a really good time with that.
You know a big theme of leadership is like, meeting the needs of others. Really focus
in on, just how can I help my team mate, how can I help my, my coworker to become as good
as you could become. I believe everyone has an opportunity to, to a level influence. You
know, obviously if you’re the head guy you may have more influence than someone who’s right in the middle or, someone who’s working together with everyone else. But essentially,
we, we’ve been talking about as a team, is like meeting the needs of others. You’re
constantly, in your sphere of influence, if you can meet a need to help someone become
the best football player, best coach, fire, best firefighter, you do it! And then that
will create a culture of when everyone’s trying to help each other out. And that’s
what leadership is, is how to help everyone be as good as they could become and that’s
essentially what we’re trying to get done here at the Seahawks.
There you go, and there you go. Keep your eyes on your luggage. Eyes on your luggage.
Yes! That dude’s crazy. Yeah, that’s right! That dude crazy. No lunch for you! No lunch
for you! Hey. Hey. And there it is right there. Come on man.