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| Wooden's Wisdom - Volume 13 | Issue 733 |
| Craig Impelman Speaking | Championship Coaches | Champion's Leadership Library Login | |
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ACCOUNTABILITY IS A TWO-WAY STREET (PART ONE: THE PERSON WHO ASSIGNS THE WORK) Some organizations say they lack accountability, but what they really lack is clarity. Accountability cannot exist unless both sides understand exactly what is being owned. And that understanding must be established before performance, not after it.
Coach John Wooden built one of the most accountable cultures in the history of sports not by demanding accountability later, but by mapping it precisely in advance. He understood that accountability begins with the person who assigns the work.
Coach Wooden believed that if instructions are clear, accountability can be established.
Take something as simple as moving from the locker room to the court for a game. Coach Wooden told his players exactly how it would happen:
"We will not leave the room until the floor is clear, and we’ll go out calmly and quietly, although quickly, without a lot of commotion and false chatter."
In his book, Practical Modern Basketball, Coach clearly defined how players were to behave while on the bench:
"They must be taught to cheer, encourage, instruct, warn, and advise their playing teammates on occasion, but refrain from making remarks to the officials, opposing players, or spectators. They should study the game and pay particular attention to the man that they are most likely to guard, the man who is most likely to be guarding them, and all situations from which advance knowledge may enable them to do a better job if and when they are called upon. They are not to be spectators, but students of the game."
That level of clarity eliminated confusion before it ever appeared, and it existed in every detail of the entire program for everyone involved. Nothing was left to chance. Players didn’t have to guess what was acceptable or wonder where accountability lived. Their role was defined in advance, and accountability followed.
Most accountability failures are instruction failures. That’s why Side One of accountability—the person who assigns the work—carries real responsibility:
Clarity of outcome. What does "done" look like?
Clarity of scope. What’s included—and what’s not?
Clarity of timeline. When is it due, and how firm is that deadline?
Confirmation of understanding. Was the pass catchable?
Defined communication expectations. What happens if someone falls behind?
When those things are clear, accountability is fair. When they’re not, accountability becomes emotional, political, and reactive. Coach Wooden didn’t need to chase accountability. He built it—quietly, deliberately, and in advance.
How clear are your instructions?
Yours in Coaching, Craig Impelman
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The Front Seat When I was but a little lad I always liked to ride, Edgar Albert Guest (1881-1959)
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