The article discusses the leadership style of coach Robert Knight that can be adapted by business leaders in recruiting and managing their employees. Background information about Knight is presented. It is said that Knight believes that coaching is motivation and leadership and understanding human nature. According to the author, Knight is concerned with creating an environment where helping co-workers work to their fullest is the norm. Some additional insights into the leadership philosophy of Knight are presented

Maresco, Peter A.

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Sacred Heart UniversityDigitalCommons@SHUWCOB Faculty Publications Jack Welch College of BusinessSpring 2007Leadership and Recruitment: What Leaders CanLearn From Coach Robert Montgomery KnightPeter A. MarescoSacred Heart University, marescop@sacredheart.eduFollow this and additional works at: http://digitalcommons.sacredheart.edu/wcob_facPart of the Human Resources Management Commons, Leadership Studies Commons, and theSports Studies CommonsThis Article is brought to you for free and open access by the Jack Welch College of Business at DigitalCommons@SHU. It has been accepted forinclusion in WCOB Faculty Publications by an authorized administrator of DigitalCommons@SHU. For more information, please contactferribyp@sacredheart.edu.Recommended CitationMaresco, Peter. "Leadership and Recruitment: What Leaders Can Learn From Coach Robert Montgomery Knight." AcademicLeadership 5.1 (2007): 7.academicleadership.org http://www.academicleadership.org/161/leadership_and_recruitment_what_leaders_can_learn_from/Academic Leadership JournalLeadership and Recruitment: What Leaders Can Learn FromCoach Robert Montgomery Knight: A Conceptual ViewIssues: Spring 2007 - Volume 5 Issue 1 Posted On 2010-09-14 07:41:02 Author(s): Peter MarescoIntroductionIt has always puzzled me why organizations do not seem to take the same amount of time and energyto interview and recruit prospective employees as that shown by sports teams. In this essay, I will belooking at recruitment and leadership typically found in a business environment and that found in abasketball (sports) context; specifically Division I college basketball.Recruitment In a Business EnvironmentWithin the traditional business environment the normal recruitment process typically involves theorganization either hiring a recruitment firm to find a suitable candidate (a head hunter), doing itthemselves (going after) a star from another organization, or going through the usual process ofadvertising and having human resources sort through a pile of resume’s. In very few instances is theprospective employee given the opportunity to actually demonstrate to the employer just how well theycan perform their job responsibilities within the context of the culture they will be asked to work in?The question I typically ask myself, and put forth to my MBA students, is why doesn’t business adapt thesame process of hiring employees, hopefully future leaders within the company, as athletic teams do inrecruiting players to play competitive (college basketball) sports? It is hard to imagine a situation wherea top college basketball team, or for that matter any athletic team, agreeing to allow someone to playwho they have never seen perform? Not likely, but for some reason this is exactly what happens inbusiness. College recruiters begin the scouting process as early as elementary school as was the casewith LeBron James who was scouted in elementary school (8th grade) and currently plays for theCleveland Cavaliers of the National Basketball Association (NBA). The same is actually true forcompetitive chess teams, debate teams, etc., any team that competes.Every basketball player knows exactly how to play their position (their job). Each player knows the rulesof the game (the culture), and what to do if a situation arises in which something out of the ordinaryoccurs (being proactive). The leader (the coach) of the team is there to guide and direct the team andrespond to situations as they arise on the court (or in a given department). The leader is there tocommunicate and reinforce what needs to be done to reach the desired outcome; winning the game(taking a leadership position within their particular line of business). Coaches rightly assume that theirplayers (employees) have the skills necessary to perform theirWhy then does this same scenario not usually happen within a business environment? For someWhy then does this same scenario not usually happen within a business environment? For someunknown reason, in too many cases, corporations assume that their employees (the players) alreadyknow what to do. They may know their discipline but what about all the other factors that go into being ateam player. These usually never reveal themselves until the person is already hired but what aboutlearning how the game is played with regard to the culture of the organization? Do they get along withthe others they have been assigned to work with? In the same way that a team has a culture,established by the head coach, so do companies (managers, directors, whatever you want to callthem). I can’t imagine a basketball program recruiting a player without watching them play. At the sametime I cannot imagine a player signing on to play for a team without first understanding the personalityof the coach (leader) as well as the other players (fellow employees) on the team.I am continually amazed at how many of my MBA students are hired with just one or two interviews.Sure, they interview with the human resources department and then the individual that they will ultimatelyreport to but do they know anything about the culture of the organization? Do they know anything abouttheir soon to be immediate supervisor? Do they know anything about the other individuals in thedepartment; in all likelihood, no? I once had a student who was going on a job interview and as a favorto me agreed to ask the human resources director to tell her about the culture of the company andcontrast it to the culture of the department she would be working in. The answer she received was thatthe company had several employees representing a number of different cultures including India,Poland, Germany and even Africa. I would like to think that this is the exception rather than the rule.So what separates leadership in business from leadership on the basketball court? In theory, nothing;in actuality everything. One of the greatest differences between leadership in sports and leadership inthe corporate world is that successes and failure on the playing field, in this case the basketball court,is witnessed by everyone. This is not usually the case in corporate America. Every successful coachwill tell you that they are always looking for someone on the team to assume the leadership position,both on and off the playing field.Jim Evans, in his article entitled, “Commonsense Leadership”, that appeared in Volume 1, Issue 1 ofAcademic Leadership, has stated that in part commonsense leaders:1. have the vision to know themselves2. have the vision to inspire others and generate commitment3. have the vision to see beyond each challenge4. have the vision to know what must be done5. have the courage to do what must be done6. are skilled communicatorsJust how many leaders, managers, supervisors, whatever you want to call them in business, knowthemselves, inspire others through their works and deeds, take the time to see beyond every challenge,have a vision regarding what they know must be done to move to the next level, and have the ability tocommunicate clearly and effectively, to everyone?The Leadership Style of Robert Montgomery Knight:Upfront, In Your Face, Blatantly Honest but You Know What to ExpectBackgroundBob Knight was born on October 25, 1940 in the small northeastern Ohio town of Massillon. Aftergraduating from Orville High School, where he was President of the National Honor Society, Knightenrolled in Ohio State University where he played basketball for three seasons (1960-1963) includingOhio State’s 1960 national championship team.Knight assumed his first head coaching position at the United States Military Academy at West Point in1965. He would go on to compile a 102 and 50 record over the course of six seasons, a record noother basketball coach in West Point history has been able to duplicate. On April 1, 1971 he beganwhat would become a 29 year tenure as head coach at Indiana University, one of the top collegiatebasketball programs in the country. While at Indiana he would go on to win 11 Big Ten ConferenceChampionships, finish the 1975-1976 season with a perfect 32-0 record while at the same timewinning the first of what would eventually become three NCAA National Championships. He would alsobecome the youngest coach to ever win 200, 300, 400, 500, 600 and 700 games. Before being forcedto leave Indiana in 2000 he had compiled a record of 763-290. He then assumed the head coachingposition at Texas Tech University in Lubbock, Texas. In his first two years at Texas Tech he took abasketball program that had a history of loosing seasons to two NCAA appearances. He was electedto the International Basketball Hall of Fame in 1991.Bob Knight Recruiting, Leading and WinningIn the 1988 book, Bob Knight: His Own Man, by John Mellen, Knight is quoted as making the followingstatement to his first team upon assuming the head coaching position at Indiana, “We’re going to winthe national championship” he told them. “That’s everyone’s goal. But we’re going to do it with goodpeople the right way” (Mellon, 1988). There is absolutely no question regarding the vision, the goal, thecommitment, the people, or who was going to make it happen. I have asked my MBA students if theyever encountered a manager this clear in laying out what had to be done and who was going to do it.The answer is usually no.In 2001 a book entitled, Quotable General: Words of Wisdom, Motivation, & Success By and AboutBOBBY KNIGHT, Basketball’s Unrivaled Teacher, by Monte Carpenter, joined the Bob Knightbibliography. The next several paragraphs, followed by my comments, are offered as examples ofleadership as put forth by Bob Knight in his own words. As you read these quotes keep in the mindtheir real life applications in the business world.In leadership, you’re trying to get people to be better than they think they can be, to reach withinthemselves. You’re trying to get a guy to do something he doesn’t want to do – and does it well.Can you picture a business or department within a business where this philosophy is part of theculture? Where everyone believes this, lives it, and is concerned with creating an environment wherehelping co-workers work to their fullest is the norm.I think being decisive is one of life’s greatest qualities. I try to impress it on my own kids. Most peopledon’t like to make decisions.Very few people like to make decisions. The role of the leader is to find these individuals and nurturethem to their and everyone else’s benefit.Coaching is motivation. Coaching is leadership.Coaching, at whatever level is all about motivating. Supposedly everyone who has been hired(recruited) has the skills necessary to effectively do their job (play their position). The leader continuesto build and nurture these skills.I like decisive people. When Truman fired McArthur it wasn’t a matter of being right or wrong. It washaving the guts to do it.Once again, doing what is necessary.He has me doing things I used to believe were impossible. He makes us better basketball players, butfirst of all, he makes us better men. Is that bad?If I owned a business and had individuals in leadership positions with this type of attitude the sky wouldbe the limit.The following selection from a 1984 interview by David Israel appeared in Playboy Magazine andprovides some additional insights into the leadership philosophy of Bob Knight.PLAYBOY: All right: Besides being a nice business, what is coaching?KNIGHT: Coaching is motivation. Coaching is leadership. Coaching is basically understanding humannature. Human nature is, very simply, this: Human nature—for you, for me, for anybody—dictates to usthat we do what we have to get by. We got to go beyond just getting by. And if we can do that, then wegot a chance to be successful as a team. So I got to understand that.Then the next thing I got to do is get these players to play harder than they think they can play. I got toget them to work harder than they think they can work. John Ritter, who played on my first team atIndiana, said something about my approach to coaching that will never be topped. He said, “WellBobby Knight just gets us to play better than we ever thought we could play.” I could never have anythingnicer said about what I’m trying to do. And in any leadership role, you’re trying to get people to be betterthan they think they can be. You’re trying to get people to work harder than they ever thought they couldwork. You’re trying ton get people to reach within themselves. Leadership. You’re trying to get a guy todo something he doesn’t want to do—and to do it well. That’s what leadership is.ConclusionI have intentionally not written about what some would call the “dark” side of Bob Knight. The purpose ofthis article is simply to illustrate how certain leadership traits exhibited by basketball coaches could beadapted by business leaders (managers and coaches) not only in getting the best worker, player, butmaking sure the “fit” is also the best “fit” possible for everyone involved.In addition to Bob Knight two other present day coaches are certainly worthy of mention in anydiscussion of leadership; Mike Krzyzewski, who played basketball for Knight at West Point and hasgone on to win three national championships while head coach at Duke and Pat Summitt, headwomen’s coach at Tennessee, winner of five national championships. The common thread that thesecoaches have is that they mirror Knight’s philosophy and in the case of Pat Summitt his volatility.Krzyzewski, on the other hand, takes what seems to be a less excitable approach but still one thatfeeds off the same basic leadership tenants; ones he learned from Bob Knight.VN:R_U [1.9.11_1134]

Leadership and Recruitment: What Leaders Can Learn From Coach Robert Montgomery Knight

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Leadership and Recruitment: What Leaders Can Learn From Coach Robert Montgomery Knight

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