The Art of Winning

1. Winning is a Relentless Process, Not a Single Event

To reach your ultimate goal, you cannot try to master a result. You must master a process.

Focus on the process. Big games and moments are not fundamentally different from any others; the difference lies in the surrounding noise and distractions. True winning is not something you turn on or off for special occasions, but a continuous practice built on consistent good habits. Don't get distracted by the hype or the outcome; stick to the fundamental process that got you there.

Manage the chaos. Big moments bring chaos, but this can be managed by prioritizing what truly moves the needle towards success and ignoring the noise. Leaders must handle administrative details (like the "Belichick Travel Agency" for Super Bowl logistics) to minimize distractions for the team. Players should use tools like "the drawer" to temporarily set aside non-essential concerns and focus purely on their job.

Consistency is key. Don't feel pressured to do something dramatic or entirely new in big moments. The process and planning that brought you success in regular situations are what will win the day. Consistency means commitment to your principles and adapting your plan based on the opponent, not resisting change or falling back on old strategies that might no longer work.

2. Sustained Success Requires Constant, Daily Improvement

Improvement is not “getting ahead”—improvement is working to get better at your job every day.

Embrace dissatisfaction. One good outcome doesn't guarantee future success; it could be a fluke. Sustained success comes from actively imposing your will on circumstances, not waiting for advantageous moments. Elite performers like Tom Brady and Patrick Mahomes use success to fuel their drive for more, focusing on the mistakes made even in wins ("We should have scored forty-five!").

Analyze and adapt. After any result, good or bad, conduct honest self-assessments. Ask: What did we do well? What needs to be improved? What would we do differently next time? This continuous analysis, applied to every cycle (offseason, draft, game, season), ensures you're always building towards a championship level, even after winning one. Don't rest on laurels; identify areas for upgrade or replacement.

Improvement is a mindset. Don't view improvement as a temporary action or a means to an end like "getting ahead." It's a continuous practice applied to every task, however tedious. Whether it's daily practice, film sessions, or administrative work, approach it with an interest in getting better. This mindset helps you stand out and makes the work itself more engaging, turning tedious tasks into challenges.

3. Build Your Team with Vision and Rigorous Evaluation

The goal is to build a team, but collecting the right talent comes first.

Start with a clear vision. Before selecting personnel, define your team's identity and what traits are essential for success within that vision. Communicate this vision clearly so everyone understands what you're building and how they fit in. Talent is necessary, but not sufficient; the right talent must mesh with the team's identity and contribute to coherence.

Evaluate beyond the obvious. Look for players who possess not just elite talent, but also the right behavioral character, functional athletic ability, play strength, competitiveness, mental toughness, and football intelligence (FBI). FBI isn't about IQ scores, but the capacity to process information, make quick decisions, and perform multiple tasks well. Look for players who embrace the "in-between game" and do the inglorious things that contribute to winning.

Vet rigorously and plan for change. Implement a rigorous vetting process (like extensive interviews, film tests, and teaching back plays) to identify candidates who love the work and relish rigor. Don't rely on hope or single recommendations for critical hires. Plan for personnel changes by developing internal candidates and being ready to replace key people. Treat departures with respect, signaling your values to the remaining team.

4. Understand and Channel Individual and Collective Motivation

Ultimately there is nothing that maximizes talent more than love for the game.

Identify core drivers. Motivation isn't just about inspiring speeches; it's about understanding what drives individuals. Some players are motivated by a deep "love of the game," constantly seeking improvement regardless of external factors. Others may be driven by selfishness, reputation, honor, or even shame. A leader must know their players and tailor their approach.

Channel selfishness into productivity. Accept that selfishness exists and find ways to channel personal incentives towards team goals. Show players how acting selflessly (like a receiver blocking) ultimately benefits their own performance and value. Use reputation as motivation by reminding players of doubts or slights, fueling their desire to prove others wrong.

Foster collective drive. Create opportunities for players to connect on a deeper level (like "Play to Honor" meetings) to build camaraderie and a sense of fighting for the person next to you. Use collective punishment (like the whole unit running laps for one player's penalty) to reinforce that individual mistakes impact everyone, fostering peer accountability and motivation.

5. Embrace Adversity and Adapt Constantly

'Adapt or die' isn’t literal in football, but 'adapt or lose' is.

Adversity is universal. Difficult circumstances are inevitable in any competitive environment. Don't complain or dwell on disruptions; look for the advantage within the challenge. People who grew up facing adversity often intuitively understand this mindset.

Maintain consistency amidst change. While routine is crucial for preparation, flexibility is non-negotiable. When faced with disruptions (like short weeks in the NFL schedule or unexpected travel issues), adjust your process but maintain your commitment to preparation and performance. Use the challenge to make it harder on your opponent than it is on you.

Adaptability is key. Situational football, practicing for unlikely scenarios (third and seventeen, onside kicks, goal-line stands), is crucial because games are often decided in these moments, not on routine plays. This practice builds adaptability and forces players and coaches to think creatively under pressure. Versatility in players and staff (knowing multiple positions or roles) provides tremendous value and flexibility when circumstances change.

6. Confidence is Earned, Not Given

Confidence is born of demonstrated ability.

Confidence comes from doing. Confidence is not an inherent trait or something you can acquire; it is an epiphenomenon that emerges from consistent, demonstrated ability. You gain confidence by practicing skills repeatedly and executing them successfully, first in practice ("Practice execution becomes game reality") and then in competition.

Build trust through performance. Genuine confidence is visible to others and builds trust among teammates and colleagues. It's not about faking it or boasting, but about consistently performing your job well, especially in challenging situations. Football intelligence (FBI) is directly related to this, as it involves the ability to quickly process complex information and make effective decisions under pressure.

Avoid overconfidence. While confidence is essential, overconfidence is detrimental. It leads to complacency and an inflated sense of capability. Don't rest on past accomplishments or assume future success based on others' reputations. Continuously challenge yourself and the team, and remember that every season and every game starts anew.

7. Accountability is the Foundation

When a leader makes a mistake, the whole organization pays for it.

Own your mistakes. A culture of accountability is built on the willingness to admit errors, especially from those in leadership positions. Saying "I f***ed that up" (or a professional equivalent) demonstrates honesty and sets a standard for others. This isn't about dwelling on failure, but quickly identifying problems and taking ownership to facilitate immediate correction and prevent repetition.

Fix problems, don't create them. Blaming others is easy and unproductive. As a leader, your job is to fix problems, not deflect responsibility. If a player or teammate makes a mistake, it's also a reflection of your failure to prepare or coach them effectively. Accountability means understanding your role in the outcome and taking positive steps to improve the situation.

Rigor prevents mistakes. Avoid major mistakes by applying rigor to important decisions (like hiring) and consistently following your process. Don't rely on hope or cut corners. Avoid mistakes made for the "wrong reason," such as ego or clinging to outdated methods. Proactively commit to adaptation and assume circumstances will change, preventing stagnation and ensuring your approach remains relevant.

8. Strategic Communication is Key

Honest communication is authentic communication.

Communicate with purpose. Every public statement, whether to media, fans, or competitors, is a form of strategic communication. Understand your audience and tailor your message to land effectively with diverse groups. Consistency in your message prevents misinterpretation and builds trust.

Be entertaining and informative. When communicating, aim to be engaging and provide valuable information (without giving away strategic secrets). Use clear, direct language and avoid jargon where possible. Bill Parcells' "shop for the groceries" analogy is an example of effective, memorable communication that clearly stated his position.

Know when not to speak. Not every thought needs to be voiced publicly. Protect moments of team-only communication to allow for hard truths and private processing. Avoid criticizing individuals publicly; address issues directly and privately. Use phrases like "Right now..." to redirect conversations away from unproductive hypotheticals or questions you wish to avoid, keeping the focus on the present task.

Last updated: June 1, 2025