Wooden: A Lifetime of Observations and Reflections On and Off the Court

Nonfiction | Autobiography / Memoir | Adult | Published in 1997

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Summary

Chapter Summaries & Analyses

Preface-Part 1

Part 2

Part 3

Part 4

Key Figures

Themes

Index of Terms

Important Quotes

Essay Topics

Tools

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Discussion Questions

Themes

Process Over Results

Process over results is an overarching theme in Wooden: A Lifetime of Observations and Reflections On and Off the Court. Another way to describe this idea might be “preparation over results,” or “journey over destination.” In other words, the preparation to play basketball games rather than the actual games was most important to the author—and most satisfying. In Part 2, Wooden refers to Cervantes, the 17th-century Spanish writer who, in Don Quixote, wrote that “the journey is better that the inn” (53); Wooden compares preparation (or practice and training) to the journey, while awards are analogous to the inn. In The next passage, “A Successful Journey is the Destination,” expounds further on this idea, saying that any achievement is just a by-product of the effort and thinking you did to get there, adding that “the preparation is where success is truly found” (53).

In two passages at the end of Part 2, Wooden reinforces this theme. He argues that “the ‘final score’ is not the final score. [His] final score is how prepared you were to execute near your own particular level of competence, both individually and as a team” (106); he is referring to his philosophy that one is not a “loser” if they gave maximum effort, just like one cannot be considered a winner if they did not give maximum effort. As an example, Wooden cites his 1962 UCLA team, his first to reach the NCAA Final Four. In the semifinals, UCLA faced a superior team from the University of Cincinnati and were down by 20 points early but battled back to nearly win the game. In the final passage of Part 2, titled “The Glory is Getting There,” Wooden explains that people frequently asked him if he missed coaching UCLA basketball games, the national championships, the attention. He always responded the same way, stating that he did not miss the games, the tournaments, or all the other pomp, just the practices (108).

The Meaning of Success

The meaning of success is another primary theme running throughout the text. Each section alludes to Wooden’s own personal meaning of success, culminating with his Pyramid of Success in Part 4. Sitting at the pyramid’s apex is his definition of success, which he coined in 1934: “Success is peace of mind that is the direct result of self-satisfaction in knowing you did your best to become the best that you are capable of becoming” (170). He argues that things such as final scores, trophies, fame, fortune, and national championships are all by-products of success, simply proof of the success that you achieved in developing your skill through hard work, dedication, and enthusiasm (171).

At the beginning of Part 2, Wooden argues against the dictionary definition of success, stating that while wealth or fame can indicate success, they are not success in themselves (51). He contrasts Webster’s definition with that of his father, who told him that he should never try to be better than someone else, but “never cease trying to be the best you can be. That is under your control. The other isn’t” (52). Wooden’s father meant that you have no control over how wealthy, smart, or athletically-gifted another person is, but you do have control over how much effort you put into anything. Wooden asserts that success can be achieved by putting in your best effort at all times. Even if you don’t get your desired result, you’ll still have succeeded. The only way to fail is to not try your hardest (52).

This theme also arises in the passages “Your Own Standard of Success” and “Perceptions of Success.” Wooden suggests measuring yourself not by accolades or awards but by what you could potentially accomplish with your skills and effort (94). As an example, he refers to two little-known UCLA players—Conrad Burke and Doug McIntosh—arguing that these two players were as successful as any he ever coached, including those who went on to play professionally. These two players epitomized Wooden’s definition of success because they put their best effort into their passions and talents. Wooden also points out that he is considered a successful basketball coach because of his 10 national championships, but he knows other coaches whom he considers just as successful as he is because of their hard work and dedication. This is because perceptions of success are just that: perceptions.

What Makes an Effective Leader

Leadership is a third primary theme throughout the book. Part 3 begins with the passage “A Sacred Trust,” in which Wooden argues:

[A] leader, particularly a teacher or coach, has a most powerful influence on those he or she leads, perhaps more than anyone outside the family. Therefore, it is the obligation of that leader, teacher, or coach to treat such responsibility as a grave concern (111).

He makes the case that the same traits inherent in philosophers are inherent in leaders—a love of wisdom, studying the general principles of a field of knowledge, the processes governing thought, conduct, character, morals, and behavior (111-12). He states that the presence of authority is not enough to make someone a leader.

Wooden defines leadership as “the ability to get individuals to work together for the common good and the best possible results while at the same time letting them know they did it themselves” (112). While his leadership philosophies apply to coaching, Wooden stresses that they also apply to business, military affairs, and life in general. Among his numerous points on leadership, the key points are that a leader must make difficult decisions rather than just suggestions, that leaders must give people the treatment that they earn and deserve, and that respect is essential to leadership. Throughout the book, he asserts that respect must be given in order to be received.

According to Wooden, leaders must also listen to others and be able to dispense discipline, but only inasmuch as it is constructive and with an explicit purpose. While the approach of what he calls “dictator leaders” might result in wins, he disagrees with their style. He cites General George S. Patton, Hall of Fame football coach Vince Lombardi, and Hall of Fame basketball coach Bobby Knight as examples of these types of leaders. Wooden argues later in Part 3 that leaders can also be led: Leaders should be “interested in finding the best way rather than having their own way” (145). Qualities such as stubbornness and narrowmindedness are antithetical to leadership; just as Wooden’s Seven Part Creed emphasizes “drinking deeply of books” (9), open-mindedness and a willingness to learn are crucial characteristics for a successful leader.