NBA Coach of the Year

“The National Basketball Association (NBA) named its 1999 Coach of the Year a few months ago. The honor did not go to the coach who had won the most games. It didn’t go to the coach with the best players or the biggest payroll. It didn’t even go to the coach of the team with the most-improved record.

Amazingly, the coach selected is in his rookie year. He coached his team to only a .500 record. They didn’t make the playoffs. In fact, the winning coach’s team lost more games this year than last year.

But the Red Auerbach Trophy was given to Doc Rivers, coach of the Orlando Magic, because under his leadership the team played so far above its expectations and ability.

Before Rivers came, Orlando’s management decided to rebuild: Four of the five starters were traded or let go. The front office frankly told fans this would be a rebuilding year, which in sports language means, “Expect to lose a lot.”

Rivers’s four starters weren’t even drafted out of college, but he worked with the players he had. All 12 players played significant minutes each game, contrary to the star-player sets most NBA teams use. The Orlando Magic relied on defense, teamwork and hustle. They played for pride and their teammates. When Rivers was presented the Coach of the Year Award, many of his players came to the press conference. Rivers said there, “I had felt from day one that we had better players than what everyone thought we did. And I think by the end of the season, that proved to be true.”

Rivers brought at least three things to his organization.

1. High expectations. Before preseason practices started, Rivers sent every player a Federal Express package that had one message: “Are you committed?” A few days later, a second package arrived with this proclamation: “We are going to be the best defensive team in the NBA.” The pastors and leaders I know who are great set high expectations regardless of what the organization or church thought about itself. They convinced the organization it could succeed.

2. Designing a game the players could run. Rivers didn’t have any go-to scorers, so he designed the team’s game around things he could control. He made his players play untiring defense, something many teams are lax about, and made them hustle after every loose ball. A Magic player separated his shoulder in practice, trying to save a ball from a backcourt violation. Great leaders consider things under their control and within their people’s skills. They help the organization do small things with hustle and desire.

3. He made them play as a team. Name any player on the Orlando starting five. I don’t think you can. Rivers constantly mixed things up, forcing players to know each of their teammates’ skills and specialties. Great leaders instill a sense of team.

I know many pastors and Christian leaders whose churches appear to have a .500 record. But they have maximized what they have to work with. That makes them truly Leaders of the Year.

—Dave Travis facilitates the Church Champions Network within Leadership Network (www.ChurchChamp.org). To reply to Dave, write Newsletter@LeadershipJournal.net.