While coaching at Stanford University, I instituted a “12th Man Award,” which, of course, didn’t involve money, but did acknowledge publicly the effort being made by those who were less visible. I wanted them to know they were an essential part of the success of the team and, as such, should focus and train for the moment they would have a chance to make a big play. I strove to avoid having a “second tier” of lower-class players or staff members.
