The staff member was wrong. I had very profound and organization-changing goals, but he didn’t accept my philosophy and was fired when I heard about what he had done behind my back. His betrayal was unacceptable. However, he was correct that I had no grandiose plan or timetable for winning a championship, but rather a comprehensive standard and plan for installing a level of proficiency—competency—at which our production level would become higher in all areas, both on and off the field, than that of our opponents. Beyond that, I had faith that the score would take care of itself.
