York Newbury: Canucks Beat the Sharks

Good possession by the five man unit with under a minute left to score. Hopefully they can stack up some wins here and get their confidence rolling. Gotta stick with this kid in net, team plays like they know they’re gonna lose with Silovs in there.

Thanks Yorkie.

Kirill Kaprizov has 21 points in ten games for the Minnesota Wild, wow, that kid is an incredible talent.

Kirill Kaprizov has 21 points in ten games for the Minnesota Wild, wow, that kid is an incredible talent.
- Pacificgem

How many points Petey and Miller?

Maybe Miller should have worn his Halloween dress on the ice...

How many points Petey and Miller?

Maybe Miller should have worn his Halloween dress on the ice...


- LordHumungous

Vancouver Canucks 3 - 2 San Jose Sharks

Vancouver Canucks 3 - 2 San Jose Sharks
- Pacificgem

Pius looked good with 2 goals.

Vancouver Canucks 3 - 2 San Jose Sharks
- Pacificgem

lolx

lolx
- LordHumungous

You know why some people are janitors and some people are multifaceted business leaders. Leaders "looks at the process not just the results," it means they focus on the steps and methods used to achieve a goal, rather than solely judging success based on the final outcome; this approach allows them to identify areas for improvement, foster continuous learning, and build a more sustainable path to achieving desired results.

It's probably too late for you, but you should read what's below...

----------------------------------------------------------------------

The true meaning of "Focus on the process, not the result".

Sports teams seem to have more success with this advice than business teams. It's understandable, since in sports it's easier to determine which steps and procedures are more conducive to high performance.

For example, Trust the Process became a mantra for the Philadelphia 76ers. And before that, the same concept was adopted by American football coach Bill Walsh, whose advanced leadership transformed the San Francisco 49ers from the worst franchise in sports into the Super Bowl champions in the 1981, 1984, and 1988 seasons.

The Score Takes Care of Itself: My Philosophy of Leadership, a book written based on a series of interviewers with Walsh and published after his death, describes how the coach got the entire 49ers organization to buy into his philosophy of not focusing on winning games or a championship. Instead, he got the players to concentrate on getting better every game, playing with high levels of accuracy and accountability.

Under Walsh's leadership, the coaching staff identified 30 specific and different physical skills that every offensive lineman needed to master to do his job at the highest level, from tackling to evasion. They then created multiple drills for each of those individual skills, which were practiced relentlessly until their execution at the highest level was automatic.

In business, it's harder to determine what must be present for a process to operate at its highest level. Still, in my career I've identified some conditions that, if met, allow us to "trust the process" to achieve positive impact:

We're working from clearly defined, well formed outcomes that establish what we want to accomplish.
We're constantly validating that the process is appropriate to respond to organizational demands (more details below, under "Following the winning steps of coach Bill Walsh").
We're adjusting the process each time we identify a pattern of having to depart from the process to get results, or see people dropping out of the process because of a rigid rule.

Following the winning steps of coach Bill Walsh
In many situations, the outcome, the direct, intended beneficial effect of a process, may take a long time to materialize.

For example, if your company changes its sales process today with the expected outcome of increasing win rate, depending on the length of your sales cycle, it may take 3, 6, or 12 months for the change to bear fruits. But if you're leaving behind a poor sales process that was chaotic and business-centric and adopting one that is customer-centric and based on good logic, sound principles, and proven techniques, there are plenty of reasons to be patient and stick to the process. It might be tempting to start lowering standards or cutting corners if the results can't be seen quickly, but it takes persistence and consistency of action day-in, day-out to get where we want to go.

As Walsh describes in his interviews, things were in such bad shape when he joined the 49ers that talk of a Super Bowl Championship would have "sounded delusional". His priority was to implement what he called "Standard of Performance": a new way of doing things that went beyond the mechanical elements of doing jobs correctly to include a code of conduct and a set of applied principles that included not getting "crazy with victory nor dysfunctional with loss".

Adherence to the details of Walsh's Standard of Performance became second nature as the team worked to become absolutely first class in every possible way "on and off the field".

I directed our focus less to the prize of victory than to the process of improving, obsessing, perhaps, about the quality of the execution and the content of our thinking; that is, our actions and attitude. I knew if I did that, winning would take care of itself, and when it didn't I would seek ways to raise our Standard of Performance.

I love the humility demonstrated by coach Walsh in this quote. He had faith in his way of doing things, his philosophy; but he was also committed to learning and improving his thinking. He was ready to accept a change of course when it was required to improve execution.

We can’t control how things will develop, what victories we’ll achieve, how our projects will turn out. But we can control the process. We can set high aspirations to get progressively better over time, and commit to improving business processes to eliminate inflexibility, waste, and result variability.

You know why some people are janitors and some people are multifaceted business leaders. Leaders "looks at the process not just the results," it means they focus on the steps and methods used to achieve a goal, rather than solely judging success based on the final outcome; this approach allows them to identify areas for improvement, foster continuous learning, and build a more sustainable path to achieving desired results.

It's probably too late for you, but you should read what's below...

----------------------------------------------------------------------

The true meaning of "Focus on the process, not the result".

Sports teams seem to have more success with this advice than business teams. It's understandable, since in sports it's easier to determine which steps and procedures are more conducive to high performance.

For example, Trust the Process became a mantra for the Philadelphia 76ers. And before that, the same concept was adopted by American football coach Bill Walsh, whose advanced leadership transformed the San Francisco 49ers from the worst franchise in sports into the Super Bowl champions in the 1981, 1984, and 1988 seasons.

The Score Takes Care of Itself: My Philosophy of Leadership, a book written based on a series of interviewers with Walsh and published after his death, describes how the coach got the entire 49ers organization to buy into his philosophy of not focusing on winning games or a championship. Instead, he got the players to concentrate on getting better every game, playing with high levels of accuracy and accountability.

Under Walsh's leadership, the coaching staff identified 30 specific and different physical skills that every offensive lineman needed to master to do his job at the highest level, from tackling to evasion. They then created multiple drills for each of those individual skills, which were practiced relentlessly until their execution at the highest level was automatic.

In business, it's harder to determine what must be present for a process to operate at its highest level. Still, in my career I've identified some conditions that, if met, allow us to "trust the process" to achieve positive impact:

We're working from clearly defined, well formed outcomes that establish what we want to accomplish.
We're constantly validating that the process is appropriate to respond to organizational demands (more details below, under "Following the winning steps of coach Bill Walsh").
We're adjusting the process each time we identify a pattern of having to depart from the process to get results, or see people dropping out of the process because of a rigid rule.

Following the winning steps of coach Bill Walsh
In many situations, the outcome, the direct, intended beneficial effect of a process, may take a long time to materialize.

For example, if your company changes its sales process today with the expected outcome of increasing win rate, depending on the length of your sales cycle, it may take 3, 6, or 12 months for the change to bear fruits. But if you're leaving behind a poor sales process that was chaotic and business-centric and adopting one that is customer-centric and based on good logic, sound principles, and proven techniques, there are plenty of reasons to be patient and stick to the process. It might be tempting to start lowering standards or cutting corners if the results can't be seen quickly, but it takes persistence and consistency of action day-in, day-out to get where we want to go.

As Walsh describes in his interviews, things were in such bad shape when he joined the 49ers that talk of a Super Bowl Championship would have "sounded delusional". His priority was to implement what he called "Standard of Performance": a new way of doing things that went beyond the mechanical elements of doing jobs correctly to include a code of conduct and a set of applied principles that included not getting "crazy with victory nor dysfunctional with loss".

Adherence to the details of Walsh's Standard of Performance became second nature as the team worked to become absolutely first class in every possible way "on and off the field".

I directed our focus less to the prize of victory than to the process of improving, obsessing, perhaps, about the quality of the execution and the content of our thinking; that is, our actions and attitude. I knew if I did that, winning would take care of itself, and when it didn't I would seek ways to raise our Standard of Performance.

I love the humility demonstrated by coach Walsh in this quote. He had faith in his way of doing things, his philosophy; but he was also committed to learning and improving his thinking. He was ready to accept a change of course when it was required to improve execution.

We can’t control how things will develop, what victories we’ll achieve, how our projects will turn out. But we can control the process. We can set high aspirations to get progressively better over time, and commit to improving business processes to eliminate inflexibility, waste, and result variability.
- Pacificgem

Yeah Petey on pace for 45 points is a 'process'...

lol no wonder we used to call you folks 'imagineers' in all my years in manufacturing.

Yeah Petey on pace for 45 points is a 'process'...

lol no wonder we used to call you folks 'imagineers' in all my years in manufacturing.


- LordHumungous

You're too focused on his points and his salary. If the team is winning what does it matter? Lets see how things go. You can't change it and have no control over it, yet you bring it up on a daily basis like it's going to somehow impact anything, it isn't.

Clearly you have a one-track mind as you make no mention of the fact they won, you just go straight to chastising the players despite the fact they won. Just enjoy the victories, after 82 games lets see how it played out. And don't forget your mop on the way out!

Thanks York Soda.
Should be an interesting hate Sunday with 2 Dmen arguing already.

Speaking of which. Their reads on offensive zone pinches and stepping up in the neutral zone is still horrible. They are getting beat far too much for odd man rushes. A good team would've made them pay a little more last night.

Lankinen was solid again, no way they come out of there with the W without him.

Thanks York Soda.
Should be an interesting hate Sunday with 2 Dmen arguing already.

Speaking of which. Their reads on offensive zone pinches and stepping up in the neutral zone is still horrible. They are getting beat far too much for odd man rushes. A good team would've made them pay a little more last night.

Lankinen was solid again, no way they come out of there with the W without him.
- Load Management

Gap control between F3 and the defense is so bad, too many odd man rushes. Not protecting the middle of the ice still.

Gap control between F3 and the defense is so bad, too many odd man rushes. Not protecting the middle of the ice still.
- Pacificgem

Yep. Seems like they want the D more aggressive this year on the rush and holding the Ozone blue line. It's been a mixed bag so far. The timing, the forward and D reading off each other, is nowhere near where it should be especially in transition.

You're too focused on his points and his salary. If the team is winning what does it matter? Lets see how things go. You can't change it and have no control over it, yet you bring it up on a daily basis like it's going to somehow impact anything, it isn't.

Clearly you have a one-track mind as you make no mention of the fact they won, you just go straight to chastising the players despite the fact they won. Just enjoy the victories, after 82 games lets see how it played out. And don't forget your mop on the way out!
- Pacificgem

You're too focused on his points and his salary. If the team is winning what does it matter? Lets see how things go. You can't change it and have no control over it, yet you bring it up on a daily basis like it's going to somehow impact anything, it isn't.

Clearly you have a one-track mind as you make no mention of the fact they won, you just go straight to chastising the players despite the fact they won. Just enjoy the victories, after 82 games lets see how it played out. And don't forget your mop on the way out!
- Pacificgem

2 goals at 5/5 since last March is a problem regardless of the team 'winning'.

I still think some of this falls on Tocchet as Petey will not succeed fully on a line with Garland and Hogs etc...he needs top 6 activity in all aspects to get him rolling. I really do hope he gets it together however 10 games in and the signs just aren't there.

Team winning is great and all but denying what could potentially be a huge issue with Petey moving forward isn't very progressive thinking from an 'engineer' lol

Be better dude.

- K-man25

Wow Mrs. Kadri you are in already before the big Flames win???

Canucks have played 3 games against playoff teams, didn't fair so well against them, play several games against bottom feeders and play pretty meh, then you get Lefty saying it's about the process.

Canucks have played 3 games against playoff teams, didn't fair so well against them, play several games against bottom feeders and play pretty meh, then you get Lefty saying it's about the process.

- Reubenkincade

It's ok. Petey is Barkov now.

It's ok. Petey is Barkov now.


- LordHumungous

If they're happy with his game, great.

No pressure to score. 200' game baby!

Thank you NYN

York Newbury: Canucks Beat the Sharks
- York Newbury

After 10 games I am sure glad Patrick & Co. waited for Lankinen to accept their offer, I can't imagine where this team would be without Kevin. IMO he has been the teams MVP and will probably be a key reason this team will be fighting for a playoff spot come April.

After 10 games I am sure glad Patrick & Co. waited for Lankinen to accept their offer, I can't imagine where this team would be without Kevin. IMO he has been the teams MVP and will probably be a key reason this team will be fighting for a playoff spot come April.
- claygolf83

I've got Garland as the MVP so far. Lankinen is a close 2nd.

Thanks NYN.

Good news.
Aman somehow got through waivers and is now safely in Abby.