Good People Who Are Good at What They Do

As I prepare to take July off before the men's tackle football season begins, I've been reflecting on a standard that has shaped the way I evaluate opportunities, organizations, and people throughout my career.

The standard is simple:

Good people who are good at what they do.

I first came across this idea while speaking with Coach Todd Bowles. When evaluating players, coaches, and staff members for his organization, he emphasized the importance of finding people who met both criteria. The simplicity of the standard stood out to me immediately.

At the time, I appreciated the idea. Looking back, I wish I had started applying it sooner.

The longer I have coached and led, the more I have realized that success is rarely built on talent alone. The best teams, organizations, and cultures are built by people who combine strong character with professional excellence. When one is missing, problems eventually surface. Talent without character can damage a culture. Character without competence can limit a team's ability to grow and achieve its goals.

The goal is not to choose one or the other. The goal is to find people who bring both.

Good People

Being a good person goes far beyond being nice.

To me, good people have a growth mindset. They are servant leaders who put the team before themselves. They treat others with respect, maintain discipline, and consistently do the right thing even when no one is watching.

Good people elevate the environment around them. They strengthen culture, improve relationships, and inspire others to reach a higher standard. Their influence extends far beyond their individual role.

When adversity arrives or a tough decision must be made, a good person will always act on the principle of doing the right thing. That does not mean they always make the right decision, but the desire to do good can be felt within it, nonetheless. 

They do not point fingers or make excuses. They take ownership, support those around them, and focus on solutions. When you surround yourself with good people, you create the conditions for trust, accountability, and long-term success.

Good at What They Do

Character alone is not enough.

The second part of the standard is being good at your craft.

People who are good at what they do care deeply about continuous improvement. They take pride in their work and honor the responsibility they have as leaders, coaches, teachers, and mentors.

They are students of the game. They seek opportunities to learn, grow, and develop both professionally and personally. They understand that leadership requires constant refinement and that excellence is never a finished product.

Being good at what you do is not about perfection, but rather commitment to growth and mastery.

The coaches and leaders I admire most are not the ones who think they have all the answers. They are the ones who continue learning, asking questions, and looking for ways to improve. 

Good leaders understand that their development directly impacts the people they lead.

A Standard That Created Clarity

There was a period in my career when I was navigating uncertainty and trying to determine what was next. I was exposed to very poor conditions and people who did not cherish their position or have a desire to be or do good.

During that time, this standard gave me direction.

As interview opportunities began to come my way, I found myself asking two simple questions:

Are these good people?

Are they good at what they do?

If the answer to the first question was no, I knew it was not the right fit. 

If the answer to the second question was no, I knew it was not the right environment for someone who wanted to continue growing and pursuing excellence.

And if I answered no to one or both, I avoided it at all costs.

The standard brought clarity to my decision-making. Most importantly, it made it easier to say no.

During interviews, I was often asked what I wanted in my next opportunity. My answer was always simple:

"Good people who are good at what they do."

I wasn't looking for a specific title, organization, or level of football. I wanted to be around people of strong character who were committed to excellence. I wanted to learn from leaders who cared about their craft and cared about the people they led. This simple standard allowed me to communicate that.

That answer often surprised people because it was so simple. But the more experience I have gained, the more convinced I became that who you work with matters just as much as what you do.

When you find good people who are good at what they do, growth follows. Strong relationships follow. Great culture follows. And in many cases, great results will come to fruition.

Looking Ahead

As I begin a new chapter in my journey as a sports leader, I find myself returning to the same principle.

When the time comes for me to hire, build a staff, or evaluate talent, I will use the same standard that has guided me for years.

I hope the people I lead would say the same thing about me. Not only that I was competent in my role, but I also treated people the right way. Leadership is not simply about what we accomplish; it is also about the impact we have on the people around us.

My job as Head of Coaching Development is to support WNFC coaches in anyway I can. The best part of my job is recognizing great coaches. That happened at IX Cup weekend. Not only were both teams for All-Pro lead by good coaches who are good at what they do, so were the rosters. It was a close game, ending 14-13, that showcased the WNFC talent in both players and coaches.

At the end of the day, championships, records, and accomplishments are meaningful, but they are often temporary. The relationships we build, the culture we create, and the example we set tend to last much longer. I felt we built something great this past weekend.

That is why this standard continues to matter to me.

At the end of the day, the question remains simple:

Are they a good person who is good at what they do?

WNFC 2026 All-Pro Game at IX Cup Weekend