※ 引述《TomasMao (毛叔)》之銘言：
: 2. POP-遠比勝負重要的事
: POP: 奪冠嗎? 不知道欸，這不是我人生的首要目標
: 如果我得知我的球員們讓社會更好、有好的家庭並照顧身邊的人的話
: 我會更開心，比起贏得金盃，我會更滿意的
: 我會喜歡再拿一座金盃、然後盡力做到(貢獻社會)
: 但我們必須要在工作中獲得比成功更重要的事。
: 這樣的想法在他與球員的互動時、抑或是他談論自己和隊友的關係時都有顯現出來。
: 我還記得在他父親過世前，他父親看著我的眼睛、並說
: '我必須給你一個責任，確認他在一切工作完成後，他仍是現在的他'
: 而我想敬重地回答，他仍是他。
: 他已成長為歷練豐富的人，但他的內心、在他踏進聯盟時就是如此
: 在多歷年所、獲得成功後，他仍是他自己、一點都沒有變。
: 來源: https://goo.gl/kTSJ8R
: 心得: 啊然後我昨天因為考研被打擊所以沒翻 QQ
原文部份恕刪，感謝毛叔翻譯，讓我看到這篇好文章
雖然小魯的英文程度不怎樣，但還是斗膽獻醜，若翻得不對還請各位多指教
Gregg Popovich: Beyond the Xs and Os
Pop has been in legacy mode for decades.
By Asa Robinson Feb 23, 2019, 11:51pm CST
“I want more wins than anyone ever […] ‘Popovich: Selfish About Wins.’ ”
~Gregg Popovich when asked whether he thinks about his legacy~
POP被問到他是否會想要傳承下去
POP:我想要比任何人都多的勝利…對勝利很自私
(此段借用毛大原PO的翻譯)
Gregg Popovich is on a different level. Even though he denies thinking about
his own legacy, he has maintained a big-picture legacy perspective for a very
long time, perhaps longer than any other coach in the history of the NBA. The
stories about Popovich’s impact seem to be cropping up much more frequently,
but the groundwork has been there for decades.
POP對於當教練的觀念和其他人是在不同水平，即便他不願正面回應他所做的「傳承」
。但他的傳承大計其實一直都在進行，可能比聯盟史上任何一位教頭還久。最近總有
不少教練談及他們是如何被POP影響，但其實這些紮根工作已經進行了數十年。
Before I introduce some more concrete examples of Pop’s legacy perspective,
let me explain what I mean by the terms, because it is not what “legacy”
has come to mean for a lot of analysts, players, and coaches. It’s not about
Hall of Fame ballots, career records, or greatest of all time discussions.
在我講敘POP對於觀念傳承時，容我先解釋清楚，這裡所指的「傳承」跟球評、球員
和教練所講的不同，也不是名人堂投票、生涯紀錄或是史上最偉大的討論
A Legacy Perspective
A few years ago, back when I was still actively coaching high school sports,
I read an article about the stages in a coach’s career. I can’t find the
article, but it was a better version of Janssen Sports Leadership Center’s 5
stages in a coach’s career, which does a pretty good job outlining the
general categories and philosophical trajectories of 99% of professional
basketball coaches. But this particular article added a potential
philosophical stage in a coach’s journey, one that few professional coaches
reach; it referred to that elusive stage as the legacy perspective (or
something similar . . . although the article made a significant impact on me,
the exact words fail me).
觀念傳承
幾年前，當我還在高中執教時，我讀了一篇有關於教練生涯階段的文章，但這文章寫的
比Janssen Sports Leadership Center's所著的《教練生涯的五個階段》好。文章清楚
介紹了絕大多數職業籃球教練的一般類別及哲學方向。但這獨特的文章中在教練生涯方
面加了潛在哲學階段，此階段是很少職業籃球教練能夠一窺「觀念傳承」的堂奧(或是
其他類似的字眼，雖然這篇文章對我影響深遠，但原文我總是不求甚解)
The hallmark of the legacy perspective is a deep understanding by the coach
that his legacy is not actually wins and losses, and that the true value is
in the people for whom he bears responsibility and with whom he associates:
his players, his fellow coaches and co-workers, and the community he and his
team are part of.
而所謂「觀念傳承」真正的涵義不僅僅只是對於勝負的爭奪，更體現在如何去做好本份
並影響周遭的人，包含球員、 教練團、同事和球隊所屬的社區等等。
In Popovich’s Words
In a 2016 trip to local school, Popovich summarized his version of the legacy
approach when responding to a question about whether the Spurs would win a
title (spoiler: they got Zaza-ed that season in the WCF) :
“Win the championship? I don’t know, but it’s not a priority in my life. I
’d be much happier if I knew that my players were going to make society
better, who had good families and who took care of the people around them. I’
d get more satisfaction out of that than a title. I would love to win another
championship and we’ll work our butts off to try and do that. But we have to
want more than success in our jobs. “
對於2016年沒能奪冠，POP的回應：
奪冠?嗯，這不是我的人生第一要務。如果我的球員能夠對社區有所貢獻，家庭美滿，關
心親友，這會讓我更高興，比奪冠更滿足。我當然想再奪一冠，我們也會為此拼盡全力，
我們並不只想當個成功的球員
This mindset is clear in the way he interacts with players and talks about
his relationship with them. In his comments about Tim Duncan’s retirement,
the accomplishment he seemed most proud of and the responsibility he held
most sacred was his care of Tim as a person rather than as a basketball
player.
“I can still remember before his father passed away, [his father] looking at
me in the eye and saying that, ‘I’m gonna hold you responsible to make sure
that when he’s done, he’s the same person that he is now.’ And in that
respect, he is. He’s grown as a person as we all do through experiences. But
his inner core, he was over himself when he came in. And after all these
accolades and all this success, he’s still gotten over himself. He hasn’t
changed a lick.”
這種傳承的信念在他和球員的互動中一覽無遺。在石佛的退休儀式中，POP並不著墨TD
的球員成就，而是細數他是怎樣的一個人
「我還記得在他父親過世前，(他父親)注視著我說，我把照管他的責任交給你了，讓他
能夠在生涯結束後仍然還是那個原來的他。而現在我可以恭敬的說，他做到了。在歲月
的歷練後，他還是像剛進聯盟時一樣(按：教練認證二十年來都沒進步)，而各種功成名
之下，仍然一本初心，絲毫不變。
He revealed a similar mindset when speaking about Tony Parker after his
departure, focusing his relationships to Parker as a person.
“He’s a special young man. I’ve always felt like a second daddy to him and
he’s been like a son in all kinds of ways. You know he’s just a friend for
life and somebody I’ll always care about.”
講到老跑車的離去，POP在意的仍是和Parker這個人的情誼，再一次的印證這種信念
他是個與眾不同的年青人，我和他有著亦父亦子的感情，他是我會一直在乎的終身好友
Pop’s Expanded Legacy Perspective
Somewhere along the line Popovich appears to have expanded his perspective to
include most of the NBA, and to some extent, the entire basketball community
as a whole. Few coaches last long enough without getting burnt out to do
this, but Popovich has managed the feat. It seems like every other week a new
story comes out with some mundane detail about Popovich’s influence on some
other member of the NBA community.
Whether he is giving words of encouragement to Flip Saunder’s son about
being himself despite the shadow of his father in Minnesota or reportedly
fielding calls from Dell Demps about a tough Anthony Davis situation, his
focus on people and the development of their character and careers seems to
be at the forefront.
POP更進一步的觀念傳承
POP把傳承的對象從身邊的人擴及到大部份的NBA甚至是整個籃球社群，很少教練能長時間
執教到信念開花結果，在長時間執教的灌溉下，每隔幾周就會看到聯盟的成員訴說POP對
他們的影響。
不論是公開鼓勵桑德斯教練之子走出父親的陰影做自己還是據報私下提點Demps教練如何
處理AD風波，POP關心的永遠是幫助他人解決難關。
His impact on the league has certainly been bolstered by all his former
assistants and players now coaching around the league. I’m not sure on the
exact current count of all the assistants, but Jim Boylen, Brett Brown, Mike
Budenholzer, James Borrego, Steve Kerr (as a player), Doc Rivers (a player
while Pop was GM), and Quinn Snyder (who coached the Austin Spurs) are all
NBA head coaches who worked directly or indirectly for Pop. That’s 7/30
teams coached by people Popovich had close contact with. Include assistants
and ex-coaches like Joe Prunty, Earl Watson, Mike Brown, Jacques Vaughn, or
Monty Williams, and the Popovich’s impact and connections across the league
is almost unprecedented. Even coaches who didn’t play for Popovich, for
example Mike Malone of the Kings, credit him with helping them get their
start.
這段就是講POP影響了哪些人
Part of that is just longevity and the connections that come with that, but
there is a more intentional side to it. Brett Brown’s story about a
conversation with Popovich illustrates Pop’s family-like attitude toward
assistants even early in his NBA coaching career. Brown recalled recently
that prior to a game in 1999 Pop let him know he “would be taken care of”
despite the fact that Pop felt his own job was in significant jeopardy.
And while Popovich is known to be demanding when finding and promoting
coaching talent, he takes responsibility and enjoyment from seeing his family
of coaches succeed, whether it’s in San Antonio or elsewhere. As he said
recently ahead of a meeting with Jim Boylen when asked about coaches leaving,
he views former staff like former players: a part of a larger family he is
creating.
在Brett Brown的故事可以看出POP把大家「視如己出」的看待，POP打從心裡的關心、
照顧他，即便那時他還只是教練團的菜鳥，職位可能隨時不保。
POP向來擅於發掘教練人才，督促且樂見他的教練家族成功，不論是在馬刺茁壯或是
在NBA其他球隊開枝散葉。他看待教練團也和看待球員沒有不同，當成是自己家庭成員
般來照顧。
“We’ve had quite a few people go through managerially and coaching wise,
but you have to be happy for people who move on to improve their situations
and take on new jobs. It’s actually a thrill for us . . . it’s fun because
when we go on the road there’s always somebody in the film room on the court
or in management who we are familiar with and it just makes it a huge family.
So I really do enjoy it.”
This kind of mindset is a hallmark of Popovich’s legacy perspective, and it
echoes what I’ve heard from the best leaders, teachers, and coaches. From my
100 year old Grandma who tells me every time I see her that people are the
only things we can take to heaven to a former principal whose entire
retirement speech was a 15 minute list of the students he had taught and
their accomplishments, the most effective people understand legacy in terms
of the individual lives they contact. Popovich is one of those people.
我們的教練團有許多管理及執教的人才，然而當他們迎接挑戰更上一層樓時，你總是會
感到欣喜，能在客場看到這些馬刺大家庭熟悉的臉孔在各個職位上發光發熱更是有趣
這種信念正是POP「觀念傳承」的正字標記，這也符合我聽說過的那些最佳領袖、導師
教練的看法。我的百歲祖母總是說「人」才是你死後帶得進天堂的東西。而退休校長
的演講也總是離不開校友們的成就，POP就是種能夠做到關心他人、影響他人和激勵他人
Popovich’s Greatest Accomplishment
In one sense, Popovich is not that unusual. Many people leave deep legacies
in the small circles they move within, helping build up and hold together
their families, schools, and communities. And the ranks of amateur sports
have many coaches who understand and apply this perspective, impacting scores
of athletes over their career.
在關心他人，發揮正面的影響力上，POP所做的，和其他人並沒有相差太多，許多人在
各自的家庭、學校或是社區內留下各自的傳承，影響、凝聚人們。在業餘運動領域，
許多的教練同樣的理解並運用這種信念，在數以十計的選手生中刻下了正面的影響力。
What makes Popovich truly impressive is the environment in which he has
applied this perspective. It’s the highest level of basketball, where
pressures are immense, the struggle to survive is immediate, and
relationships are subject to the demands of the business of basketball and
its subsidiary activities.
In that kind of environment, Gregg Popovich’s greatest achievement has been
preventing the efficient, demanding, get-paid-to-win-now approach from
over-shadowing a deeper understanding of what it truly means to leave legacy.
Because of that, he has indeed left a legacy that goes far beyond his rank on
the all-time career wins list.
NBA這個由金錢所堆砌起來的籃球最高殿堂，處處充滿高壓及鬥爭，POP能夠出污泥而不染
保持善念，影響他人，才是真叫人佩服。而POP真正傳承下來的信念遠遠高於勝場數排名
的價值。
心得：
補充一下原文提到的5個階段是
來源 https://reurl.cc/x74qb
1.SURVIVAL 掙扎求生
2.STRIVING FOR SUCCESS 奮鬥向上
3.SUCCESS & SIGNIFICANCE 邁向成功
4.SATISFIED 自我滿足
5.SPENT 自我追尋?
這根本是教練版的馬斯洛需求金字塔，套用在每個人身上都適用，我想我爬到第三階段
應該就停下來了(搞不好根不爬不上去)，文章提到業餘教練其實很多人都辦得到，正是
因為他們不用背負巨大的期待跟壓力，自然可以保持人性的光輝，當然不是說他們一定
辦不到，而是過去的經驗是當你熬過了這些巨大的壓力時，通常人都變了，就像政客換
了位置就換了腦袋一樣，那為什麼POP可以?我猜他大概是老番巔腦袋壞了
印象中唯一看到北卡的傳奇教頭Dean Smith和POP一樣帶領球隊奪冠仍然保持初心，要
球員當個好人、好隊友、好球員
呼~本來只是看到毛大翻譯TD那一邊有一段沒有翻出來，就找原文來看，結果看了
有點感動，想說分享給大家，就英中對照硬翻了一下，很多是參考毛大的翻譯修改的，
但是有些部份我的理解似乎不太一樣，如果有錯請幫忙指正，謝謝。