http://www.mlive.com/wolverines/index.ssf/2015/01/jim_harbaugh_will_begin_creati.html
Absolute must fukking read these kids are in for wake up call
ANN ARBOR -- At first, older players on the roster thought it was all a bit ridiculous.
Jim Harbaugh had just taken over Stanford's football program in 2007, and suddenly, the team was being judged on an entirely different level.
On an absurd level.
Everything was charted. Everything was out in the open. If a player underperformed in a lifting drill, it was plastered on the walls of the locker room for everyone to see. Slacked off on a sprinting exercise? Same thing.
There was nowhere to hide, and no one really knew why.
And then, they figured it out.
"It all started in winter conditioning, two guys would go through the same drill at the same time and every single drill we did in winter conditioning had a winner and a loser," says Ben Muth, who was an all-conference offensive tackle for Harbaugh at Stanford. "And they'd post those stats in the locker room, and they'd be there for everyone to see. It'd be, 'hey, these guys are winning, these guys are losing. Where are you?'
"For some guys it was a big shock. The default answer was 'oh, this is stupid, it's a 20-yard shuttle, so what if I lost it?' Well, that's why we won one game the year before. Oh, a 20-yard shuttle doesn't matter? Well, when we're down 17 to Oregon State, maybe you realized it all mattered."
For Michigan, this process will begin at some point this week, when Harbaugh puts forth his winter conditioning plan to prior to the start of spring practice.
But once practices begin, the competition only increases.
At Stanford, Harbaugh broke down practice film in conventional ways, and then went back and did so again in non-conventional ways. He charted every special teams drill, the stuff no one wants to do. He logged participation numbers for each player.
And once again, he tossed them up on the walls of the locker room for everyone to see. If you were slacking, or choosing to sit out a drill, everyone knew it.
It was one of many motivational tactics, and it worked.
"We didn't have like a line where you'd line up and be next in line (for a special teams drill), it would be one of those 'get in there when you wanted to go' type things," Muth recalls. "And then two weeks later, he posts this list with how many special teams drills you competed in. He didn't tell anyone he was going to do that. But it was a message of 'these guys want to be out there practicing and getting better.'
"And it was obvious. Some guys were hanging in the back, they didn't want to take those reps. But he started keeping track of random stuff like that, and guys noticed."
At Stanford, Harbaugh had strength and conditioning coach
Shannon Turley put the players through his workout regiment during the offseason, as coaches are not allowed to have on-field contact with players during that time. Over the weekend, Harbaugh made a push at Turley, but the well-respected trainer ultimately opted to remain at Stanford -- where he's been for the past eight years.
Harbaugh still has to assemble an official strength and conditioning staff, but at the same time, the workout culture and the constant, never-ending competition in every corner of practice all comes from the head coach's mind.
He tells his players he's never been sick a day in his life. He says he never takes off major holidays. He insists he drank more milk during his formative years than any other person in recorded history. He once told a player he used to time himself while tying his shoes in the locker room, because he never wanted to be late to practice.
"I mean, hell, the guy was sick at his press conference the other day, I saw it," Muth laughs. "But if you ask him in a year, 'when was the last time you were sick,' he wouldn't tell you 'the Michigan press conference.'
"He just believes this stuff."
At first, all of this seems insane. But after a while, former players say this relentless behavior starts to rub off. The players who learn quicker see the field, the ones who don't sit the bench.
Period.
"He demanded competing with everything we did, and when I say everything, I mean absolutely everything," says J.T. Rogan, who played running back for Harbaugh at San Diego. "If your shirt was untucked, if you could've gotten to your next rep quicker, he found out. And he'd make some sort of odd comment about it, and you'd notice. And he just hammers this stuff, and he lives it.
"And he's looking for that blowback. You see those really talented guys who are skating by, and then you get the guys who aren't really talented and skating by. And he looks for those guys right away. The 'locker room lawyers,' those guys who say the 'oh, he told us we only had four sprints left and we had to do four more, what the heck?' He finds those guys, and he goes after them. ... He wants to build that mental resolve and toughness. And by the time he was done with us, I can honestly tell you we were in a place where we never thought we'd lose a game."
Part of Harbaugh's initial mission when he takes a job is to hammer this culture into the brains of his players. He anticipates resistance, and has a counter for it.
He wants players to compete. He singles out winners, and he singles out losers. He keeps detailed lists of how much each player has improved year-over-year in specific drills, exercises and random non-game statistics. So if a player comes to him upset he's not playing more, Harbaugh simply points to his chart let's it talk for him.
Former players say the constant push for competition drives everyone in the locker room to ultimately get themselves on Harbaugh's 'winners' list.
And once that's achieved, on-field victories begin to roll in.
"We had a team meeting once and he told us 'you guys are all on my team and I love you all, but there will always be a special spot in my heart for those of you who perform on the field on Saturday,' " Muth recalls. "That might come off as favoritism, but when you're in there, it was the truth. He played favorites to the guys who worked the hardest and performed the best. And he didn't hide it. He treated people the way they deserved. If you worked and were accountable, he respected you and you got more of a leash. But if you weren't, he held you accountable and he'd push you to be accountable."
"Some of the guys who had been there a while brushed it off at first, 'this is stupid, it's pointless' or whatever.' But some guys, they were like, 'well, hell, I don't want to be the low man on the point board.' They went to work. And we started winning."