Legendary University of North Carolina basketball coach Dean Smith was a masterful innovator in college sports. He was always thinking and analyzing the game to uncover ways to gain an “edge” against his opponents. One of those innovations was the enhancement of a scheme that proved to be both an offensive and defensive asset in its application.

The scheme was called the “Four Corners.” It was invented by head coach Neal Baisi of WV Tech fame and John McClendon, the first African-American head coach in any sport. However, it was Dean Smith who made it truly famous. He used it to great success under point guard Phil Ford and won numerous championships with this methodical process.  

Four players would stand in the corners of the offensive side of the court and most often the primary point guard would dribble the ball surging into the “lane” only to pass the ball back out to one of the players in the various corners. Often frustration would ensue from opponents and either the guard or one of the other players would cut toward the basket, receive a pass and quite often have an open shot. It was truly perfection in motion. So much so that in the 1982 Atlantic Coast Conference championship game against Virginia, Smith’s Tarheels held the ball using the four corners for the final seven minutes of the game to claim a very tough 47-45 win over a more powerful Virginia team. Smith’s scheme was so famous that there was even a restaurant-pub that was named the “Four Corners.”

The “Four Corners” aided coach Smith in his accumulation of almost 900 basketball victories. It was, however, the process that provided North Carolina players with much more. It gave the team much self-confidence, to the pain of opposing teams and fans, that regardless of the circumstance, they had a chance to remain competitive. It also helped move the odds in North Carolina’s favor in close games.

Leaders of all shapes, sizes and industries can benefit from utilizing the “Four Corners of Leadership” in their operational sphere.

The first corner we will examine is TRUTH. Truth matters. It is the pillar of life that should not be compromised. John Hay Allison said, “Truth is the discipline of the ascetic, the quest of the mystic, the faith of the simple, the ransom of the weak, the standard of the righteous, the doctrine of the meek, and the challenge of Nature. Together, all these constitute the Law of the Universe.” 

Truth can exist without leaders, but leaders cannot effectively exist without truth. Truth is the companion that propels leaders forward in their quest to influence those they lead to effectively gain the results they seek. Only when it is betrayed will truth stop a leader from achieving a rightful foothold toward accomplishment. Thus, the strength of truth lies not in what may be arguable, but in what is revealed when it is brought to light. As Paul A. Potter said, “Don’t argue with the truth.” There is always truth behind all misconceptions. 

Truth is, at times, difficult. It demands that leaders look into the eyes of those they lead and convey certainties that often might not be appreciated. No one truly likes to receive bad news. Look at the story of John. John was a leader for an insurance organization. The organization had existed in a particular area for almost seven decades and was well entrenched within the local marketplace. It was so popular that it was the leading provider of protection for homes and automobiles. However, there were issues. Issues that involved profit. The challenges to that profit became so intense that the insurance organization reached a decision that it must suspend selling its products in the area until an effective solution could be found. 

It became John’s responsibility to inform the many representatives for his organization about the pending decision. As the meeting was called, and as John gazed into the eyes of his attentive representatives, he found himself wanting to do all in his power to soften the blow he must deliver. The more he thought about the words to use, the more he realized that nothing short of the full and unrestricted truth would adequately address the need.  

John delivered the news. He did so in a manner that conveyed both the issues surrounding the decision and how the representatives could aid in solving the systemic challenges confronting the organization. While the news was, in essence, quite harsh; the reality that John brought forth in a factual way helped him achieve his desired result. That end being support for the decision and an effective game plan to solve the challenge as soon as possible.  While no representative enjoyed the news that was received and all were concerned how it might impact their financial arrangements, all felt good that they had a leader who did not mince words but chose to help them better understand the demands. The end result was effective change that enabled the area to regain lost ground, achieve the profit level they needed, and again, effectively lead the marketplace.

Followers most often demand leaders who they comfortably feel bring forth factual communication. When deception is set aside and truth is allowed to lead, conduct is inspired and genuine achievement is most often experienced. Just as the point guard dribbles the ball controlling the offense or calls the defensive plays, leaders do the same. But regardless of the demand or situation, leaders must be champions of truth come what may. 

The second corner is TRUST. Without truth, it is virtually impossible to have trust. Leaders must never forsake the trust of those they lead if they are to solidify the balance sheet for effective teamwork and goal attainment.

The story is told about a young country lad who had the responsibility to milk the family cow each morning before school. One frosty November morning, he found himself running late and rushed to the barn to follow through on his commitment. In his rush, as he set up his stool and placed the grain in the feeding trough, he violated one of the critical rules in milking. The lad forgot to warm his hands. 

As his cold hands met the udders, the poor cow conveyed a dismayed “moo” and violently kicked and ran the lad up the loft ladder. As the lad gazed at his long-term friend, he could sense the angst in her eyes. His rush had given the innocent cow a most unfortunate chill that could have been avoided had he taken the correct steps despite his lateness. 

The lad remarked later that his friend for many months looked warily toward him each morning as he prepared to milk. The trust that she had placed in him for such a long time had been damaged, and now he must prove himself once again. Their relationship was never truly the same again. Such is the case in a leader’s interaction with followers. When that trust factor is violated or set aside, it is difficult at best to rebuild the same cordial and acceptable teamwork that was in force for prior periods of time. 

As a leader, you cannot rush through interactions. Each encounter, despite the time element involved, should be precise in nature. One word said out of order or one directive given incorrectly can and most often does cause potential harm to the long-term effectiveness of the team or operation. Even a seasoned leader must understand that trust is never guaranteed. It is earned by what is said that is valid; what is done that is appropriate; and, what is perceived, then displayed by the merits of the leader. As George MacDonald said, “To be trusted is a greater compliment than to be loved.”

It has been noted that building trust takes time to evolve. This is particularly true for new leaders. Most often the individuals come into their role excited and filled with thoughts of grandeur. Not that these leaders desire to negate their opportunity for success; but, too often, that is precisely what happens. In their quest to show their skills and exhibit their authority, they tend to bypass key followers and apply what has been instrumental in helping them climb the corporate ladder. Thus, when things go astray, they find themselves in the peculiar position of having those they lead not support their initiatives. In other words, they rush toward success too quickly and do not establish their credibility beforehand. Position does not guarantee acceptance of action. Only action itself can bring about a condition of acceptance.

In the “Four Corners” offense, the players had to trust that the point guard would not dribble into trouble. The team had to have trust in each other that, when the ball was in their corner of the floor, they would be able to execute the action necessary to continue to delay play and yet control the ball. That was the essence of sound teamwork. Without trust, it is literally impossible for sound teamwork to thrive and for a successful outcome to be reached.

Trust matters. It matters greatly. Leaders must embody it, live it, and always strive to maintain its valuable possession. Consider this thought from Edward Bulwer-Lytton, “A man is already of consequence in the world when it is known that we can implicitly rely upon him. Often, I have known a man to be preferred in stations of honor and profit because he had this reputation: When he said he knew a thing, he knew it, and when he said he would do a thing, he did it.” Thus, when a leader walks his talk, he leaves no doubt as to his commitment. When commitment is evident, success often follows.

The third corner is CARE. As the old saying goes, “People don’t care how much you know until they know how much you care.” Leaders must be able to demonstrate their care in their interactions with those they lead. They must know that when they are in control of the ball, that each member of the team will be alert and open to help achieve the offensive or defensive plans. Leadership care lays the foundation for strong team development. When all parties are thinking together, the ultimate result most often leads to a successful score. Care is the chief factor that enables that success to become more evident.

During the Vietnam War, Colonel Hal Moore became one of the first American field commanders to engage the North Vietnam armies at the battle of la Drang in 1965. He had the command of the 1st Battalion, 7th Cavalry, the same 7th Cavalry that Colonel George Armstrong Custer commanded at the Battle of the Little Big Horn in 1876. Though both Moore and Custer had blond hair, and both were called “Yellow Hair” by their troops, it was Moore who managed to overcome the perils of combat. 

Encircled and outnumbered by enemy forces, Moore managed to overcome the odds and come out victorious during the nearly week long battle. One of Moore’s defining traits was his promise to his troops that, despite the outcome of any battles they would face, all troops living or dead would come home together. He never failed in that promise. After each interchange with enemy forces, Moore would immediately seek a count on his troopers. Any missing men, living or dead, would be searched for, found and returned to safe ground. Finally, Moore also proclaimed and exhibited another key trait: that being that he would be the first on the field of battle and last to leave. During his career and his battlefield encounters, he never failed to demonstrate that his actions followed his words.

Moore had many other examples of care for his troopers. His interaction with his officers and troops by finding out about families, hopes and dreams stands out. He was always available to offer insight to worried troopers or unsure officers. He participated along with his battalion in exercise regiments and other training disciplines. Soon it was quite evident to even the most pessimistic trooper that Hal Moore had the best interest of each one in his area of responsibility at heart. This care was a huge factor that enabled his battalion to exhibit such bravery in battle and come away with a successful outcome.

Care matters. It may seem like a simple and, at times, a very minor issue but in life, when people clearly know that there is someone who cares about them as an individual, it provides a very commanding feeling of self-worth and confirmation of complete confidence. That feeling makes it easy to drive the ball deep to the baseline because there is no doubt that someone will be available to take the outlet pass or break toward the basket for an easy score.  

It was once said that “Only those who care about you can hear you when you are quiet.” In many ways, that could very well be the inner focus of leadership; utilizing that perceptive power to understand what needs to be done or what words need to come at an appropriate time. It’s sound leadership that builds character and enables those on the floor to maintain composure when the score is close and time is running out. Dribbling the ball, making the right pass to the open corner determines the success of the play. It becomes more than a simple play. It becomes an instantaneous action that helps the team maintain control and be in position to launch the winning shot when it matters most. When care is evident, people never hesitate in executing the proper play. Leaders must care.

The final corner is FORGIVENESS. Mistakes happen. People, despite their mental picture of perfection, simply do not always measure up to those thoughts of grandeur. That includes leaders. Leaders are not perfect. Leaders make mistakes. Even in the “Four Corners” offense, mistakes were sometimes made. The guard dribbled too far into the lane or the corner players were out of position or failed to respond to the ball quickly. Turnovers happen from time to time. However, the key is to admit the mistake, seek understanding and forgiveness, and then learn to better execute the next time. 

Challenges most often arise when leaders strive to push blame for their failures onto other people or other venues versus accepting responsibility. Not only does the leader lose face with those they lead, but it can also impact their personal character view. How we see ourselves will be on display to others. Your face most often wears what your heart conveys.

Andrew Carnegie, the “steel magnate”, was a great leader. With hard work and a keen sense of business savvy, this Scottish born American entrepreneur amassed a multi-billion-dollar fortune in today’s dollars. He was also a very devoted student of education and how best to deal with people. There is a story sometimes told that occurred prior to his selling the steel business to John Pierpont Morgan in 1901. Carnegie was made aware of an error caused by one of his top vice presidents, which cost the company several million dollars in today’s terms. As Mr. Carnegie was walking down the hall of the office building, he happened to glance into the office of this particular executive and saw the man loading what appeared to be his personal possessions into a box.

Carnegie stepped into the office and asked his executive what was going on. The executive responded that he had just lost the company a vast amount of money, and he knew that he was out of a job. Taken aback by this remark, Carnegie asked the man who had told him he no longer had a job. The vice president replied that it was his understanding that when you make an error like that, you are out. Shaking his head, Carnegie was said to have smiled as the man spoke with a tremble in his voice. Carnegie walked over to the man, placed his hand on his shoulder, and told him that he had just spent several million dollars helping him learn what not to do in a particular business operation. With that investment, he needed someone with such knowledge to be around to help with future issues. Mr. Carnegie told him to unpack and get to work as usual. 

The question comes, “How would you have responded under similar circumstances? Would you have looked upon the huge loss as an investment in the individual or simply sent him out the door?” Forgiveness goes both ways in leadership. Leaders must at times seek forgiveness but also must extend forgiveness in various circumstances. This is not to say that criminal activities, per se, warrant the same understanding; but even then, there is always a much overlooked other side of an issue that does demand exploration. 

Forgiveness clears the mind and opens the court to better execute the necessary play, which just might result in winning the game. Driving the lane and finding the open man for the clear shot is certainly a critical result of a clear conscience and a mind focused, not on what went wrong, but more on what is now possible. To win the game of leadership and do so effectively, leaders must be able to ask for forgiveness, give forgiveness and then move onward with greater knowledge and a zeal for scoring the winning basket. Only then will the mirror clearly project the face of a true leader.

Coach Dean Smith created an innovation that in many ways revolutionized college basketball for many years. Even today, his famed “Four Corners” attack has influenced many programs in how to effectively attack the basket or defend a lead. Though shot clocks hamper holding the ball, there remain ways to get things done.

Leaders who utilize the “Four Corners of Leadership” can also have a huge impact on outcomes. When you tell the truth, build trust, offer sincere care and have a forgiving mindset, you attract the right people to enthusiastically do the right things. You don’t have to push things into people, but you are able to pull out the crucial strengths that allow your business operation to soar to success. It all depends on how you handle the ball. So, utilize the “Four Corners of Leadership.” Dribble well, find the open man, and score the key basket that will lead you, just like Coach Smith, to a legacy of winning.