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This is an interesting thread, and I appreciate the optimism of certain fans, but I've got to agree with the first part of edma0012's post, basically: How in Hades do we "know" that Kill is doing everything the right way, and building the foundations?
I would certainly like to believe that, but the only real data points I know that we have are: #1 wins, and much, much less #2 APR. The APR last year was impressive (995, IIRC, and a record score for us). The wins on the field have been roughly equivalent to Brewster so far.
Can anyone point to any other REAL data points and/or numbers and/or observations that actually SHOW that Kill is "building on concrete" as I believe he likes to say - or to use the analogy of the earlier poster, that he's repairing the foundation and getting rid of asbestos? I do think it's a positive that he has O & D schemes, that it seems like he recruits players to fit those schemes, and that his coaches stick around. But some programs have coaches shuffle in & out and do OK and others have little turnover and slide downhill.
Finally, why must everyone rip on Brewster and proclaim that he was the worst coach ever and a snake-oil salesman? I, too, was ultimately disappointed by him, but he did the best he could and his 2nd & 3rd seasons were competitive. Enough already!
2012 Recruits - 2.7 average star rating per rivals
2013 Recruits - 2.74 average star rating per rivals
2014 Recruits - 3.00 average star rating per rivals thus far
I will
resubmit a post I made on Coach Kill on 10-12-2011 after he stated he needed 4 of his own recruiting classes to get things turned around.
I need to preface this by saying that I am under no delusion that, by any means, we resemble a "good" football team and that I have debated as to whether or not to even post the following observation..................
A few years ago, I read a book entitled "Good to Great", written by Jim Collins. In essence, it is a business-model book on leadership and factors that separate companies who moved from being a Good Company to a Great One.
I have noticed in following pressers, actions, etc. of Coach Kill, that I he seems to incorporate some of its strategies / characteristics. Among them are:
1)
First Who… Then What - "Getting the Right People On The Bus"
Collins says, “People are not your most important asset. The right people are (his staff and players).” He uses the analogy of a bus driver while describing how to create a winning team within your organization. He recommends that you first get the right people on the bus, and then you get the wrong people off the bus (the hand he was dealt), then the right people in the right seats, and then figure out where you want to drive that bus. Hire people with characteristics you cannot easily instill. Focus on who you are paying, not how. He also recommends analyzing someone’s character, work ethic, intelligence, and dedication to their values before deeply analyzing credentials and practical skills.
2)
Confront the Brutal Facts - tough to do when people are beyond starvation for a consistent winner
Collins found that companies that made the leap from good to great, had a consistent belief in their ability to succeed in the end. I have yet to see Coach Kill deviate from his belief system when it comes to the process he puts in place.
3)
A Culture of Discipline - sound familiar?
Hire (in this case, recruit) people who are disciplined in their own right. Ever listen to the players address him after he speaks? "Yes sir. No sir." How about the Gopherhole Q & A's by many he recruits? Many respond "Yes sir. No sir" to the questions. The second you need to manage someone, you have made a hiring (recruiting) mistake. Manage systems, not people.
Collins contends that “Good to Great” transformations never happen all at once. They are the result of years of persistence. Kill publically stated he needed 4 of his own classes. It might look dramatic and revolutionary from the outside, but on the inside it is more of an organic development process something none of us can see.
Other observations:
1) Improving academic accountability,
2) Laying out a detailed plan to the University President,
3) Support of the MSHS Coaches' Association,
4) He has, as Sports Psychologists call it, "Framed his Philosophy / Seasons" with the Brick by Brick motto, and
5) Experience in doing said task.
Ski - U - Mah!
Buck