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尼克·薩班知道自己的所作所為并不普通。作為阿拉巴馬大學(xué)橄欖球隊教練，薩班很清楚，對一所高校來說，像自己的阿拉巴馬紅潮隊統(tǒng)治美國大學(xué)橄欖球那樣，在過去10年里徹底主導(dǎo)一個重大體育項目絕非尋常之事。此外他也明白，指望一群18-22歲的小伙子去贏得全國冠軍，然后更努力地付出以求變得更好早就超出了常規(guī)范疇。薩班說：“對我來說，保持成功需要的思路和打造出成功的東西完全不同。我們所有人好像都是這樣，如果有了成績，我們就覺得自己應(yīng)該得到獎勵，而且未必一定要把事情做的比以前還要好。”

那是個周五，薩班的球隊接下來就要在春訓(xùn)中打第一場隊內(nèi)訓(xùn)練賽。在阿拉巴馬州塔斯卡盧薩市鑲著護墻木板的辦公室里，66歲的薩班坐在長毛絨椅子上，翹著二郎腿。他面前的咖啡桌上擺了好幾枚冠軍戒指。穿著黑色套頭毛衣、灰色寬松褲和黑色平底便鞋，這位教練進入了沉思模式。但他標志性的專注神情表明，他正在為一個話題預(yù)熱——成為冠軍就意味著，嗯，與眾不同。

他說：“我的意思是，這就好像你考試得了個A，然后你說，‘我可以休息兩周，下次考試得個C，那么平均分就是B’。這很正常。如果某個得了A的人說：‘我打算拿到班里的歷史最好成績’，那就很特殊，就不正常了。但你必須設(shè)法把這樣的心態(tài)傳遞給集體中的成員。”

薩班最近順利通過的一場測試就是2017賽季，而且這也許是他最偉大的勝利。賽季開始時阿拉巴馬紅潮隊排在榜首，但隨著聯(lián)賽的進行，隊里出現(xiàn)了大面積傷病，先發(fā)球員一共錯過了54場比賽，球隊也慘敗給了主要對手奧本老虎隊，這差點兒讓紅潮隊在美國大學(xué)橄欖球聯(lián)賽季后賽中喪失爭冠位置。得到第二次機會后，紅潮隊驚險地再次奪冠。1月8日午夜剛過，或者說1月9日才開始幾分鐘，紅潮隊四分衛(wèi)，19歲的大一新生圖阿·塔格維洛瓦就拿出了震撼橄欖球界的表現(xiàn)——在對陣喬治亞大學(xué)的決賽加時賽中，在需要推進26碼的紅潮隊發(fā)起第二次進攻時，塔格維洛瓦完成了一次41碼遠的精準傳球達陣，力助紅潮隊26比23戰(zhàn)勝對手。除了夢幻般的勝利，薩班在半場結(jié)束時還做過一個艱難決定，他換下了帶領(lǐng)球隊殺進決賽的四分衛(wèi)杰倫·赫特斯，換上了塔格維洛瓦——這次精心計算的賭博發(fā)揮了作用。

這是薩班在阿拉巴馬執(zhí)教9年中拿下的第5個冠軍。此前他曾在2003年帶領(lǐng)路易斯安那州立大學(xué)奪冠。6枚冠軍戒指讓薩班追平了阿拉巴馬傳奇人物保羅·“拜爾”·布萊恩特在所謂的美聯(lián)社排名時代（poll era，始于1936年）創(chuàng)下的大學(xué)橄欖球隊教練奪冠記錄。薩班的成績還有著令人咋舌的穩(wěn)定性——在他的帶領(lǐng)下，阿拉巴馬在過去153個美聯(lián)社周度排名中拿下了72個第一。如果說模仿是真正的奉承，那么外界對薩班就是贊譽有加，這是因為阿拉巴馬在東南聯(lián)盟的四名對手——喬治亞、南卡羅萊那、田納西和德克薩斯A&M大學(xué)已經(jīng)聘請薩班的前助理教練擔(dān)任他們的總教練（在和弟子的較量中，薩班還未嘗敗績）。

《四分之一和日常目標：阿拉巴馬對完美的不懈追求》（4th and Goal Every Day: Alabama’s Relentless Pursuit of Perfection）一書的作者菲爾·薩維奇說：“阿拉巴馬的表現(xiàn)一直非常優(yōu)異，而貫穿其中的統(tǒng)一脈絡(luò)就是總教練尼克·薩班。”如今薩維奇是紅潮隊賽事轉(zhuǎn)播首席分析師，1991年他和薩班則曾在克利夫蘭布朗隊公事。“我是說，他在阿拉巴馬有過好幾套不同的教練班子，用過不同的四分衛(wèi)，也有過不同的防守明星球員。他在自上而下地確立基調(diào)方面確實做的很出色。”

這些年來薩班建立了名為“過程”（Process）的機制，也就是一套有條不紊又有效率的組織管理方法，進而取得了如此輝煌的成就。2012年薩班已在阿拉巴馬執(zhí)教5年，并且拿下了兩個全國冠軍。當(dāng)時我曾在《財富》雜志上撰文介紹了薩班和他的“過程”，文章題目是《來自阿拉巴馬教練尼克·薩班的領(lǐng)導(dǎo)課程》（Leadership Lessons from Alabama Coach Nick Saban，寫到這里我得說明一下，我既是阿拉巴馬校友，也是紅潮隊的終身粉絲）。那時的薩班面臨著一個新挑戰(zhàn)。令人驚艷地幫助密歇根州立大學(xué)和路易斯安那州立大學(xué)扭轉(zhuǎn)頹勢，但也在美國國家職業(yè)橄欖球聯(lián)盟（NFL）成員邁阿密海豚隊度過了令人失望的兩年后，薩班在阿拉巴馬迅速取得成功，進而鞏固了自己大學(xué)橄欖球項目重建大師的名號。但問題在于，他能在一個地方長期保持優(yōu)異成績嗎？接下來又奪冠三次（而且還有兩、三次和冠軍失之交臂）后，我們得到了一個肯定答案。

今年春天我又到大學(xué)去探索薩班的秘密。哈佛商學(xué)院教授克雷頓·克里斯滕森曾探討過“創(chuàng)新者的窘境”，意思是成功會讓人難以保持今后獲勝所需的優(yōu)勢。那么薩班是如何化解體育領(lǐng)域的“創(chuàng)新者窘境”呢？

當(dāng)然，所在高校擁有傳統(tǒng)橄欖球強隊，而且看來提供了無限的預(yù)算和資源是個優(yōu)勢（證據(jù)一：阿拉巴馬3.6萬平方英尺（3348平方米）的嶄新體能房）。但最有力的解釋是，薩班一直孜孜不倦地致力于自我顛覆。他的“過程”從外部來看也許顯得死板，但它依賴于對有效和無效做法的持續(xù)分析以及在必要時大膽采納新方法。薩班說：“我很討厭別人說‘我們一直都是這么干的’。這絕對會讓我發(fā)瘋。”

在賽場內(nèi)外都能看到薩班持續(xù)進步的意愿。比方說，隨著近年來大學(xué)橄欖球開始采用四角戰(zhàn)術(shù)，薩班也調(diào)整了自己的進攻方法（節(jié)奏更快，更多地利用空當(dāng)）以及防守隊員招募標準（以更快、更靈活的運動員為目標）。

薩班對通過技術(shù)獲得優(yōu)勢同樣持開放態(tài)度。幾年前，阿拉巴馬開始用Catapult公司的GPS系統(tǒng)來追蹤球員的表現(xiàn)和運動量。比如，比較球員以前和現(xiàn)在訓(xùn)練中的最快速度或加速度有助于判斷他是否在賽季末段出現(xiàn)了身體損傷。在2016年的決賽場上，阿拉巴馬在最后一分鐘輸給了克萊姆森老虎隊，薩班覺得自己的球員很疲勞。因此，在今年的季后賽開始前，他讓首席體能師杰夫·艾倫仔細研究這些GPS數(shù)據(jù)。結(jié)果顯示，紅潮隊相對于克萊姆森老虎隊的整體表現(xiàn)確有下降。薩班研究了這些數(shù)據(jù)，然后決定調(diào)整曾經(jīng)一成不變的季后賽訓(xùn)練方案，以便讓球員更加精力充沛。今年，在決賽中勝出的是阿拉巴馬。

有件事一直沒變，那就是薩班在了解球員方面投入的時間和心血。他研究每個人的心理狀態(tài)，目的是找到與之建立聯(lián)系并給予指導(dǎo)的線索。薩班說：“你知道嗎？有人覺得這項工作很討厭。但我不這么認為。看看自己能否讓某些人做出回應(yīng)是件讓人享受的事，就算他們有一點兒不尋常，對世界的看法也有些抽象。那么，我怎么才能接觸到這個人，以便讓他們做一些既有利于他們自己，也有利于集體的事呢？”

薩班對常規(guī)的持續(xù)突破能保持多久呢？1月份進行冠軍巡游時，薩班在發(fā)言結(jié)束時說：“這還不算……”在他身后，球員們異口同聲地大喊“完！”這也許能說明一點問題。（財富中文網(wǎng)）

譯者：Charlie

審校：夏林

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Nick Saban knows what he’s doing isn’t normal. The University of Alabama football coach is well aware that it’s anything but typical for one school to thoroughly dominate a major sport the way his Crimson Tide has ruled college football over the past decade. More to the point, he knows that it’s well outside the bounds of ordinary to expect 18- to 22-year-olds to win national championships—and then work even harder to get better. “To me it takes a completely different mindset to stay successful as opposed to what you have to do to build something to be successful,” says Saban. “All of us are sort of geared toward, if we have success, we’re supposed to be rewarded for it, not necessarily that we have to continue to do things even better than we did before.”

It’s the Friday before his team’s first scrimmage of spring practice, and Saban, 66, is sitting, legs crossed, in a plush chair in his wood-paneled office in Tuscaloosa, Ala., a collection of championship rings spread out on the coffee table in front of him. Clad in a black pullover sweater, gray slacks, and black loafers, the coach is in a reflective mood. But his trademark intensity begins to show as he warms to the subject: Being a champion means, well, being different.

“I mean, it’s like you make an A on a test and you say, ‘I can take it easy for two weeks and make a C on the next test and have a B average.’ That’s normal,” he says. “It’s special for somebody to make an A on the test and say, ‘I’m going to try to make the highest grade ever in the class.’ That’s not normal. But yet, that’s what you have to try to promote from a mindset standpoint to the people in your organization.”

The most recent exam Saban aced was the 2017 season—and it was perhaps his greatest triumph yet. The year kicked off with Alabama ranked No. 1. But as the season unfolded, Saban’s team suffered an epidemic of injuries—with starters missing a total of 54 games—and a crushing defeat to archrival Auburn that could have cost the Tide a shot at the College Football Playoff. Given a second chance, Alabama snatched another title in thrilling fashion. Shortly after midnight, minutes into Jan. 9, Alabama’s quarterback, 19-year-old freshman Tua Tagovailoa, stunned the football world when—facing 2nd-and-26 in overtime of the championship game against Georgia—he threw a game-winning, 41-yard laser beam of a touchdown pass to give the Tide a 26–23 victory. Adding to the drama was the fact that at halftime Saban had made a tough call to bench the quarterback who led the team to the title game, Jalen Hurts, in favor of Tagovailoa—a calculated gamble that worked.

The victory gave Saban his fifth national championship in nine years at Alabama. Add an earlier title he won at LSU in 2003, and his six rings match Alabama legend Paul “Bear” Bryant for the most football championships by a college coach in the so-called poll era, dating back to 1936. And he’s won with stunning consistency: Under Saban, Alabama has been ranked No. 1 in 72 of the past 153 Associated Press weekly polls. If imitation is truly flattery, then Saban is much praised: Four of Alabama’s Southeastern Conference rivals—Georgia, South Carolina, Tennessee, and Texas A&M— now employ former Saban assistant coaches as head coach. (Saban has never yet lost a game to one of his disciples.)

“It’s remarkable the run that Alabama has been on, and the common thread in all of it is the head coach: Nick Saban,” says Phil Savage, the author of 4th and Goal Every Day: Alabama’s Relentless Pursuit of Perfection. Now the lead radio analyst for Crimson Tide football games, Savage met Saban when they joined the sta of the Cleveland Browns in 1991. “I mean, he’s had several different coaching staffs now in Tuscaloosa. He’s had different quarterbacks. He’s had different defensive star players. And he does an amazing job of setting the tone from the top down.”

The system that Saban has developed over the years to achieve such success is known as the Process—a methodical, efficient approach to organizational management. In 2012, five seasons and two national championships into his tenure, I wrote about Saban and his Process for Fortune in a piece called “Leadership Lessons from Alabama Coach Nick Saban.” (This is the point in the story where I need to disclose that I’m both an Alabama alumnus and a lifelong fan of the team.) At the time, Saban was facing a new challenge. After impressive turnaround jobs at Michigan State and LSU—and leaving aside a disappointing two-year run with the NFL’s Miami Dolphins—Saban’s quick success at Alabama had cemented his reputation as a master rebuilder of college football programs. The question was, Could he sustain success in one place over a long period? Three additional titles later (plus a couple of near misses), the answer is a resounding yes.

I returned to campus this spring in search of Saban’s secret: How has he managed to navigate the sports version of what Clayton Christensen famously dubbed the “Innovator’s Dilemma”—the fact that success makes it hard to keep the edge you need to win in the future?

Sure, it helps to be at a traditional football powerhouse with a seemingly unlimited budget and resources (Exhibit A: Alabama’s pristine, 36,000-square-foot weight room). But the most powerful explanation is this: Saban has always been relentlessly committed to self-disruption. His Process may look rigid from the outside, but it relies on constant analysis of what’s working, or not, and an aggressive embrace of new methods when necessary. “I hate it when somebody says, ‘That’s the way we’ve always done it.’ It drives me absolutely up a wall,” says Saban.

The coach’s willingness to constantly evolve can be seen both on and off the field. As college football has moved to spread offenses in recent years, for instance, Saban changed both his offensive approach (faster pace, more use of spacing) and defensive recruiting (to target quicker, more agile athletes).

Saban is also open to using technology to gain an edge. A few years ago Alabama began using a GPS system from a company called Catapult to track the performance and workload of its players. Comparing, say, a player’s top speed or acceleration in practice with his past performance can help determine if he’s getting worn down late in the season. After Alabama lost to Clemson in the final minute of last year’s championship game, Saban felt his team was tired. So before this year’s playoff , he asked head trainer Jeff Allen to crunch the GPS numbers. The data showed that, indeed, the Tide had seen a drop-off in overall performance against Clemson. Saban studied the results and decided to adjust his traditionally rigorous postseason practice routine to keep the players fresher. This year, it was Alabama that won on the last play.

One thing that hasn’t changed is the time and effort Saban puts into understanding his players. He studies the psychological profile of every one for clues on how to connect with and coach them. “Some people would look at it like it’s a pain in the ass, you know? But I don’t,” says Saban. “I enjoy seeing if I can get somebody to respond, even if they’re a little bit abnormal and abstract in how they view the world. Well, how can I reach this person to get them to do things that are going to benefit them, but also benefit the organization?”

How much longer can Saban keep pushing past normal? At the parade in January to celebrate the most recent title, Saban concluded his speech with three words: “We’re not finished…” Behind him, the players shouted in unison: “Yet!” That might be a clue.