Rod Dedeaux是公認有史以來最成功的大學棒球教練，從1948年到1978年，他們將特洛伊人隊帶到11個全國冠軍賽。他的總體戰績為1332-571。 Dedeaux被六次評為年度最佳教練，1970年入選ABCA名人堂，並於1980年獲得左撇子戈麥獎.Dedeaux在1999年被大學棒球隊評為世紀一級教練， 在1996年的大學世界大賽中擔任主教練。
本文約5920字
閱讀時間：50分鐘左右
Developing Pride
培養自信心
When the going gets tough is when the team must be able to reach down and demonstrate pride. There is no such thing as a crash course for pride. It takes time and good habits to instill the goals that lead to pride. Nine women can’t conceive a child in one month. It takes one woman nine months. No shortcuts. Patience and dedication must be the virtues to assure that successes will be repeated. The right things have to be done over and over again for the proper goals to be achieved—they must become habits.
1.crash course: a rapid and intense course of study; 速成班
當事情變得艱難時，球隊必須在務實中表現出自信。沒有培養自信的速成教程。培養自信需要時間和養成良好的習慣，在不斷給自己設定和完成目標中實現。 一個女人在一個月內無法懷孕，懷孕需要9個月。 沒有捷徑。 耐心和專注作為成功的品質必須要一次一次重複。——這必須成為習慣。
Pride and respect have to be earned. It’s like the boxer in the ring who is getting pounded viciously, and upon returning to his corner, his trainer, who is attempting to pump him up falsely, says, 「You’re doing great. He hasn’t touched you; he hasn’t hurt you.」 The fighter replies, 「Boss, then you better keep your eye on the referee, because somebody in that ring is knocking the heck out of me.」 Self-respect and pride must be earned the hard way. It won’t work to simply have someone tell you that you’re doing great. You have to know it in your heart.
自信和來自他人的尊重必須是你努力得來的。就像贏得了戒指的拳擊手被猛烈的拳打，在他的對面角落的對手，教練試圖用錯誤激起他的鬥志，說：「你做得很好， 他還沒有碰到你; 他還沒有傷到你。「拳擊手回答道，」教練，那麼你最好還是留意裁判，因為那個帶著戒指的人要嚇死我了。「 自尊和自信必須要通過艱難的方式去贏得。不是別人告訴你，你現在做的很好就可以，你必須從你的內心知道屬於你的那份自信和自尊。
Too often, pride is associated with negative behaviors: self-aggrandizement, arrogance, conceit, or an undue sense of one’s own superiority. However, real pride is positive and reflects a proper sense of personal dignity, worth, and honorable self-respect. Vanity and conceit can be founded upon nothing. Pride, on the other hand, is founded upon something real, upon something that has been done, upon something tangible. Conceit is offensive. Self-conceit is offensive. Self-conceit is ridiculous. But a proud self-respect is a worthy feeling.
很多時候，驕傲（過度的自信）與消極行為有關：自我誇大，傲慢，自負，或者對自己的優越感的過度感覺。 然而，真正的自豪感（自信）是積極的，反映了一種合適的個人尊嚴，價值和尊重自尊。 虛榮和自負可以建立在沒有任何東西的基礎上。 而自信卻建立在真實的東西上，在已經完成的東西上，在有形的東西上。 自負是令人反感的， 自負是荒謬的。 但是，自豪的自尊是一種值得擁有的感覺。
We took pride in our good habits, from our pregame practices way we took our batting and infield practice. They were precisely organized. During infield we put total pressure on every hit ball, just as though it were in the ball game. The outfielders had to charge the ball, get in throwing position, and throw a strike. Everyone had to be in the correct position. We expected every throw to be perfect, and we never allowed a careless catch or a dropped ball (that’s mental). Because we didn’t permit errant throws or misplays, we fully expected to take infield with one ball.
我們因我們良好的習慣而感到自豪，從我們賽前練習的方式到擊球和內場訓練都組織的非常完美。 在內場期間，我們會給每一球的打擊施加壓力，就像在球賽中一樣。 外野手需要控球，到達傳球的位置，盡全力傳球。 每個人都必須處於正確的位置。 我們期望每一次傳球都是完美的，我們從不允許粗心的接球或球被丟到地上（這是精神上的問題）。 因為我們不允許錯誤的投擲或錯誤，我們希望內場是一個整體。
On quite a few occasions I addressed the team on the first day of practice and told them that I felt we could be real good in the upcoming season—that here sat the best darn baseball team in the nation, and now, starting this day, we were to going to prove it. I would address the newcomers on the squad, 「If you can’t make the team, don’t blame yourselves. Blame us, because we are the ones who made the decision that you were good enough to make this club—and we don’t make too many mistakes regarding talent.」 But we needed a plan to generate victories from this raw talent and prove that we were indeed the best team around. So, on opening day we had a simple but very effective plan: From this day forward, everyone does everything right, and with enthusiasm. It makes no difference how large or small the task may seem. We took pride in all facets of our game, from practices and playing the game to picking up a stray ball lying on the ground that might cause a sprained ankle. After all, a sprained ankle could cost us the pennant. So pick it up.
很多時候，我會在訓練的第一天就給球隊發表講話，並告訴他們我覺得我們在即將到來的賽季中會表現的很好 – 這裡有坐著全美最好的球隊，現在，從今天開始，我們要證明這一點。我會向球隊的新人講話，「如果你不能很好的成為球隊的一部分，不要責怪自己。責怪我們，因為我們是那些決定你來並且認為你是配的上這個俱樂部的人， （通常情況下，）我們不會在選人才方面犯太多錯誤。「但我們需要一個能夠實現勝利的計劃，把這個沒有經過打磨但卻有天賦的球員變成球隊中的一部分就是這個計劃之一。因此，在開幕當天我們就有一個簡單但卻非常有效的計劃：從今天開始，每個人都做得很好也都充滿熱情。任務多大或多小沒有任何區別。我們對於比賽的各個方面都充滿了信心，從練習到比賽再到從地上撿起可能給球員造成扭傷的腳踝彈跳不規則的球。畢竟，扭傷的腳踝會以勝利為代價，所以仍要撿起球來。
With that plan, we』d practice all through the year and expect total effort. Practice does not make perfect. Perfect practice makes perfect. We strove to do the little things right, as well as the big things. Again, it was a matter of pride. We sought to instill pride in the team, and we reinforced that everyone must be totally committed to the team. And you know what? If you have pride in yourself, you naturally develop team pride as well. Shakespeare said it best: 「This above all: To thine own self be true. And it will follow as the night the day, thou can’t not then be false to any man.」 That’s team pride. If you’re true to yourself you』ll be true to your team.
有了這個計劃，我們全年都全心盡力練習，練習不會導致完美，但完美的練習就會致使完美。我們努力將小事做好，以及大事。 再一次，這是一個自信的問題。 我們力求為團隊灌輸自豪（自信）感，並強調每個人都必須完全致力於團隊。 你知道嗎？ 如果你為自己感到自豪（自信），你自然也會因為你所在的球隊而自豪。 莎士比亞說得最好：「最重要的是：對自己誠實。 它將隨著一天夜晚到白天，於是你也不會欺騙他人。「那是團隊的驕傲。 如果你對自己忠誠，你就會對你的球隊忠誠。
Nothing pleased me more than when we would hear opposing players remarking, 「Why is it that when we play on various teams against these same players throughout the summer and winter, they’re just 『ordinary guys』 like all of us, but when you put them together in one bunch, they truly believe that nobody can beat them? And they’re usually right!」
It all has to do with pride—— in yourself and in being part of a team.
沒有什麼比聽到對方球員對我們的評論更讓我高興的了，「為什麼我們從夏天到冬天參加各種球隊，然後對抗這群沒有怎麼變過的人，他們就像我們所有人一樣都是'普通人'，但是當你們把他們放在一起，他們真的相信沒有人可以打敗他們嗎？ 但他們往往是正確的「這一切都與自信有關 – 相信自己並成為一個團隊的一部分。
As a team progresses and reaches a point where there is pride in the whole team, one of the great pluses is a genuine affection developed between the players and the loyalty to each other that goes far beyond the college years. Our fellows always seem to feel that the lasting association and fun they had playing baseball far exceeded that in any other organization within the university——fraternity, clubs, classes, etc. This was because, as a team, we really did have fun on and off the field.
隨著團隊的發展，當球隊裡面的每個人都充滿了自信的時候，其中一個巨大的優勢是球員之間形成了真正的感情，並且相互之間的忠誠遠遠超出了大學時代。 我們的同伴似乎總覺得他們打棒球的持久聯繫和樂趣遠遠超過了大學裡任何其他組織 - 兄弟會，俱樂部，班級等等。這是因為，作為一個團隊，我們不管是在球場上還是離開球場都能真的享受自己。
One of the many instances that displays this type of enjoyment and loyalty occurred in 1978. At the beginning of the season I told the team we did have the best team in the United States, and what we had to do was to prove it. (They did believe me and they did prove it.) In our annual alumni game that spring, as always we picked a team that was celebrating a certain period or event and suggested to them that they gather and play again as a team against our varsity. And since this was 1978, we suggested to the 1968 team that they celebrate their 10th anniversary of the national championship by playing our varsity Squad in our alumni game. We took it a step further and invited the 1958 team also, because they would be celebrating their 20th anniversary and national championship. And then, we invited the 1948 team to come celebrate the 30th anniversary of their national championship.
1. alumni校友
2. varsity校隊
這種享受和忠誠的眾多故事之一發生在1978年。在賽季初，我告訴球隊我們確實擁有全美最好的球隊，我們要做的就是證明這一點。 （他們確實相信我，也的確的證明了這一點。）在春季的年度校友比賽中，我們一如既往地選擇了一支為了慶祝某件活動的球隊並向他們建議再次聚集在一起作為一支球隊來對抗我們的校隊。 因為那年是1978年，我建議在校友會上，1680屆組成一支球隊來對抗我們現有的校隊來慶祝他們國家冠軍比賽10周年。我們以此類推，邀請了1958屆的校友，這樣他們可以慶祝他們20周年的勝利，還有1948屆球隊來慶祝30年國家冠軍勝利。
There were 23 players on the 1948 team, including the bat boy. Two of them had passed away, leaving 21. Would you believe, without any fanfare other than just passing the word around and telling one another, that 19 players showed up, 30 years later, to actually play in the game, and have a party the day before and again that night? All but one had received a degree, and that one had been successful in his particular profession. Everyone had been successful in a profession, in education, in business, and certainly in life. That also included the 23rd person, the bat boy, who happened to have had a very successful career as a big league manager. He was known to the baseball world as 「Sparky」 Anderson. We all called him, and still do, 「Georgie.」 Bless his heart, he has always said that the 5-year association with our USC team was the force in his life that led to his success.
3. fanfare 大張旗鼓
1948屆球隊有23名球員，包括打擊男孩。 他們中的兩個已經去世了，留下了21個。你會相信嗎？在沒有大張旗鼓宣傳之下，僅僅憑著口信的傳播，19個球員出現了，並再次參加了比賽。在比賽的前後，他們都歡樂相聚。 他們除了一個人之外，所有人都獲得了學位，這個沒有獲得學位的人，也在他的特殊職業中取得了成功。 每個人都在領域，教育，生意和生活中取得了成功。 這還包括第23位打擊男孩，他後來成為一名非常成功的大聯盟經理。 他被棒球界稱為「發光的」安德森。 我們叫他喬治，仍然這樣叫他。祝福他，他一直說，與我們南加州大學隊的5年，是致使他的成功的力量。
Making Every Player His Best
讓每個球員成為他的最好
Identification with and pride in being part of the team must be held by each member of the squad. That is why it is essential that you make a strong effort to give currently mediocre players a good chance to develop. At schools where financial aid is restricted, you simply won’t succeed without such a player development system.
團隊中的每個成員必須擁有對團隊成員的認同和自豪感。 你必須努力為目前平庸的球員提供一個很好的發展機會這是最基本的。 在經濟援助受到限制的學校，如果沒有這樣的球員發展系統，你就不會輕易成功。
It is a tremendous asset, of course, for USC to be a prestigious university located right in the heart of Los Angeles. Something is going on in addition to sporting events, so every weekend is like homecoming. This has been a big advantage to us, and the university has made its expectations of excellence widely known. But because USC is a private school with very limited financial aid, we were forced to develop individuals who were not on baseball scholarships. It was from this pool of players that we inserted into the line-up throughout the season. In practice they had learned all the attributes that we demanded. And when it came time to perform they were ready.
當然，對於南加州大學來說，它的著名名聲並且位於洛杉磯市中心是一項巨大的財富。 除了體育賽事之外還有一些其他的活動，所以每個周末都像回家一樣。 這對我們來說是一個很大的優勢，大學的名聲已經廣為人知。 但由於南加州大學是一所私立學校，經濟援助非常有限，我們被迫培養那些沒有獲得棒球獎學金的球員。 在整個賽季中，我們把這些球員插入陣容。 在實踐中，他們學會了我們所要求的所有基本。 到了比賽的時候，他們已經準備好了，可以發揮到最好。
In baseball at USC, we never let the term 「walk on」 be part of our vocabulary. That is, we didn’t favor the players on a baseball scholarship simply because they had the scholarship, and we didn’t discriminate against the walk-ons simply because they didn’t have a scholarship. The financial aid an athlete had could never be a determination of his worth, nor a judgement of his ability. The best players had to play, and it didn’t make any difference whether they were on a baseball scholarship or not.
在南加州大學的棒球比賽中，我們從不讓「走讀」成為我們詞彙的一部分。 也就是說，我們不會因為球員獲得棒球獎學金而對他們有特殊的偏愛，我們也並沒有因為一些球員沒有獲得棒球獎學金而歧視他們。 球員的經濟援助永遠不能決定他的價值，也不能判斷他的能力。 最好的球員一定會打球，無論他們是否獲得棒球獎學金或者沒有獲得，沒有任何區別。
For the development of these individuals, there of course has to be a plan. We were handicapped with a very limited area on which to practice and play. There was only one field with no other territory on the outside. Everything had to take place on the field or in the batting cage. Part of the plan was to work at getting these individuals into ball games at the slightest opportunity. This resulted in losing practice games, but our spirit and desire were undiminished. We strived to win with the team we had on the field with the players in those particular positions. But there is also a lot that a young player can learn by sitting on the bench.
4. handicap 阻礙
對於這些球員的發展，必須有一個計劃。 訓練場地讓我們當時的訓練和比賽受到很大的限制。 當時只有一片場地而且在外面沒有其他的地方。 一切訓練都必須在球場上或擊球籠中完成。 計劃中的一部分是讓這些球員即使有再微小的機會也要參加到比賽當中。 這致使我們在練習賽輸掉，但我們的精神和求勝的欲望並沒有減少。 所有在球場上的還有那些擁有特定位置的球員都在努力爭取贏得比賽。 同樣，年輕球員仍然可以憑藉著坐在替補席上也學到很多東西。
The time that players spend on the bench is very important in developing team skills and the mental approach. We expected the bench players to be trying just as hard to win as those players that were in the field, and we expected their presence on the bench to be a learning period by closely observing what was happening on the playing field.
球員在替補席上的時間對於培養團隊技能和心理也是非常重要的。 我們期待替補球員和那些在場上的球員一樣追求努力獲勝，我們期望他們在替補席上通過密切觀察比賽場地上發生的事情而完成他們的學習期。
We challenged our players not to say, 「I’m just as good as the person in the field, so why am I not playing?」 My answer was, 「Why should we make a change to be just as good as the person playing? You have to be better than the one playing to replace him.」 A developing player has to prepare himself while sitting on the bench so that when he does get into the game, he will not make the mental mistakes. It is often said 「Don’t make the same mistake twice.」 My philosophy is 「Don’t make the same mistake once.」 By observing from the bench you have learned what’s right or wrong before you ever step onto the field.
我們儘量減少球員這樣的話語，「我和球場上的那個人實力一樣，為什麼參加比賽的不是我？」我的回答是，「如果你只跟他一樣好的話，為什麼要變他為你，有什麼意義？ 你必須比那個人更好。「一個正在發展期間的球員必須在替補席上做好準備，以便當他進入比賽時，他不會犯精神上錯誤。 人們常說「不要犯同樣的錯誤兩次。」我的理念是「不要犯錯誤。」通過坐在替補位置上，踏入球場之前就要學會觀察和辨別什麼是對錯。
After I graduated from USC, where I was shortstop and captain and we had won the championship, I joined the Brooklyn Dodgers, having been signed by the one and only Casey Stengel. The thrill of sitting on the bench at Ebbetts Field was awesome, and the clubhouse meetings listening to the old professor were spellbinding. On one occasion, Casey was giving a powerful lecture on a play that had been incorrectly executed the day before. And at a certain point he looked at me and shouted, 「Dedeaux, what would you do if that play comes up today?」And I answered,「Skipper, I would slide down on the bench closer to you so that I could see it better.」 A strong bench is vital to a baseball program’s success. And time spent on the bench ——if used effectively——can play a vital role in players』development.
5. spellbinding 引人入勝的
從南加州大學畢業後，我是球隊的遊擊手和隊長，我們贏得了冠軍，之後我加入了布魯克林道奇隊，被唯一的凱西斯坦格爾籤下。 坐在艾伯特球場的長凳上的感覺太棒了，而俱樂部裡面的老教授講話讓人興奮不已。 有一次，凱西給我們講了一場被錯誤執行的比賽的演講。 於是，他看著我，大聲喊道，「Dedeaux，如果今天有這樣的比賽，你會怎麼做？」我回答說，「領隊，我會在長凳上滑到離你近的位置，更仔細觀察球場上的狀況。「板凳的作用對於棒球比賽的成功至關重要。 在板凳上度過的時間 - 如果被有效的運用 - 可以在球員的發展中起到至關重要的作用。
Inspiring Veteran Leadership
激勵老球員的領導力
While building up the bench it is equally important to be nurturing leadership from returning veteran players. This is made more difficult in our sport because of the routine loss of outstanding players to major league baseball after their junior year. And, typically, the schools that have the better teams and the better ballplayers will lose more high-caliber athletes at the end of their junior year. Even so, there must be an on-going effort to inspire the veterans to take charge of the incoming and younger ballplayers.
6.high-caliber：高水準
在建立替補席的同時，培養老將的領導力也同樣重要。因為在大三之後我們會常規失去一些優秀的球員，他們會去效力大聯盟。這給我們的棒球項目帶來了極大的困難。 並且，往往越是擁有好球隊和好球員的學校在大三結束時會失去更多高素質的球員。 即便如此，我們仍然需要不斷努力激勵球員來管理到新來的年輕球員。
There is also great value in having previous ball players continue on as assistant coaches. Because of our perennial limited budget for coaching, we perhaps did this more than most by having ballplayers continue in our program as coaches. Even if they were playing pro baseball in the minor leagues, they did not report until later in the spring, and in some instances there was a prearrangement to permit them to finish the spring school season before reporting.
7. perennial 多年的
讓先前的球員繼續擔任助理教練是一件非常有價值的事情。 由於我們有限的教學預算，我們經常在球隊中使用的一種方法是，即使球員去了小聯盟打專業比賽，球員仍會繼續在球隊中擔任教練，他們不會上報正式離隊直到春季晚期，這也就給他們了在正式完成春季學期之前一些提前的安排。
The 1984 Olympic Team, made up of truly superstars and stars-to-be, was fortunate to have, among others, leaders like Mark McGwire, who in his quiet way led by example. When a player questioned a decision b the coaching staff, he would admonish them and say, 「Just do what the rules are that are laid down. I doubt that your opinion on the matter superior to this coaching staff. My counsel is to do it and do it enthusiastically」 Having leaders like this on the team really helps the younger Players develop.
8. admonish 告誡
1984年奧運代表隊，由真正的超級明星，或是未來明星組成。能將他們聚在一起真的是非常幸運的事情，在他們當中，有像馬可·麥克維爾（Mark McGwire）他以安靜的方式作為領導榜樣，當一名球員對教練組的決定提出質疑時，他會告誡他們並說：「只要遵守規則就是， 我不覺得你對此事的看法會在教練組之上。 我的建議是熱情地做你能做的就好「在球隊上有這樣的領導可以真正的幫助球員得到發展。
關於《棒球訓練聖經》往期精彩：
第一部分 教學優先原則
《棒球訓練聖經》（《THE BASEBALL COACHING BIBLE》）連載 【第一期】
《棒球訓練聖經》（《THE BASEBALL COACHING BIBLE》）連載 【第一章】
連載《棒球訓練聖經》《The Baseball Coaching Bible》第三趴
【連載】《棒球訓練聖經》第四章之一
【連載】《棒球訓練聖經》第四章之二
連載《BASEBALL COACHING BIBLE》第五章
連載 第五章第二部分
第二部分 棒球項目的建立與管理
【連載】 如何組織一個成功的棒球項目
【連載】《棒球教練聖經》第八章 構建招募藍圖之一
【連載】《棒球教練聖經》第八章 構建招募藍圖之二
「連載」《棒球教練聖經》第九章 如何賽事營銷與推廣
第三部分 創意有效的練習部分
【連載】《棒球教練聖經》第十章 開展創新訓練之一
【連載】《棒球教練聖經》第十章 開展創新訓練之二
連載 第十一章 高效訓練法
連載 第十一章 高效訓練法
【連載】如何使室內棒球訓練效用最大化Ⅰ
【連載】如何使室內棒球訓練效用最大化Ⅱ
連載 | 《棒球教練聖經》之 投球&揮棒訓練
連載｜《the Baseball Coaching Bible》十二章第二部分
【連載】為什麼要將科學融入棒球訓練 之一
連載|《棒球訓練聖經》十三章——Nutritional Conditioning營養調理
連載|《棒球訓練聖經》十三章——Biomechanical Conditioning 生物力學調理
第四部分 個人技巧和團隊策略
第五部分 球員激勵和領導力
連載|《棒球訓練聖經》十九章——Establishing Pride and Tradition 建立榮譽感和傳統
第六部分 場下的機會、挑戰和壓力