What You're Made For

What You're Made For Plot Summary

Introduction

In the pantheon of basketball innovators, few figures have traversed as many realms of influence as George Raveling. Born in 1937 during an era of segregation and limited opportunity for Black Americans, Raveling's journey from the streets of Washington D.C. to the highest echelons of basketball and business defies simple categorization. His life reads like a highlight reel of 20th century American history – standing alongside Dr. Martin Luther King Jr. during his iconic "I Have a Dream" speech, breaking barriers as the first Black coach at multiple prestigious universities, and transforming global basketball during his groundbreaking tenure at Nike. What makes Raveling's story truly exceptional isn't just the impressive list of achievements or historical moments he witnessed, but the philosophy of service and continuous learning that has guided his every step. Through his eyes, we witness the evolution of basketball from an American pastime to a global phenomenon. We explore the art of relationship-building that has made him a trusted mentor to generations of coaches, players, and executives. Perhaps most importantly, we discover the mindset that has allowed him to continually reinvent himself well into his eighties – creating new opportunities, embracing emerging technologies, and remaining relevant in a rapidly changing world. His legacy offers invaluable insights into leadership, cultural transformation, and the pursuit of lifelong growth that transcend the boundaries of sport.

Chapter 1: Breaking Barriers: A Trailblazer's Journey

George Raveling's path to becoming a pioneering figure in basketball began in the segregated neighborhoods of Washington D.C., where opportunities for young Black men were severely limited. Born in 1937, Raveling lost his father at age nine and his mother was later institutionalized, leaving him to be raised primarily by his grandmother, whom he affectionately called "Dear." Despite these challenging beginnings, Raveling found his way to St. Michael's, a Catholic boarding school in Pennsylvania, through the intervention of Catholic Charities. It was here that basketball first entered his life, not as a passion, but simply as a way to occasionally leave campus and see more of the world. The path forward wasn't always clear. When Raveling was offered a basketball scholarship to Villanova University in the late 1950s, his grandmother couldn't believe it was real. "I thought I raised you better than that," she told him, convinced that no white institution would genuinely pay for his education. Her skepticism reflected the harsh realities of the era, but Raveling seized the opportunity, becoming just the second Black player in Villanova's basketball program. At Villanova, Raveling distinguished himself not through scoring prowess but by becoming a rebounding specialist, focusing on an aspect of the game that others overlooked. This strategic thinking would become a hallmark of his approach throughout life. After his playing days, Raveling broke ground by becoming the first Black basketball coach at Villanova, and later the first Black head coach at Washington State University, the University of Iowa, and the University of Southern California. Each position represented not just a personal achievement but a crack in the ceiling that had limited opportunities for Black coaches. His appointment at Washington State in 1972 was particularly significant, making him the first Black head coach at a major conference school in what is now known as the Power 5. These weren't just jobs to Raveling – they were platforms for broader change and mentorship. What distinguished Raveling's approach to these groundbreaking roles was his insistence on being more than just a basketball coach. The door to his office didn't read "Head Basketball Coach" but rather "George Raveling, Educator." He saw his primary responsibility as developing young men holistically, not just producing winning teams. "If all I teach you is how to be a great basketball player," he often told his players, "you should have gone somewhere else." This philosophy guided his approach to recruiting talented players who had been overlooked due to racial bias, particularly from the segregated South, creating what one Philadelphia sportswriter dubbed "the Underground Railroad" of basketball talent. Throughout his coaching career, Raveling accumulated an impressive record of achievements, including taking Washington State to the NCAA tournament for the first time in 39 years and being named Pac-10 Coach of the Year. But his impact extended far beyond wins and losses. He co-founded the Black Coaches Association in 1988, fighting against NCAA policies that disproportionately affected Black athletes. When challenged about the necessity of such an organization, Raveling responded with characteristic wisdom: "Bob, do me a favor. I'm not going to answer that question until you think about it for a week. And if you still don't understand, come back and we'll talk about it." Raveling's trailblazing journey demonstrates the power of strategic thinking, principled leadership, and unwavering determination in the face of systemic barriers. By focusing on areas others overlooked and refusing to be limited by conventional expectations, he created opportunities not just for himself but for generations of coaches and players who would follow in his footsteps. His story reminds us that true trailblazers don't just break barriers for personal gain – they clear paths that others can follow, transforming institutions and challenging systems that restrict human potential.

Chapter 2: The Art of Connection: Building Relationships That Last

George Raveling's extraordinary ability to build and maintain meaningful relationships has been perhaps his most powerful tool throughout his career. "How do you account for all the great things that have happened to you in your life?" people often ask him. His answer is simple yet profound: "Relationships." This philosophy has been the foundation upon which Raveling built his coaching career, his business ventures, and his extensive network of friends and mentees that spans generations and continents. Raveling's approach to relationships is marked by an uncommon level of intentionality and genuine care. Rather than viewing connections as transactional opportunities, he sees them as sacred responsibilities. When he meets someone new, he makes it a point to engage deeply, asking thoughtful questions and listening with his full attention. This wasn't a skill that came naturally – it was one he cultivated after watching his grandmother interact with her "lady friends" during his childhood. She would quiz him afterward: "George, what's something Miss Jenkins said that you found interesting?" These early lessons taught him that listening is an active, not a passive, act. Throughout his career, this emphasis on active listening has opened doors that might otherwise have remained closed. When interviewing for the head coaching position at Washington State University, Raveling asked the athletic director how he had found out about him. "Every time I ask somebody, 'Who's the best recruiter you know?' your name comes up," the AD replied. This reputation wasn't built on flashy presentations or empty promises, but on Raveling's ability to connect authentically with players and their families, to understand their hopes and concerns, and to demonstrate through his actions that he cared about them as people, not just as athletes. One of the most remarkable aspects of Raveling's relationship-building prowess is his foresight in recognizing potential in people long before others do. He first met Wilt Chamberlain when Chamberlain was still in high school, crossing paths on Philadelphia playgrounds. He recruited a young Bill Walton, worked with a college-aged Michael Jordan as an assistant coach for the 1984 Olympic team, and mentored countless coaches who would go on to achieve great success. "You never know who someone will become," Raveling often says, emphasizing the importance of treating everyone with respect and kindness, regardless of their current status or perceived importance. At the heart of Raveling's relationship philosophy is his belief in the power of authenticity and vulnerability. He ends nearly every conversation with two statements: First, he asks sincerely, "Is there anything I can do for you?" And second, he tells them, "I love you." This practice, which might seem unconventional in professional settings, has helped Raveling forge connections of uncommon depth and loyalty. Even with someone as famously intense as Bob Knight, Raveling found that saying "I love you" would "melt him right down." As Raveling explains, "Each and every one of us has a thirst to be loved, to be appreciated, acknowledged, respected," yet many people rarely hear these affirming words. The relationships Raveling has cultivated throughout his life have not only enriched his personal journey but have created a powerful network that has transformed basketball globally. His friendship with Phil Knight led to a second career at Nike, where he helped expand the game internationally. His early connection with Michael Jordan played a crucial role in Jordan signing with Nike, creating what would become the revolutionary Air Jordan brand. Through these relationships and countless others, Raveling has demonstrated that authentic human connection isn't just personally fulfilling – it's a catalyst for innovation, opportunity, and positive change that can ripple through generations.

Chapter 3: Court Wisdom: Life Lessons from Basketball

Basketball served as more than just a profession for George Raveling – it became a laboratory for developing wisdom that transcended the boundaries of sport. Through decades on the court, Raveling extracted principles that would guide his approach to leadership, problem-solving, and personal growth throughout his multifaceted career. These lessons weren't confined to playbooks and drill sequences; they were profound insights into human motivation, team dynamics, and the pursuit of excellence. One of Raveling's most powerful realizations came during his time at Washington State University, where his team suffered 27 consecutive losses to UCLA, then the dominant force in college basketball under legendary coach John Wooden. After a particularly heartbreaking defeat – losing by one point on a controversial call in the final seconds – Wooden clasped Raveling's hand and told him, "I've seen a lot of basketball in my time, and I have to say, you guys should have won that game. But there'll be better days ahead." When Washington State finally defeated UCLA in 1980 by a decisive score of 80-64, the emotional weight of that victory far exceeded the significance of any routine win. Raveling understood then what would become a cornerstone of his philosophy: our struggles give meaning to our triumphs. The years of losses and near-misses had made the eventual victory infinitely sweeter and more meaningful. This understanding of the value of persistence through difficulty shaped Raveling's approach to player development. Rather than seeking players who had never faced adversity, he looked for those who had demonstrated resilience in overcoming challenges. He tells the story of recruiting James Donaldson, a 7'2" center who had received no other scholarship offers because he had never played organized basketball before high school. Where others saw inexperience, Raveling saw potential and character. Under his guidance, Donaldson developed into an NBA All-Star with a 14-year professional career. Years later, when Donaldson faced personal crises that left him contemplating suicide, Raveling's support helped him rebuild his life, demonstrating how basketball wisdom could translate to life's most serious challenges. Another crucial insight Raveling gained from basketball was the importance of finding underserved niches and becoming exceptional within them. As a player at Villanova, Raveling wasn't the biggest or most naturally talented athlete on the team. Observing that no one was specializing in rebounding, he made it his mission to become the best rebounder possible, creating his own drills and staying after practice to hone this specific skill. This strategic thinking – identifying areas others were overlooking and excelling in them – became a template he would apply throughout his career and teach to others. Later, as a coach at the University of Maryland, he received advice from Bob Knight that reinforced this approach: "George, if you're going to survive in this profession, you have to become the foremost expert in some phase of the game." Perhaps the most significant wisdom Raveling gleaned from basketball was about the nature of leadership and influence. On the court, he observed that the most effective coaches weren't necessarily the loudest or most authoritative, but those who could connect with players on a human level, understand their individual motivations, and inspire them to push beyond their perceived limitations. He implemented this insight by beginning each practice with a five-minute life lesson unrelated to basketball – sharing stories about persistence, integrity, or leadership – and ending each session by distributing articles for players to read about current events or successful people from various fields. Years later, one former player told him he had saved every handout in boxes in his garage, evidence that Raveling's impact extended far beyond basketball strategy. Through basketball, Raveling also developed a nuanced understanding of the balance between individual excellence and team success. He observed that the most successful teams weren't necessarily those with the most talented individual players, but those with members who understood their roles, communicated effectively, and placed the team's goals above personal recognition. This insight would serve him well later at Nike, where he collaborated with executives, designers, and athletes to grow basketball globally, requiring the same kind of cohesive teamwork he had fostered on the court. The wisdom Raveling developed through basketball has provided a framework for understanding challenges and opportunities in all areas of life. By approaching situations with the strategic thinking of a coach, the resilience of a competitor who has known both victory and defeat, and the team-oriented mindset of a successful program builder, Raveling has been able to navigate complex business environments, mentor diverse individuals, and continue growing and evolving well into his eighties. His court wisdom reminds us that the most valuable lessons often come from unexpected sources, if we're willing to look beyond the immediate context and extract the universal principles at work.

Chapter 4: A Student Forever: The Pursuit of Knowledge

At the heart of George Raveling's extraordinary success across multiple domains lies an insatiable hunger for knowledge and a lifelong commitment to learning. Unlike many who allow their education to end with formal schooling, Raveling has cultivated a student's mindset throughout his entire life, approaching each day as an opportunity to expand his understanding of the world. This intellectual curiosity has not only enriched his personal growth but has become a defining characteristic that colleagues, friends, and mentees consistently mention when describing him. Raveling's love affair with books began during his time at Villanova University. Coming from a background where access to books had been limited, he found himself suddenly surrounded by a wealth of knowledge in the university library. For a young man who had grown up in segregated Washington D.C., where Black Americans often had restricted access to educational resources, the library seemed like a magical place. He devoured biographies of great leaders, thinkers, and athletes, always looking for lessons he could apply to his own life. By the time he graduated, reading had become more than just a way to pass classes—it was a passion, a means of self-improvement, and a window to the wider world. This passion for reading developed into a sophisticated system for extracting and retaining wisdom from books. Raveling doesn't simply read—he studies. He circles unfamiliar words and concepts to research later. He uses different colored highlighters, each representing something specific he's tracking. He fills every blank page with summaries and reflections, transferring the most important insights into "learning journals," a practice he's maintained since 1972. After decades, he's accumulated dozens of these journals, creating a personal repository of wisdom that he regularly revisits. His approach to books is active and strategic, designed to maximize retention and application of knowledge. Raveling's commitment to learning extends far beyond books. In his eighties, he attended a mastermind conference in Ojai, California, where he found himself surrounded by tech entrepreneurs, business executives, and thought leaders from various fields. Despite being significantly older than most participants, he embraced the opportunity to expose himself to new ideas and perspectives. "Every night, I went to bed with a headache," he recalls, "not from stress or frustration, but from the sheer volume of new information crammed into my brain." This willingness to place himself in learning environments where he isn't the expert—where he must stretch and grow to keep up—exemplifies his lifelong student mindset. For Raveling, learning isn't a solitary pursuit but a communal one. He believes in the power of diverse perspectives and the value of learning from people with different backgrounds and experiences. "If you and I agree on everything," he often says, "one of us is unnecessary." This philosophy has led him to seek out conversations with people from all walks of life, recognizing that wisdom can come from unexpected sources. When NBA legend Kobe Bryant approached him for advice, their conversations rarely focused on basketball strategy. Instead, they discussed leadership principles, business insights, and approaches to continuous improvement. Bryant, known for his own intellectual curiosity, would often ask Raveling about the books he was reading, looking for recommendations that might give him an edge. The pursuit of knowledge is also reflected in Raveling's generosity in sharing what he learns. He has developed what he calls the "Three Wise Men theory: always come bearing gifts," with his gifts invariably being books. Over the years, people have told him that the books he's given them have changed their lives. But Raveling is selective about who receives his literary gifts. "If I notice that someone doesn't read the books I give them, I stop," he explains. "To me, an unread book on a shelf is an assassination—it's the death of potential wisdom and growth." At eighty-seven, Raveling continues to visit bookstores six to eight times a week, maintaining a home library of over 2,500 volumes. His dedication to learning hasn't diminished with age; if anything, it has intensified. This commitment to continuous growth has allowed him to remain relevant and influential across decades of rapid change, adapting to new technologies, cultural shifts, and business landscapes. By approaching life with the humility and curiosity of a perpetual student, Raveling has discovered what many never realize: that education is not a finite process with a clear endpoint, but a lifelong journey that continually reveals new horizons of possibility.

Chapter 5: Giving Back: Creating Pathways for Others

Throughout his remarkable journey, George Raveling has embodied the principle that true success isn't measured by personal achievements alone, but by the opportunities created for others. His approach to giving back has never been about charity in the traditional sense; rather, it reflects a deep commitment to building sustainable pathways that empower individuals to reach their full potential. This philosophy has manifested in countless ways throughout his career, creating ripples of impact that continue to expand decades later. Raveling's commitment to creating opportunities for others was evident early in his coaching career when he established one of the first girls' basketball camps in America. In the early 1970s, as his Cougar Cage Camp for boys at Washington State University was gaining popularity, parents began approaching him with a similar request: "I wish you had a camp for girls too. I'd send my daughter." Recognizing both the need and the opportunity, Raveling took action. Girls' sports were largely overlooked at the time, with few organized development opportunities and almost no athletic scholarships available. Rather than accepting this status quo, Raveling saw a chance to help level the playing field. The girls' camp he established quickly rivaled the boys' camp in size and reputation, providing crucial training and visibility for young female athletes at a time when such opportunities were scarce. One of the most powerful examples of Raveling's commitment to creating pathways emerged through this girls' basketball camp. When he learned that Jeanne Eggart, a talented multi-sport athlete from nearby Walla Walla, Washington, couldn't afford to attend Washington State University despite her exceptional abilities, Raveling took immediate action. "I'll just write her a check from the camp," he said, using the proceeds to pay for her four years of education. This became the first de facto athletic scholarship for a female athlete at the university, predating formal Title IX implementation. Eggart went on to set the all-time scoring record for WSU women's basketball with 1,967 points, a record that stood for 38 years. More importantly, her scholarship represented a turning point—a signal that women's sports mattered and that female athletes deserved the same opportunities as their male counterparts. This pattern of identifying talent in overlooked places and creating opportunities for development became a hallmark of Raveling's approach, particularly during his tenure at Nike as Director of International Basketball. Recognizing that basketball talent existed globally but often lacked pathways to recognition and development, Raveling established the Nike Hoop Summit, an annual event bringing together the top young players from around the world. This platform became a launching pad for countless international stars, including Dirk Nowitzki (Germany), Tony Parker (France), and Nikola Jokić (Serbia), fundamentally altering the landscape of global basketball. Through this initiative, Raveling didn't just discover talent—he created systematic pathways for international players to reach the highest levels of the sport. Raveling's philosophy of giving back extends beyond formal programs to his daily interactions and relationships. He has made it a habit to ask nearly everyone he speaks with, "What can I do for you?" This simple question, which he estimates he asks twenty times a day, opens the door for meaningful assistance tailored to individual needs. While some take him up on the offer immediately, others might circle back months or years later. The key, Raveling emphasizes, is sincerity and follow-through. When people do request help, he views it as a moment of truth—a chance to honor the commitment implied in his question. What distinguishes Raveling's approach to creating opportunities is his recognition that giving back isn't solely about material resources. It encompasses sharing knowledge, offering mentorship, opening doors through introductions, and providing encouragement at crucial moments. He recalls a conversation with Freddie Lewis, the head coach at Syracuse University during the 1960s, who offered wisdom that has guided Raveling's approach: "Plant a lot of flowers on the way up, because you're going to have to pick them on the way down." This metaphor for building a foundation of goodwill through service to others has informed Raveling's interactions with players, coaches, colleagues, and even strangers throughout his life. Raveling's commitment to creating pathways for others reflects a profound understanding that we all benefit from the investments others have made in us. Having received opportunities himself—from the Catholic Charities that funded his high school education to the coaches and mentors who saw potential in him—Raveling views giving back not as optional but as an obligation. His legacy isn't just in the institutions he's built or the records he's set, but in the thousands of individuals whose lives have been transformed through the opportunities he helped create. Through his example, Raveling demonstrates that true impact comes not from what we accumulate, but from what we contribute to the growth and success of others.

Chapter 6: The Nike Years: Transforming Global Basketball

When George Raveling joined Nike in 1994 at the age of 57, it marked the beginning of a remarkable second act that would ultimately transform basketball into a truly global phenomenon. His transition to the corporate world came in the wake of a near-fatal car accident that had left him with nine broken ribs, a broken pelvis, a collapsed lung, and other serious injuries. Doctors told him that 95 percent of people in similar accidents don't survive. This brush with mortality gave Raveling a profound sense that he had been spared for a purpose, and his subsequent work at Nike would prove that intuition correct. Despite having no prior corporate experience, Raveling was tapped to run Nike's international basketball division, one of the largest departments in the company. He initially declined the offer multiple times, doubting his ability to succeed in such a different environment. "I think you got the wrong guy," he told the executive who offered him the job. "I don't think I can do this. I don't think I have the skill set for it and I don't want to get too deep into this thing and fail and make you look bad." The executive refused to take no for an answer, offering Raveling a simple system to manage his work: "When you leave the office every day, leave a yellow pad in the middle of the desk, and when you come in the morning, write down the three most important things you gotta get done that day in that order." This straightforward approach gave Raveling the structure he needed to excel in his new role. Raveling brought to Nike the same relationship-building skills and strategic thinking that had defined his coaching career. He understood that growing basketball globally wasn't just about selling more shoes and apparel; it required nurturing the game at a grassroots level in countries where basketball traditions were just beginning to take root. Under his leadership, Nike created development programs, camps, and competitions designed to identify and nurture talent in previously untapped markets. The centerpiece of this strategy was the Nike Hoop Summit, which brought together the top international players under 19 years old to compete against the best American high school players. The impact of the Hoop Summit on global basketball cannot be overstated. It was through this event that Dirk Nowitzki, a little-known player from Germany, first caught the attention of NBA scouts in 1998 with a dominating performance against a team of American all-stars. Nowitzki would go on to become one of the greatest international players in NBA history, a transformative figure who helped reshape perceptions of European players. This pattern would repeat with other international talents like Tony Parker from France and Yao Ming from China, each discovery furthering Nike's global reach while simultaneously elevating the international profile of basketball. What made Raveling particularly effective in his role at Nike was his genuine connection to the game and the respect he commanded throughout the basketball world. Unlike many executives who approached international expansion purely as a business opportunity, Raveling brought a coach's eye for talent and a teacher's commitment to development. He spent countless hours in gyms across the globe, building relationships with local coaches, players, and basketball federations. These weren't transactional interactions but genuine efforts to understand different basketball cultures and to help them grow in authentic ways. Raveling's work at Nike coincided with and significantly contributed to a transformative period in basketball history. When the USA Basketball team suffered a humiliating defeat at the 2004 Olympics in Athens, finishing with a bronze medal after losses to Puerto Rico, Lithuania, and Argentina, it marked a watershed moment. The world had caught up to American basketball, due in no small part to the development infrastructure that Raveling had helped build. Rather than viewing this as a setback, Raveling saw it as validation of basketball's global potential. The sport was no longer just an American export but a truly international game with diverse styles and approaches. The legacy of Raveling's Nike years extends beyond the corporate success he helped achieve or the international stars he helped discover. His work fundamentally altered the trajectory of basketball, transforming it from a predominantly American sport to a global cultural phenomenon that transcends national boundaries. By creating pathways for international talent to develop and gain recognition, he not only expanded Nike's global footprint but enriched the game itself, making it more diverse, more creative, and more accessible to people around the world. In the process, he demonstrated that even in a corporate context, the principles that had guided his coaching career—building relationships, creating opportunities for others, and thinking strategically for the long term—could yield transformative results.

Chapter 7: Living with Purpose: The Philosophy of Service

At the core of George Raveling's remarkable life journey lies a profound philosophy of service that has guided his actions and decisions across decades and diverse roles. While many successful individuals orient their lives around achievement, recognition, or wealth accumulation, Raveling has consistently centered his approach on the question: "What can I do for others?" This orientation toward service isn't merely a personality trait or career strategy; it represents a deeply held conviction about the purpose of human life and the source of genuine fulfillment. Around the age of eighty, Raveling made a pivotal decision that would reshape his approach to life's final chapters. "I'm going to spend the rest of my life being a servant to other people," he resolved. "It's not about me anymore. It's about everyone else." This wasn't an entirely new concept for him—service had always been an element of his coaching and mentoring—but this explicit commitment represented a more complete surrender of self-interest in favor of focusing entirely on how he could benefit others. The shift wasn't prompted by any particular event or crisis, but rather emerged from deep reflection on what truly matters at the end of a long and accomplished life. This philosophy manifests most visibly in what Raveling calls his "magic question": "What can I do for you?" He poses this question approximately twenty times each day to friends, colleagues, and even relative strangers. The inquiry isn't casual or perfunctory; it represents a genuine offer of assistance and a willingness to follow through when someone takes him up on it. "Some people take me up on the offer immediately, but most don't," Raveling explains. "The key is to ask sincerely and be prepared to follow through when someone does take you up on it." This approach transforms everyday interactions from transactional exchanges into opportunities for meaningful connection and support. Raveling's service mindset extends beyond individual interactions to his broader view of leadership and success. During his years at Nike, he demonstrated that effective leadership isn't about wielding power or authority, but about empowering others to do their best work. His approach centered on taking time to truly see and hear the people around him—asking questions, learning their stories, and understanding their aspirations. Phil Knight, Nike's co-founder, modeled this servant leadership approach, and Raveling internalized it. "At the base of leadership," Raveling observed, "what all great leaders have in their heads and their expressions is the idea that they want to make people and situations better." One of the most remarkable aspects of Raveling's service philosophy is how it has evolved with age. Rather than narrowing his focus or diminishing his energy as he's gotten older, Raveling has expanded his conception of service and intensified his commitment to it. In his eighties and approaching ninety, he maintains an active schedule of mentoring, advising, and supporting others across multiple generations. Younger coaches seek his wisdom about leadership and program building. Former players call for guidance during personal crises. Business leaders consult him about organizational culture and change management. His willingness to remain engaged and available defies conventional expectations about retirement and aging. Perhaps most surprising is how this outward focus on serving others has fueled Raveling's own continued growth and development. "One of the interesting and unexpected by-products of committing the rest of my life to being a servant to others was a renewed enthusiasm for learning and self-education," he reflects. As he engaged with people from diverse backgrounds and fields, Raveling quickly realized how much he still had to learn. Each interaction became an opportunity for growth, exposing him to new perspectives and ideas. To serve effectively, he needed to continually expand his knowledge and understanding, creating a virtuous cycle where service and learning reinforced each other. This philosophy of service provides a powerful counter-narrative to prevailing cultural messages about success and fulfillment. In a society that often celebrates individual achievement, wealth accumulation, and personal brand building, Raveling demonstrates that genuine satisfaction comes not from what we receive or accomplish for ourselves, but from what we contribute to others. His example challenges us to reconsider our priorities and to recognize that we are all interconnected—that our highest purpose may be found not in elevating ourselves but in lifting others up. Through his words and actions, Raveling embodies the paradoxical wisdom that in giving ourselves away in service to others, we discover our truest and most fulfilled selves.

Summary

George Raveling's extraordinary journey from the segregated streets of Washington D.C. to the hallowed halls of the Basketball Hall of Fame and the executive offices of Nike offers a masterclass in resilience, relationship-building, and purposeful living. His life's central message emerges with striking clarity: true success isn't measured by accolades or achievements, but by the positive impact we have on others and the pathways we create for future generations. Raveling's approach to life teaches us that our greatest fulfillment comes not from climbing higher than others, but from reaching back to lift others up alongside us. He demonstrates that continuous learning and genuine curiosity aren't just tools for personal advancement but essential components of a life well-lived. For those seeking to apply Raveling's wisdom to their own lives, his example suggests several powerful directions. First, approach each day with the mindset of a servant leader, asking "What can I do for you?" and following through with sincere action. Second, cultivate a lifelong learning habit, remaining humble enough to seek wisdom from diverse sources and disciplined enough to study deeply rather than merely consuming information. Third, identify overlooked opportunities where your unique talents can make a difference, rather than following crowds into well-trodden territory. And finally, recognize that your life's most meaningful legacy won't be captured in trophies or titles, but in the lives you've touched and the positive change you've helped create. Raveling's remarkable story reminds us that we were all made for something greater than self-interest – we were made to serve, to connect, to learn, and to leave the world better than we found it.

About Author

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Ryan Holiday

Ryan Holiday is media strategist for notorious clients like Tucker Max and Dov Charney. After dropping out of college at 19 to apprentice under the strategist Robert Greene, he went on to advise many bestselling authors and multi-platinum musicians. He is the Director of Marketing at American Apparel, where his work in advertising was internationally known. His strategies are used as case studies by Twitter, YouTube, and Google, and have been written about in AdAge, the New York Times, Gawker, and Fast Company. He is the author is *Trust Me, I'm Lying: Confessions of a Media Manipulator*, which is due out in July. He currently lives in New Orleans, with his rebellious puppy, Hanno.

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