What is *The Score Takes Care of Itself* by Bill Walsh about?

*The Score Takes Care of Itself* outlines Bill Walsh’s leadership philosophy, emphasizing **process over outcomes** and building sustainable success through disciplined standards. The former NFL coach shares strategies for fostering excellence, adaptability, and accountability, arguing that relentless focus on incremental improvements—not short-term wins—creates enduring results. Key themes include organizational culture, teaching methods, and resilience amid adversity.

Who should read *The Score Takes Care of Itself*?

Leaders, coaches, entrepreneurs, and managers seeking **actionable frameworks for building high-performance teams** will benefit from Walsh’s insights. It’s particularly valuable for those navigating organizational turnarounds or aiming to instill systematic processes in competitive environments. The book blends sports analogies with universal leadership principles, making it accessible beyond athletics.

What are the main leadership lessons from *The Score Takes Care of Itself*?

- **Process-first mindset**: Prioritize systems and behaviors over chasing outcomes. - **Standards of performance**: Define and enforce non-negotiable expectations for every role. - **Adaptability**: Adjust strategies without compromising core values. - **Teaching over dictating**: Foster autonomy through clear communication and mentorship.

How does Bill Walsh define “Standards of Performance”?

Walsh’s “Standards of Performance” are **detailed behavioral and operational benchmarks** that ensure consistency across an organization. These include how team members prepare, communicate, and execute tasks—down to minutiae like punctuality and dress code. By codifying excellence, Walsh transformed the San Francisco 49ers from underdogs into Super Bowl champions.

What does “The score takes care of itself” mean?

The phrase encapsulates Walsh’s belief that **obsessing over inputs (e.g., preparation, effort) naturally leads to desired outcomes**. Instead of fixating on wins or metrics, leaders should refine controllable variables like training quality, decision-making processes, and team cohesion. This mindset reduces pressure and fosters long-term success.

How does *The Score Takes Care of Itself* approach failure?

Walsh treats failure as **feedback for systemic improvement**, not a reflection of self-worth. He encourages leaders to analyze mistakes objectively, adjust processes, and maintain emotional equilibrium. By depersonalizing setbacks, teams avoid morale crashes and stay focused on incremental progress.

What critiques exist about Bill Walsh’s leadership style?

Some argue Walsh’s **rigid standards and intensity risk burnout**, particularly in non-sports contexts. Critics note his focus on results over employee happiness contrasts with modern emphasis on workplace wellness. However, proponents counter that his methods prioritize sustainable excellence, not short-term harmony.

How can Walsh’s principles apply to modern workplaces?

- **Process documentation**: Create clear playbooks for recurring tasks. - **Culture-first hiring**: Prioritize adaptability and teachability over raw talent. - **Decentralized decision-making**: Empower teams with guidelines rather than micromanaging. - **Resilience training**: Normalize iterative improvement through post-mortems and feedback loops.

The Score Takes Care of Itself

My Philosophy of Leadership

Bill Walsh

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Overview of The Score Takes Care of Itself

How a last-place NFL team became a dynasty: Bill Walsh's leadership masterclass transformed the 49ers through his "Standard of Performance." Steve Jobs and Silicon Valley executives swear by this philosophy that prioritizes excellence in process over obsessing about results.

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Chapter 1

From Worst to First: The Leadership Philosophy That Transformed Football

When Bill Walsh took over the San Francisco 49ers in 1979, he inherited what many considered the worst franchise in professional sports. With a dismal 2-14 record, demoralized players, and substandard facilities, the situation seemed hopeless. Yet just 24 months later, Walsh led this same organization to a Super Bowl championship. How? Not by demanding wins or setting arbitrary timetables for victory, but by establishing what he called his "Standard of Performance" - a comprehensive system of values, behaviors, and precise actions that transformed the entire organization from the inside out. "Do all the right things to precision," Walsh believed, "and the score will take care of itself." Walsh's approach wasn't just revolutionary for football - it fundamentally changed how we think about leadership across all domains. His West Coast Offense, once ridiculed as "fancy-pants football," became the dominant offensive system throughout the NFL. His leadership methods produced an astonishing 35 future head coaches. Perhaps most telling: when Sports Illustrated ranked the greatest coaches of all time across all sports, Walsh placed second only to Vince Lombardi, despite coaching just ten seasons. Even more impressive, the book has become required reading at companies like Apple, where Steve Jobs considered it a leadership bible. Through Walsh's journey from assistant coach to three-time Super Bowl champion, we discover timeless principles that apply whether you're leading a football team, a business division, or simply yourself.

Chapter 2

The Standard of Performance: Excellence Before Victory

When Walsh arrived at the 49ers, he didn't promise championships or set timelines for winning. Instead, he established something far more fundamental: his Standard of Performance. This wasn't just about physical execution on the field - it was a comprehensive system of values and behaviors required of everyone in the organization. "My Standard of Performance was a way of doing things, a leadership philosophy that has as much to do with core values, principles, and ideals as with blocking, tackling, and passing," Walsh explained. Rather than focusing primarily on the scoreboard, Walsh concentrated on creating an environment where excellence became the norm. The specifics were meticulous and extended to seemingly minor details. Players couldn't have shirttails out. They had to maintain positive attitudes, show up promptly, display good sportsmanship, never sit during practice, and treat fans respectfully. Walsh demanded precise execution in every aspect of the game, with coaches analyzing and teaching the exact requirements for each position. Offensive linemen learned thirty specific physical skills, each with multiple drills practiced relentlessly. Quarterbacks were coached on refined footwork, ball positioning, and field scanning. Passing routes were designed to the inch. Practices were organized by the minute like orchestral scores. This attention to detail extended throughout the organization - from groundskeepers maintaining the field to receptionists answering phones professionally. Walsh even insisted the team emblem be treated with respect, forbade rookie hazing, and eliminated caste systems within the organization. The Standard wasn't merely about doing things right - it was about teaching people to think at a higher level. Walsh taught that everyone was connected, each person an extension of others. When Jerry Rice caught a touchdown, he wasn't solely responsible but an extension of blockers, route-running receivers, and the quarterback risking injury. This concept extended beyond players to coaches, trainers, and even those answering phones. Victory belonged to everyone, and so did failure. Perhaps most radical was Walsh's core belief: "Champions behave like champions before they're champions; they have a winning standard of performance before they are winners." Despite finishing his first season with the same dismal 2-14 record as the year before, Walsh saw evidence that his Standard was taking root. The organization had become known for professional behavior even while losing - no showboating after touchdowns, no taunting opponents, minimal complaining. Self-perception was improving as individuals began acting with pride and professionalism. The Standard served as a compass pointing to true north regardless of whether things were going well or badly. It cut through the ebb and flow of wins and losses, providing stability regardless of the final score. Walsh envisioned it as establishing a "near-permanent base camp" near the summit, consistently keeping the team close to the top and within striking distance.

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Chapter 3

Innovation from Necessity: The Birth of the West Coast Offense

Walsh's revolutionary West Coast Offense wasn't born from genius but necessity. As offensive coordinator for the Cincinnati Bengals, Walsh faced a significant problem: quarterback Virgil Carter lacked the strong arm needed for the deep passing game that dominated NFL offenses of that era. Rather than lamenting this limitation, Walsh created something entirely new. "I had to design an offense that would allow a quarterback with limited physical skills to succeed," Walsh explained. He innovated by developing a system of short, quick-release passes to multiple receivers running precise routes within 12 yards of scrimmage. Instead of stretching the field vertically with long passes, he "stretched" it horizontally, using all 53.3 yards of width to create space. The system capitalized on Carter's actual strengths: composure, nimble feet, quick thinking, and accuracy on short passes. What began as adaptation to limitations evolved into a sophisticated offensive scheme that transformed NFL football "from checkers to chess." Despite initial ridicule from traditionalists who called it "nickel-and-dime" or "fancy-pants" offense, it ultimately became the dominant approach adopted throughout the NFL. This experience taught Walsh four key leadership lessons: First, success doesn't care which road you take - traditionalists who initially sneered later tried to copy his system. Second, be bold and remove fear of change - respect the past without clinging to it. Third, don't wait for desperation to drive innovation - identify and leverage underutilized assets before crisis hits. Fourth, be obsessive about finding upside in apparent downsides - look for solutions rather than dwelling on limitations. Walsh's innovation extended beyond offensive schemes. He began scripting the first 20-25 offensive plays before games, a practice now standard throughout football. This approach was born after a painful playoff loss to Oakland where he "flew by the seat of his pants." Walsh would meticulously plan for countless scenarios, creating detailed responses for specific down-and-distance situations and defensive alignments. This preparation allowed him to make clear decisions amid chaos, helping Stanford score on their first possession in 8 of 11 games. His philosophy: control the 80% you can control (20% is luck), and "when you prepare for everything, you're ready for anything." Even with talent being relatively equal at high levels of competition, a leader's job is to maximize their 80% better than opponents maximize theirs.

Chapter 4

Leadership Through Teaching: The Heart of Walsh's Approach

"Everything I did as a leader was teaching in some form," Walsh stated. Unlike coaches who relied on intimidation or emotional motivation, Walsh saw himself primarily as an educator whose job was to develop talent to its fullest potential. He meticulously planned when to discuss different subjects with individuals, squads, and the entire team, always presenting topics from fresh angles to avoid becoming rote. Walsh insisted that all employees raise both their level of play and their thinking - particularly how they perceived their relationship to the team. Walsh identified four essential components of effective teaching: passion, expertise, communication, and persistence. Passion means loving the act of teaching itself, not just as a means to an end. Expertise requires constantly expanding your knowledge base through mentors and research. Communication involves successfully conveying information so it's received and retained, using enthusiasm to engage learners. Persistence means repeating key concepts until execution becomes automatic. His teaching approach was methodical yet flexible. Rather than pressuring players, he calmly corrected mistakes: "Here's what was wrong; this is how to do it right." He could ease tension with humor while remaining extremely demanding. Walsh ran a tight ship but knew when to let up - the team often practiced without pads to stay healthy for games. Everything he did was well thought out and ahead of the curve. Interestingly, Walsh revealed that his most gratifying teaching experience wasn't with the championship 49ers but earlier with the Cincinnati Bengals, where he could focus exclusively on teaching without administrative distractions. There, he personally taught quarterbacks, receivers, and tight ends, developing players like Bruce Coslet, Bob Trumpy, Isaac Curtis, Charlie Joiner, and Ken Anderson into All-Pros. He found deep satisfaction in the teaching process itself - witnessing players' evolution and seeing their improved skills applied during games. Walsh's teaching philosophy extended to creating a culture where veterans actively trained rookies - even their own potential replacements. He prohibited hazing and instead created an environment where knowledge transfer was expected, essentially turning players into coaches. This mentoring system ensured his Standard of Performance continued even after his departure, as evidenced when George Seifert led the team to a Super Bowl victory the year after Walsh retired.

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Chapter 5

The Strength of Will: Leadership's Common Denominator

Despite advocating for democratic input and communication, Walsh emphasized that ultimately the leader must make decisions and stand firm. The effective leader accumulates information, evaluates it carefully, then moves forward with absolute determination, refusing to quit despite opposition or setbacks. Walsh identified strength of will as the essential quality shared by all successful leaders despite their different styles. He examined leaders like Mike Holmgren, Tom Landry, and Jimmy Johnson - all Super Bowl winners with vastly different personalities - who were "unswerving in moving toward their goal." This strength was tested early in Walsh's 49ers tenure. After losing seven consecutive games in his second season, a devastating eighth loss to the Miami Dolphins left him emotionally gutted on the flight home, contemplating resignation. Despite his despair, Walsh found the strength to shift his focus forward to the next game against the New York Giants. He likened this resilience to his days as an amateur boxer: "When knocked down, you must get up; you must stand and fight." The 49ers went on to win their next game, starting a turnaround that culminated in a Super Bowl victory sixteen months later. From this experience, Walsh developed five "dos" for recovering from defeat: expect defeat, stop dwelling on failure, allow appropriate recovery time, resolve to stand and fight again, and begin planning your next encounter. He recognized that both success and failure could cause organizations to lose focus - elation during winning streaks or despondency during losing ones. While celebrating determination, Walsh warned against persisting for the wrong reasons - especially trying to prove you're right or someone else is wrong. He recounted a humbling experience coaching Stanford against Tulane, where his stubborn commitment to a running game nearly cost them the victory because he'd publicly boasted about it. Walsh concluded that leaders must never quit, yet paradoxically must know when to change course, guided by sound logic rather than pride. This strength of will extended to Walsh's ability to make tough personnel decisions. Though he rejected the NFL's prevalent boot-camp mentality and emotional abuse of players, he recognized that effective leadership requires a "hard edge." Early in his 49ers tenure, he demonstrated this when left tackle Ron Singleton became verbally abusive to staff. Walsh immediately had Singleton's belongings packed in a cardboard box and delivered to his home - firing a top player on the spot. This decisive action sent a powerful message throughout the organization: no one was exempt from Walsh's standards of conduct, regardless of talent or position.

Chapter 6

Building a Winning Organization: People, Culture, and Character

Despite critics claiming the 49ers won by spending lavishly, Walsh emphasizes that their first Super Bowl came with the lowest salaries in the NFL - including his own modest $160,000 as both head coach and general manager. What made the organization first-class wasn't money but an organizational philosophy centered on treating people with respect while maintaining extremely high expectations. Owner Eddie DeBartolo showed genuine interest in players and staff through personal gestures - birthday cards, condolence notes, special dinners for staff and spouses - creating a family atmosphere where people felt valued. Walsh concluded that even the highest-paid talent won't perform to potential unless they feel part of something special. Walsh abolished formal titles and hierarchies within the 49ers organization, with everyone - including himself - addressed by first name. This approach removed barriers to productive interaction and prevented siloed thinking. He shares how backup quarterback Steve Young once reminded him of a promised play during a game against the Saints, demonstrating both open communication and team-first attitude. While Walsh valued collaboration, he emphasized the crucial importance of character in building a winning culture. He contrasts two players to illustrate this point: Cedrick Hardman, despite being talented, became toxic during losing seasons - complaining, belittling teammates, and disparaging coaches. Walsh eventually traded him to Oakland, noting that removing negative influences contributed to their Super Bowl win two years later. Walsh defines true character not as merely aspiring to high standards but having "the strength of commitment and sacrifice to adhere to those standards in both good times and bad." He cites Ronnie Lott as exemplary - a player whose commitment was so extreme he chose to amputate part of his finger rather than miss games. Lott's relentless intensity in practice and refusal to quit inspired everyone around him, transforming the organization through his example. Walsh also emphasized the crucial role of a team's "bottom 20 percent" - backups, benchwarmers, and special role players - in determining overall success. At each training camp, he promised every player they would have at least one opportunity to win a game, encouraging them to prepare for that moment as a certainty. While star players naturally stayed ready, these less prominent team members could become disruptive if they felt overlooked or unappreciated. Walsh observed that complainers often had disproportionate negative impact, overshadowing the positive 80 percent.

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Chapter 7

The Mental Game: Preparation, Focus, and Composure

Walsh believed that mental preparation was as important as physical preparation - perhaps more so. He developed what he called the "gladiator mentality," a ritualized mental preparation process that elite performers use before significant events. For Walsh, this involved a specific pregame routine: visiting his locker first, walking a precise path through the locker room, watching another NFL game briefly as distraction, then personally shaking hands with every player. This ritual helped him methodically narrow his focus, blocking out distractions, worries, and personal issues. Rather than becoming more emotionally charged as kickoff approached, Walsh would achieve a state of intense focus combined with complete composure - a mental clarity he considered one of the most pleasing sensations of coaching. During the national anthem before games, Walsh would stand respectfully with hand over heart but deliberately not sing. Instead, he used these moments to complete his mental preparation, visualizing himself watching the field through a plate-glass window - emotionally removed to maintain clear thinking. Rather than getting pumped up, he experienced a calming sensation, blocking out crowd noise and sideline energy that could disrupt decision-making. This approach extended to how Walsh prepared his teams for big games. Unlike many coaches who would demand their team "try harder" for important contests, Walsh relied on fundamentals and skills already developed through consistent practice. This approach enabled the 49ers to function effectively under tremendous stress, treating championship games as "business as usual" while opponents were distracted by pressure. Walsh emphasized that leadership requires maintaining composure under pressure, as organizations look to their leaders for strength during difficult situations. He describes the 1989 NFC Championship game against the Chicago Bears in freezing conditions at Soldier Field. Despite psychological intimidation tactics from the Bears players parading in short sleeves, a contentious history including Bears coach Mike Ditka's gum-throwing incident after a previous 41-0 loss, and a drunk fan with a megaphone hurling crude insults directly behind Walsh, he maintained his focus. The 49ers stuck to their well-designed game plan with thorough contingency options, winning 28-3 and eventually going on to win Super Bowl XXIII two weeks later. While competitive environments demand focus, Walsh also recognized when to lighten the mood. Before their first Super Bowl, he dressed as a bellhop to greet players arriving at the hotel, creating a moment of levity that broke the tension. The optimal state combines being both relaxed and focused - what athletes call "being in the zone." Joe Montana exemplified this perfectly during Super Bowl XXIII when, in the midst of a crucial final drive, he casually pointed out comedian John Candy in the stands to his teammates before proceeding to lead the game-winning drive.

Chapter 8

The Price of Excellence: Burnout and Balance

Walsh's leadership philosophy produced extraordinary results, but it came at a devastating personal cost. Working sixteen-hour days, seven days a week eventually depleted his physical and emotional reserves until his nerves were completely frayed. During his final season, Walsh suffered from such severe emotional exhaustion that he would find himself fighting back tears during routine meetings, press conferences, and even casual conversations with staff. His hands would shake while reviewing game films, and he struggled to maintain his composure during practices. For intensely competitive individuals like Walsh, the psychology of winning and losing becomes dangerously distorted. Losing evolves into an almost unbearable agony, while winning offers not joy but merely temporary relief from the fear of failure. He developed what his colleagues called a "destructive internal accounting system" that awarded zero points for victories, no matter how impressive, and severe negative points for any loss. This psychological burden was further intensified by owner Eddie DeBartolo Jr., who initially provided Walsh with complete autonomy but gradually became increasingly demanding when the team didn't secure Super Bowl victories every season. The pressure became so overwhelming that Walsh would often spend sleepless nights replaying decisions and second-guessing strategies. Walsh later identified three critical mistakes that accelerated his burnout: First, he isolated himself rather than developing a small, trusted network for emotional and professional support. He kept his struggles private, refusing to share his burden even with longtime assistants. Second, he failed to delegate abundantly, severely underutilizing his talented staff because he maintained the persistent belief that only he could handle most tasks properly. Third, he allowed his entire self-worth to be defined by his won-lost record rather than maintaining a broader life perspective, losing sight of personal relationships and health. While Walsh consistently preached that the best-suited person should handle each job, he struggled profoundly to practice what he preached. His conviction that he was best qualified for almost every role, especially regarding offensive strategy and player development, stemmed from genuine expertise but led to systematic overload. Meanwhile, talented assistants like Mike Holmgren, who would later become successful head coaches themselves, were often relegated to limited roles. Walsh's inability to delegate properly became one of his greatest management failures. He couldn't take vacations because there was always more film to study, more plays to design, more scenarios to prepare for, and he had convinced himself that only he possessed the necessary expertise to handle these critical tasks. The parallel between Walsh's journey and the film "Twelve O'Clock High" became increasingly apparent to those close to him. Like General Savage in the film, Walsh was a brilliant leader who transformed a struggling organization through strategic innovation and relentless determination. However, both men paid a devastating personal price for their success. Walsh's ferocious competitive drive and strategic genius produced historic results - three Super Bowl victories and a revolutionary offensive system that changed football - but left him emotionally depleted and physically exhausted. His story serves as both a masterclass in organizational leadership and a sobering cautionary tale about the personal toll of pursuing excellence at all costs.

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Chapter 9

The Legacy: Quick Results Come Slowly

Like the stone sculptors of China's Fujian Province who immerse their work in streams for years to achieve perfection, Walsh believed superb results take time. The little improvements leading to impressive achievements come not from weeks or months but years of practice until your organization knows your Standard of Performance inside and out. Every organization carries a cultural conscience - good or bad, productive or unproductive. The 49ers' excellence resulted from the same people doing the same things consistently for years. This was demonstrated perfectly in Super Bowl XXIII, Walsh's final game, when the team executed "the Drive" - marching 92 yards in 11 plays to win the championship. As it unfolded, Walsh felt a deep sense that he was witnessing the manifestation of everything they had built over the previous decade - a work of art created over many years. There was almost a sense of inevitability, as though they were destined to succeed simply by adhering to the Standard of Performance they had been sculpting for a decade. Walsh's leadership style was defined by a masterful balance of withholding praise while constantly pushing for the next level of commitment. Before games, he methodically extracted public promises of performance from individual players: "Can we count on you?" This accountability ritual created both personal and team commitment. After games, he demonstrated rare leadership integrity by openly critiquing his own mistakes alongside the team's errors - creating a culture where improvement, not blame, was the focus. Despite his complex nature and the high price he paid, Walsh ultimately achieved his goal and found peace in his later years. No longer feeling like an outsider, he saw his revolutionary methods become standard practice and his status as perhaps football's greatest coach confirmed. His commitment to football was total - it was his true family. Walsh's legacy extends far beyond his three Super Bowl victories. His West Coast Offense transformed how football is played at all levels. His leadership philosophy influenced generations of coaches - 35 of his assistants and players went on to become head coaches themselves. Perhaps most importantly, he demonstrated that leadership isn't about demanding results but about creating an environment where excellence becomes inevitable. As Walsh himself concluded: "Your effort today becomes tomorrow's result; your standard becomes who you are."

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Key Themes in The Score Takes Care of Itself

standard of performance
process over results
organizational culture design
meticulous attention detail
innovating under constraints

Quotes from The Score Takes Care of Itself

Champions behave like champions before they’re champions.
The culture precedes positive results. It doesn’t get tacked on as an afterthought once you are winning. Become a culture of discipline, and the high-performance will follow.
If your WHY is strong enough you will figure out HOW!
Champions behave like champions before they're champions.
Do all the right things to precision, and the score will take care of itself.

Characters in The Score Takes Care of Itself

Bill WalshHead coach and creator of the Standard of Performance
Jerry RiceStar wide receiver for the San Francisco 49ers
Virgil CarterQuarterback whose limitations inspired the West Coast Offense
Vince LombardiLegendary coach used as a benchmark for greatness

About the Author

Bill Ernest Walsh (1931–2007), legendary NFL coach and architect of the San Francisco 49ers dynasty, revolutionized modern football through his leadership philosophy detailed in The Score Takes Care of Itself.

A Pro Football Hall of Fame inductee and three-time Super Bowl champion, Walsh pioneered the West Coast Offense while establishing cultural foundations for sustained excellence. His leadership manual blends gridiron wisdom with universal management principles, drawing from his transformative tenure as 49ers head coach (1979–1988) and Stanford University mentorship.

Walsh expanded his insights in companion works Finding the Winning Edge and Building a Champion, essential readings on organizational culture and strategic planning. Recognized as NFL Coach of the Year twice, his "Standard of Performance" framework continues influencing Fortune 500 CEOs and military leaders.

The book remains required reading in elite sports programs and business schools worldwide, cementing Walsh’s legacy as America’s definitive leadership strategist.

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"Reading used to feel like a chore. Now it’s just part of my lifestyle."

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Chapter 8

The Score Takes Care of Itself

OverviewOverview of The Score Takes Care of Itself

One book. Many ways to hear it.

From Worst to First: The Leadership Philosophy That Transformed Football

The Standard of Performance: Excellence Before Victory

See every word as you hear it

Innovation from Necessity: The Birth of the West Coast Offense

Leadership Through Teaching: The Heart of Walsh's Approach

Get more out of The Score Takes Care of Itself

The Strength of Will: Leadership's Common Denominator

Building a Winning Organization: People, Culture, and Character

See every word as you hear it

The Mental Game: Preparation, Focus, and Composure

The Price of Excellence: Burnout and Balance

Get more out of The Score Takes Care of Itself

The Legacy: Quick Results Come Slowly

You made it to the end of The Score Takes Care of Itself

Key Themes in The Score Takes Care of Itself

Quotes from The Score Takes Care of Itself

Characters in The Score Takes Care of Itself

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1,000,000+ curious minds.

1,000,000+ curious minds.

One book. Many ways to hear it.

From Worst to First: The Leadership Philosophy That Transformed Football

The Standard of Performance: Excellence Before Victory

See every word as you hear it

Innovation from Necessity: The Birth of the West Coast Offense

Leadership Through Teaching: The Heart of Walsh's Approach

Get more out of The Score Takes Care of Itself

The Strength of Will: Leadership's Common Denominator

Building a Winning Organization: People, Culture, and Character

See every word as you hear it

The Mental Game: Preparation, Focus, and Composure

The Price of Excellence: Burnout and Balance

Get more out of The Score Takes Care of Itself

The Legacy: Quick Results Come Slowly

You made it to the end of The Score Takes Care of Itself

Users also liked

Discover more

Overview of The Score Takes Care of Itself