Assistant Coach Quotes

Coach Graham rode you pretty hard, didn't he?" he said. I could barely muster a "yeah." That's a good thing," the assistant told me. When you're screwing up and nobody says anything to you anymore, it means they've given up on you.

Do not give them a candle to light the way, teach them how to make fire instead. That is the meaning of enlightenment.

Coach Graham used to ride me hard. I remember one practice in particular. 'You're doing it all wrong, Pauch. Go back! Do it again!' I tried to do what he wanted. It wasn't enough. 'You owe me, Pauch! You're doing push-ups after practice." When I was finally dismissed, one of the assistant coaches came over to reassure me. 'Coach Graham rode you pretty hard, didn't he?' he said. I could barely muster a 'yeah.' 'That's a good thing,' the assistant told me. 'When you're screwing up and nobody says anything to you anymore, that means they've given up on you.' That lesson has stuck with me my whole life. When you see yourself doing something badly and nobody's bothering to tell you anymore, that's a bad place to be. You may not want to hear it, but your critics are often the ones telling you they still love you and care about you, and want to make you better.

A lot of coaches can yell or be nice, but what Pop does is different,” says assistant coach Chip Engelland. “He delivers two things over and over: He’ll tell you the truth, with no bullshit, and then he’ll love you to death.

Lorry, getting down into the road—assisted from behind more swiftly than politely by the other two passengers, who immediately scrambled into the coach, shut the door, and pulled up the window. "He may come close; there's nothing wrong.

I know this messenger, guard," said Mr. Lorry, getting down into the road—assisted from behind more swiftly than politely by the other two passengers, who immediately scrambled into the coach, shut the door, and pulled up the window. "He may come close; there's nothing wrong.

Gardner led practices with the assistance of the fitness coach and one of the other assistants while the infamous frankfurter did what he always did: a whole bunch of nothing.

Potter,' she said in ringing tones, 'I will assist you to become an Auror if it is the last thing I do! If I have to coach you nightly, I will make sure you achieve the required results!' 'The Minister for Magic will never employ Harry Potter!' said Umbridge, her voice rising furiously. 'There may well be a new Minister for Magic by the time Potter is ready to join!' shouted Professor McGonagall. 'Aha!' shrieked Professor Umbridge, pointing a stubby finger at McGonagall. 'Yes! Yes, yes, yes! Of course! That's what you want, isn't it, Minerva McGonagall? You want Cornelius Fudge replace by Albus Dumbledore! You think you'll be where I am, don't you: Senior Undersecretary to the Minister and Headmistress to boot!' 'You are raving,' said Professor McGonagall, superbly disdainful.

Then she walks out of the room. David calls after her, “I’ll call you when I get a job at one of the elite teams! You can be my assistant coach!” The woman’s response from the corridor is as obvious as it is confident: “You can be my assistant coach!

Professor Umbridge stood up. She was so short that this did not make a great deal of difference, but her fussy, simpering demeanour had given place to a hard fury that made her broad, flabby face look oddly sinister. ‘Potter has no chance whatsoever of becoming an Auror!’ Professor McGonagall got to her feet, too, and in her case this was a much more impressive move; she towered over Professor Umbridge. ‘Potter,’ she said in ringing tones, ‘I will assist you to become an Auror if it is the last thing I do! If I have to coach you nightly, I will make sure you achieve the required results!

When I was finally dismissed, one of the assistant coaches came over to reassure me. "Coach Graham road you pretty hard, didn't he?" he said. I could barely muster a "yeah." "That's a good thing." the assistant told me. "When you're screwing up and nobody says anything to you anymore, that means they've given up on you.

Millie is an assistant AD,” Kurt said. Hold up. Did that make her my boss?

It should be obvious that technologies are capable of replacing teachers and professors in a wide variety of settings. The current buzzword for this is the flipped classroom—students watch lectures and learn the material online at home, then do their homework at school with the help of teachers and teaching assistants. Teachers may no longer need to prepare or deliver lectures, reducing them to what could be called “learning coaches.” The diminished skill set required is sure to transform the profession and create yet more challenges for our already beleaguered teachers.

The going rate in Silicon Valley, where I live, is roughly four hundred dollars per hour for the top coaches. This can amount to tens of thousands of dollars to assist one student through a college admissions cycle.

It’s been said that when one of Wooden’s players asked, “Coach, what happens if I point to the player who gave me the assist and he isn’t watching?” Coach Wooden replied, “He will always be watching.” People desire validation and encouragement. It’s human nature.

~Here’s to kick-offs, goals, assists, shootouts, livin’ on the road, the smell of wet grass, early mornings, breakaways, crossbar shots, countless hours of practice, Nike cleats, , shin pads, big passes, loud chanting, new equipment, sniping shots, corner kicks, coaches, passion in our numbers, living with your team mates, the girls you trust become your second family, pick up, fights, let downs, miracles. Some people say soccer’s a matter of life or death, but it isn’t, it’s much more then that, and most of all – the best game in the world, our passion, our life, our future, our love, our game .. SOCCER.~

So at my old school,” he said. “There was this kid on the baseball team. People thought, I don’t know. They saw that he went to some website or something.” ... “They made it impossible for him to play. Every day, the found another way to mess with him. Then one Friday after school, they locked him in the storage closet.” He winced, as if remembering and I knew. I knew then. “All night long and the whole next day. A tiny, dark, disgusting airless space. His parents thought he was at the away game and someone told the coaches he was sick, so no one even looked for him. No one knew he was trapped in there.” His chest was heaving and I was remembering how he told me he didn’t used to have claustrophobia and now he did. “He was really good too, probably the best player on the team or could have been. And he didn’t even do anything. The guy just went to these sites and someone saw. Do you get it? Do you get what it would mean for me? The assistant captain? I want to be captain next year so maybe I can graduate early. No scholarship. No nothing. These guys aren’t” - he made finger quotes - “evolved. They’re not from Northern California. They don’t do all-day sits or draw pictures.” The dagger went straight in. “It’s brutal in a locker room.

One of the ways Coach Wooden used to do that was to ask his players to acknowledge the skills and contributions of others. He told each player that if a teammate made a great pass or set a pick that allowed him to score, he should acknowledge the teammate on the way back down the court. One time a player asked, “Coach, if we do that, what if the teammate that made the assist isn’t looking?” Coach Wooden replied, “He will always be looking.” Coach knew that people look for and thrive on acknowledgment and appreciation.

According to the principles Johan Cruyff introduced to Barcelona, coaches should lead by example: play football, be on the field during training and teach, because there is nothing better than stopping the game, correcting and instructing, explaining why someone needed to pass to a certain player, move to a particular position or change an element of their technique. That’s how Carles Rexach, Cruyff ’s assistant for eight years at Barcelona, explains it: ‘One word from Johan during a training drill is worth more than a hundred hours of talks at the blackboard.

The stranger went into the little parlour of the Coach and Horses about half-past five in the morning, and there he remained until near midday, the blinds down, the door shut, and none, after Hall’s repulse, venturing near him. All that time he must have fasted. Thrice he rang his bell, the third time furiously and continuously, but no one answered him. “Him and his ‘go to the devil’ indeed!” said Mrs. Hall. Presently came an imperfect rumour of the burglary at the vicarage, and two and two were put together. Hall, assisted by Wadgers, went off to find Mr. Shuckleforth, the magistrate, and take his advice. No one ventured upstairs. How the stranger occupied

She had better have stayed at home,” cried Elizabeth; “perhaps she meant well, but, under such a misfortune as this, one cannot see too little of one’s neighbours. Assistance is impossible; condolence insufferable. Let them triumph over us at a distance, and be satisfied.” She then proceeded to inquire into the measures which her father had intended to pursue, while in town, for the recovery of his daughter. “He meant I believe,” replied Jane, “to go to Epsom, the place where they last changed horses, see the postilions and try if anything could be made out from them. His principal object must be to discover the number of the hackney coach which took them from Clapham. It had come with a fare from London; and as he thought that the circumstance of a gentleman and lady’s removing from one carriage into another might be remarked he meant to make inquiries at Clapham. If he could anyhow discover at what house the coachman had before set down his fare, he determined

Here, for example, is a hypothetical: A football team is going to an away game when one of their vans breaks down. So they ask the mother of one of the players if they can borrow her van to transport them. Sure, she says, but I’m not going to drive. And so she asks the assistant coach to drive the team for her. But then, as they’re driving along, something horrible happens: the van skids off the road and flips over; everyone inside dies. There is no criminal case here. The road was slippery, the driver wasn’t intoxicated. It was an accident. But then the parents of the team, the mothers and fathers of the dead players, sue the owner of the van. It was her van, they argue, but more important, it was she who appointed the driver of her van. He was only her agent, and therefore, it is she who bears the responsibility. So: What happens? Should the plaintiffs win their suit? Students don’t like this case. I don’t teach it that often—its extremity makes it more flashy than it is instructive, I believe—but whenever I did, I would always hear a voice in the auditorium say, “But it’s not fair!” And as annoying as that word is—fair—it is important that students never forget the concept. “Fair” is never an answer, I would tell them. But it is always a consideration. He never mentioned whether something was fair, however. Fairness itself seemed to hold little interest for him, which I found fascinating, as people, especially young people, are very interested in what’s fair. Fairness is a concept taught to nice children: it is the governing principle of kindergartens and summer camps and playgrounds and soccer fields. Jacob, back when he was able to go to school and learn things and think and speak, knew what fairness was and that it was important, something to be valued. Fairness is for happy people, for people who have been lucky enough to have lived a life defined more by certainties than by ambiguities. Right and wrong, however, are for—well, not unhappy people, maybe, but scarred people; scared people. Or am I just thinking this now? “So were the plaintiffs successful?” I asked. That year, his first year, I had in fact taught that case. “Yes,” he said, and he explained why: he knew instinctively why they would have been. And then, right on cue, I heard the tiny “But it’s not fair!” from the back of the room, and before I could begin my first lecture of the season—“fair” is never an answer, etc., etc.—he said, quietly, “But it’s right.

In June 1981, a strike shuttered the major leagues for fifty days, the first time in baseball history that players walked out during the season. Determined to make his people earn their keep, George Steinbrenner ordered his major-league coaches into the minors to scout and help mentor the organization’s prospects. Berra drew Nashville, where Merrill was the manager. Merrill was a former minor-league catcher with a degree in physical education from the University of Maine. He began working for the Yankees in 1978 at West Haven, Connecticut, in the Eastern League and moved south when the Yankees took control of the Southern League’s Nashville team in 1980. Suddenly, in mid-1981, the former catcher who had never made it out of Double-A ball had the most famous and decorated Yankees backstop asking him, “What do you want me to do?” Wait a minute, Merrill thought. Yogi Berra is asking me to supervise him? “Do whatever you want,” Merrill said. “No,” Berra said. “Give me something specific.” And that was when Merrill began to understand the existential splendor of Yogi Berra, whom he would come to call Lawrence or Sir Lawrence in comic tribute to his utter lack of pretense and sense of importance. “He rode buses with us all night,” Merrill said. “You think he had to do that? He was incredible.” One day Merrill told him, “Why don’t you hit some rollers to that lefty kid over there at first base?” Berra did as he was told and later remarked to Merrill, “That kid looks pretty good with the glove.” Berra knew a prospect when he saw one. It was Don Mattingly, who at the time was considered expendable by a chronically shortsighted organization always on the prowl for immediate assistance at the major-league level.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

Before they’re done my internal monologue is already going through the paces: Robert Loggia’s sure had some interesting parts over the years, hasn’t he? Like when he played that growly assistant football coach in Necessary Roughness. And that leads me to: Hey, you know who else made an appearance in that movie? Roger Craig. And the next thing you know, I’m at Memorial Stadium. Again. This time it’s 1981, and Roger’s dressed in red, jetting 94 yards down the Astroturf for a touchdown, with a pair of Florida State defenders helplessly flapping along in his wake. The school record for longest run from scrimmage that was, and it stood for twenty years, until Eric Crouch got 95 with that impossible run at Mizzou. And that gets me to consider: Who’d win in a footrace between Crouch and Craig, if Craig were in his prime, of course? Hmmm…

For example, some customer service agents might run for many years in optimized learning environments, assisted by coaches and performance evaluators. The best of these trainees would then be used like studs, serving as templates from which millions of fresh copies are stamped out each day. Great effort would be poured into improving the performance of such worker templates, because even a small increment in productivity would yield great economic value when applied in millions of copies.

Jason Gesser is an American college football former coach born in 31 May, 1979. He is a former player, former assistant Athletic director for major gifts at WSU. He played for Washington State University under head coach Mike Price. In February 2019 Jason Gesser was hired as the quarterbacks' coach at Wyoming under fourth-year head coach Dave Christensen.

Now she knew there were any number of jobs that got you close – agent, assistant, stylist, florist, masseuse, clairvoyant, life coach, dog walker – but brought up on a diet of Heat and Hello!, journalism was the only way in that she could think of with the talents she had available.

That’s why her friend Kaylin got raped by the assistant basketball coach and had to leave school last year. He, of course, is now the head coach. Because there wasn’t any evidence, and when it came down to Kaylin’s word versus everyone else, Kaylin lost. Good basketball coaches are hard to find.

I assist individuals who want to achieve their goals and dreams in life. I love the grit, struggle. and passion of individuals.

I assist individuals who want to achieve their goals and dreams in life. I love the grit, struggle, and passion of individuals.

his point, you’re likely to get wrinkles. Wrinkles cause blisters. Blisters force players to the sideline. Players on the sideline result in losses. Don’t just tug, he directed. Be snug. Alcindor asserted himself on the first day under assistant coach Gary Cunningham, running the freshman squad, with a display that instantly convinced Wooden his next

Coaching offers customized, one-on-one support to assist individuals in reaching their goals. The process involves goal setting, identifying obstacles, brainstorming solutions and creating a workable action plan.

Famed basketball coach Phil Jackson, a meditator himself, arranged to have his players—first the Chicago Bulls, and then the L.A. Lakers—learn meditation as a way to improve their focus and teamwork. Jackson finds that mindfulness assists players in paying attention to what’s happening on the court moment by moment. Such precise training in attention has paid off during tense playoffs; Jackson has led more teams to championships than any coach in NBA history. Meditation

The president and Colson were in the middle of their conversation about Henry Kissinger when assistant Steve Bull entered the Oval Office to report that Coach Allen of the Redskins had finally arrived. Bull also informed the president of the news, just filtering in, that baseball star Roberto Clemente was on a plane that had crashed after taking off from the San Juan International Airport late the night before. “Was he killed?” Nixon asked. “They don’t have confirmation yet,” Bull replied.1 Clemente, the popular outfielder for the Pittsburgh Pirates, had boarded a rickety four-engine DC-7 plane that was overloaded with relief supplies for the victims of a massive earthquake in Nicaragua. The earthquake was believed to have resulted in the deaths of more than seven thousand people. Most of the deaths had occurred in the capital city of Managua, which had taken the brunt of the 6.2 magnitude shock at midday on Saturday, December 23.2 The city was leveled. The lumbering plane that Clemente was on nose-dived into heavy seas shortly after takeoff from San Juan. Clemente was thirty-eight years old and had been a perennial All-Star, four-time winner of the National League batting championship, defensive genius, and MVP in 1966. He led the Pirates to two world championships, one in 1960 and the other a decade later in 1971. “Mr. Clemente was the leader of Puerto Rican efforts to aid the Nicaraguan victims and was aboard the plane because he suspected that relief supplies were falling into the hands of profiteers,” the New York Times reported after his death was presumed.3 Clemente was scheduled to meet Anastasio Somoza, the military dictator of Nicaragua, at the airport, one of the very grafters he was attempting to circumvent with his personal mission. Clemente’s body was never recovered. It was a bad omen for the start of 1973.

When I boarded the plane, I found to my surprise that Tatum had decided to return to Norman with the team rather than go to Maryland. .... When I saw Tatum on board, I had momentary regret that I had abandoned [my other flight]. I had no desire to spend several hours on the flight with him; I had learned from past encounters that he could talk endlessly, with exhausting intensity. Hoping to avoid him, I walked to the front end of the DC-4 and took a seat on the right side next to the window; but I had scarcely sat down when Tatum plumped down beside me. He spent the first few minutes telling me how unethical he thought I had been to offer one of his assistant coaches the head coaching job at OU before he resigned and only hours before his team was to compete in a bowl game. He was offended and hurt, he said, by such treatment. I listened patiently, with the unhappy thought that there would be several hours of such conversation before I could find relief at the journey's end. However, shortly after takeoff we ran into turbulent air. The plane rose over a series of updrafts and dropped violently between them. Tatum, who was not a good air traveler, soon began to feel the effects. When he stopped talking for a moment, I glanced at him and noticed that he had begun to turn a little pale. The paleness soon turned to a greenish cast, and I had a feeling that my problem might be solved. Finally, when he became noticeably ill, I signaled for a hostess and suggested to my sick friend that we remove the armrest between the two seats so that he could lie down. I would find a seat elsewhere. He accepted the suggestion, and when I left him he was in a semireclining position with his head on a pillow, holding a sick sack. We soon got out of the rough air, and I enjoyed most of the rest of the trip, visiting with as many members of the squad as I could.

I think everybody has the ability to wake up. That is my mission. Through my words, through being that communicator to be a coach and using my skills as an energy healer, I can assist in someone’s journey to discovery. 

Dungy sees something that no one else does. He sees proof that his plan is starting to work. Tony Dungy had waited an eternity for this job. For seventeen years, he prowled the sidelines as an assistant coach, first at the University of Minnesota, then with the Pittsburgh Steelers, then the Kansas City Chiefs, and then back to Minnesota with the Vikings. Four times in the past decade, he had been invited to interview for head coaching positions with NFL teams. All four times, the interviews hadn’t gone well. Part of the problem was Dungy’s coaching philosophy. In his job interviews, he would patiently explain his belief that the key to winning was changing players’ habits. He wanted to get players to stop making so many decisions during a game, he said. He wanted them to react automatically, habitually. If he could instill the right habits, his team would win. Period. “Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.” How, the owners would ask, are you going to create those new habits? Oh, no, he wasn’t going to create new habits, Dungy would answer. Players spent their lives building the habits that got them to the NFL. No athlete is going to abandon those patterns simply because some new coach says to. So rather than creating new habits, Dungy was going to change players’ old ones. And the secret to changing old habits was using what was already inside players’ heads. Habits are a three-step loop—the cue, the routine, and the reward—but Dungy only wanted to attack the middle step, the routine. He knew from experience that it was easier to convince someone to adopt a new behavior if there was something familiar at the beginning and end.3.5 His coaching strategy embodied an axiom, a Golden Rule of habit change that study after study has shown is among the most powerful tools for creating change. Dungy recognized that you can never truly extinguish bad habits. Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine. That’s the rule: If you use the same cue, and provide the same reward, you can shift the routine and change the habit. Almost any behavior can be transformed if the cue and reward stay the same.

Coach Bobby put his finger in my face. I debated biting it off—that always gets a man’s attention. “You’re a dead man, Bolitar. You hear me? A dead man.” “A deaf man?” I said. “A dead man.” “Oh, good, because if I were a deaf man, I wouldn’t be able to hear you. Come to think of it, if I were a dead man, I wouldn’t be able to either.” The horn sounded. Assistant Coach Pat said, “Come on, Bobby.” “Dead man,” he said one more time. I cupped my hand to my ear, hard-of-hearing style, and shouted, “What?” but he had already spun away. I watched him. He had that confident, slow swagger, shoulders back, arms swaying a tad too much. I was going to yell out something stupid when I felt a hand on my arm. I turned. It was Ali, Jack’s mother.

I lowered my face, took two more steps—and that was when I spotted Coach Bobby and his buddies in a Ford Expedition. Sigh. All four of them were there: Assistant Coach Pat drove, Coach Bobby was in the passenger seat, the other two slabs of beef sat in the back. I took out my mobile phone and hit the speed-dial button one. Win answered on the first ring. “Articulate,” Win said. That’s how he always answers the phone, even when he can clearly see on the caller ID that it’s me, and yes, it is annoying. “You better circle back,” I said. “Oh,” Win said, his voice kid-on-Christmas-morning happy, “goodie, goodie.

I lowered my face, took two more steps—and that was when I spotted Coach Bobby and his buddies in a Ford Expedition. Sigh. All four of them were there: Assistant Coach Pat drove, Coach Bobby was in the passenger seat, the other two slabs of beef sat in the back. I took out my mobile phone and hit the speed-dial button one. Win answered on the first ring. “Articulate,” Win said. That’s how he always answers the phone, even when he can clearly see on the caller ID that it’s me, and yes, it is annoying. “You better circle back,” I said. “Oh,” Win said, his voice kid-on-Christmas-morning happy, “goodie, goodie.” “How long will it take?” “I’m just down the street. I suspected something like this might occur.” “Don’t shoot anyone,” I said. “Yes, Mother.” My car was parked near the back of the lot. The Expedition followed slowly. The drizzle picked up a bit. I wondered what their plan was—something moronically macho, no doubt—and decided to just play it as it lays. Win’s Jag appeared and waited in the distance. I drive a Ford Taurus, aka The Chick Trawler. Win hates my car. He won’t sit in it. I took out my keys and hit the remote. The car made that little ding noise and unlocked. I slipped inside. The Expedition made its big move then. It raced forward and stopped directly behind the Taurus, blocking me in. Coach Bobby jumped out first, petting his goatee. His two buddies followed. I

special assistant to the head coach.

Durant had a 42 point game to finish a spectacular rookie season where he averaged 20.3 points, 4.4 rebounds and 2.4 assists. He was the first rookie to average more than 20 points in a game since Carmelo Anthony (21) and LeBron James (20.9). He also became the first rookie to lead his team in scoring since Emeka Okafor and Josh Childress did it in 2004-05. As Durant won these accolades, he was knocked to his knees all year long. Durant was often criticized for flopping too much, but the truth was that he was not strong enough to stay on his feet to defend his heftier opponents. There were rumors that he couldn't even bench press 185 pounds because all he ate was chicken and candies. He was called "Starvin" and "String Bean" by his buddies because of his reed-thin 185 pound frame. Durant was so thin that Sonics Coach P.J. Carlisimo played him as a 6-9 guard at that time. Durant was also labeled as "chucker" because he took 1,366 shots from the field and made just 43%. He was just taking orders from Carlisimo, who

how was Beckenbauer to be used? With hindsight, Schön should perhaps have agreed with his assistant coach Dettmar Cramer, who argued that it would rob West Germany of a major creative force to have Beckenbauer mark Bobby Charlton. Then again, Beckenbauer readily agreed when Schön gave him orders to follow England’s play-maker – and hindsight is perfect but useless vision.

As the crowd jeered and laughed, the leader of the attackers vowed meekly, “We will never touch girls again. Honest, we won’t.” Then the three men edged away from the smirking crowd. As my pulse rate returned to normal, I discovered I was as amazed as everyone else. Taking a deep breath, I thanked God for His help and miraculous assistance. Those who had seen the encounter continued to call out their approval and good wishes. “Well done, Superwoman!” “You should be a coach. You should be training all the young women and girls. Make the streets safe!” Eventually I would earn my black belt, become a coach and share the Gospel the same way that I was saved.

When you ask for assistance from your guides and the Masters of Light Know that they already help you as much as they can. It is you who must come to meet them halfway. Do not ask them as if they had power to change your life. They only can guide you to be your own best guide.

In that way the assistants are like filters, determining what should get all the way to me. But the staff can’t just take the player’s side. Their job is to explain what I’m doing and why. It’s just like if you’re married. You don’t let the kids divide and conquer the mom and the dad. You listen, you try to fix what needs fixing, but you don’t throw your spouse under the bus.

Radia Hosni, mhitimu wa mikanda miwili myeusi ya sanaa za mapigano za kareti na kung’fu katika ngazi ya dani mbili za kung’fu na dani moja ya kareti, mwanajeshi wa Tunisia aliyepata mafunzo ya kawaida ya kijeshi nchini Ufaransa na mafunzo ya kikomandoo nchini Uingereza kabla ya kujiunga na Tume ya Dunia, alikuwa mshindi wa tuzo ya shujaa wa taifa la Tunisia. Hussein Kashoggi alipokuwa akiwasili Tunis kutokea Copenhagen, Radia alikuwa katika Uwanja wa Mpira wa El Menzah akiangalia mechi kati ya Stade Tunisien na Espérance ST – timu ambayo mchumba wake Fathi Meoki alikuwa kocha msaidizi. Fujo zilipozuka, baada ya Stade Tunisien kufungwa bao moja kwa sifuri na Espérance ST, Radia alipanda Quadrifoglio na kuondoka kuelekea Uwanja wa Ndege wa Tunis-Carthage; ambapo alimpokea Hussein Kashoggi na jambazi wa Kolonia Santita, Delfina Moore.

As an assistant coach at Picayune High School, he helped a team that had gone 0–10 the year before…to go 0–10 again. “With all my expertise in coaching,” he wrote, “we came close to winning a game.

Helping professionals, therapists, life coaches, healers can greatly assist you in changing your life for the better, but they pale in comparison to the power thats gained from developing a relationship with yourself. It's you that holds the power for change

Make memories not madness.

Fight for not with your spouse.

Remember your future and dream with your eyes wide open.

What we feed grows. What we starve dies.

See the best, believe the best and speak the best.

Prefer one another's need over your own.

Pursue intimacy not just sex.

Lift the lid and dare to dream together.

Don't let what you can't do stop you from doing what you can do.

Fight for unity.

When you can't change how you feel, change the way you think.

Manage for margin. Replenish together.

Extend the same love, acceptance, and grace that you need and forgive freely.

Begin with the end in mind.

Live intentionally to stay connected.

We will be intentional, be present and seek to understand,

Be a partner, not an opponent. Change your me first to we first.

You reap what you sow. Plant the right seeds.

Don't let you How To get in the way of your Want to.

Don't let what you don't know stop you from remembering what you do know.

The power of life and death are in the tongue. Speak life!

Vision trumps discipline.

Build on common ground.

You will find what you are looking for...we will find what we love, not what is lacking.

also made it abundantly clear that no one was indispensable. We knew that if one of our star players was injured, we could still play well and still win. So even though we had many Hall of Fame players, our games were never about individual accomplishments. Teamwork was valued above all. It was not about “I” or “me” but about “us” and “we.” This was the primary reason that Coach Noll brought in assistant coaches from the college ranks. Similarly, when he traded players away (like me!), he always looked to get draft picks in return, not players from other teams. He wanted people who would buy into the “Steeler Way” and not try to bring other ideas into play. Other teams may have good ideas that work well for them, but we would win the Steeler Way. And every Steeler believed that, which is one of the reasons we were so successful.

Serve instead of expecting to be served.

Speak gratitude not complaints.

The strength in a team is found in its diversity. We will celebrate our differences.

Envision your ideal marriage and seize it.

Progress involves process. Do the next right thing.

What you feed grows. What you starve dies. Starve the lies. Feed the truth.

Instead of thinking about what you don't want, think about what you want.

Concentrate your attention on God's intention.

Don't settle for what's good. Pursue what's great.

To develop influence, you have to teach other people how to think. Much of this comes through coaching and training and, again, role-modeling the behavior. Provide a safe, yet challenging, place for people to come to help them work through their thinking, and then hold them accountable to taking action. Push your team members. Issue them challenges and see who rises to the occasion. Regardless of your title, when you are challenging others to think differently and to become the best version of themselves by trying new things and getting out of their comfort zone, you can’t help but be seen as a leader.

Robbie helps me out since he’s assistant to Coach Faulkner. After a skiing accident in our junior year of high school, Robbie didn’t regain movement in his legs and now uses a wheelchair. He transferred his skill of shouting shit at me on the ice to shouting shit at me from the edge of the ice.

Eventually, when I decided to leave coaching and compete again, we got married and moved to the small town of Hills, Iowa, which is south of Iowa City. Before we knew it, Lyn was pregnant with Jake, and our family was growing. I was growing too, now responsible for three lives beside my own. I was waiting on tables a couple of days a week and earning a small stipend from the Hawkeye wrestling club. We had a small house out in the country, and we were happy, but finances were tight. Like most couples starting out, we had to work together and stay together. As a waiter, I wasn’t bringing in a lot of money, and the Hawkeye club couldn’t pay much other than assist with training expenses. We started our family, had no health insurance, and struggled to make ends meet. Things weren’t working so well. I remember my conversation with Coach Gable. His honesty gave me some great clarity. Wanting big things for our lives simply isn’t enough. We need a deep obsession to act on what we desire. It’s chosen suffering and self-learning through the deepest desire to prevail. Toward the end of my first-year wrestling for the Hawkeye wrestling club, a job at Hofstra opened up. The Athletic Director called me for a meeting about their program. A few Hofstra alumni called as well. A good friend, Guy Truicko, wanted to help me get the position.

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I was hooked. He started me with shorter reads, books such as Endurance,7 which chronicled Ernest Shackleton’s adventures in Antarctica. Later he led me into much larger challenges, such as Undaunted Courage,8 which depicts the journey of Lewis and Clark, and many more interesting and exciting literary adventures. I often exchanged these books with my dad and Coach Pickett back home for their best choices as well, which included Truman,9 and Freedom from Fear.10 I

Simon Graves, Nottingham, a teacher with a lot of knowledge in the English world, now decided to write books for his students. He also gives lectures on the internet about the English language and is very good at it. In his years of instructing, he's had loads of tasks. Simon Greaves, Nottingham, started and developed an internet coaching company, mainly focusing on assisting education leaders and individuals searching for career assistance. Keep in mind that he has over 20 years of expertise to draw upon.

The definition of codependent is pretty serious. Some call it love, but that’s what I call dangerously in love. That is not healthy for the long haul. It can drive you insane if your existence depends on your partner’s existence. That’s why it is imperative that you fix yourself first. Do the work to learn, heal, forgive, and grow. Heal from the pain of your past. Heal from the abuse, abandonment, hurt, and pain. Gain new knowledge, and grow from those past experiences. Hire a therapist and life coach if you need professional insight and assistance in your process of healing. Make the investment in yourself, and get the help you need. It’s very dangerous to depend on another human being for validation.

I will assist you to become an Auror if it is the last thing I do! If I have to coach you nightly, I will make sure you achieve the required results!

Another great coach, Bill Walsh (who oversaw three Super Bowl Championship teams at the San Francisco 49ers), emphasized the importance of personal and positive encouragement. Walsh would shake hands and say a positive personal word of encouragement to every player just before each game. He also asked his assistant coaches to acknowledge each player, shake his hand, and offer supportive thoughts.

coaches would know; writers, most of whom at least try to talk to insiders; former jocks; former greats, most of whom know the game, but can’t explain it because of how easily it came to them or because it was simpler in their day; NFL assistant coaches; NFL head coaches; winning NFL head coaches; Super Bowl–winning head coaches; and finally, at the very top of arcane knowledge and expertise in a faintly ridiculous corner of American intellectual esotery, Bill Belichick.

During the team’s flight back home to New York, Scott—who played ten scoreless minutes and was shooting 30 percent and averaging 2.9 points through his first fifteen games—sought to lighten the mood, cracking jokes on the plane. In a way, this was who Scott had always been: a lighthearted person who often looked for ways to laugh in overly tense situations. By contrast, that was not who Van Gundy was. The coach, often miserable in normal circumstances, was far more miserable after losses. Following home defeats, those who traversed the Garden’s hallways knew they might hear Van Gundy shouting, tipping over his desk, or punching a wall in his office. And whenever the Knicks played on the road—win or lose—Van Gundy usually had limited patience for outbursts on the team plane. “We were on a flight coming back from a preseason [win], and I got in trouble for yelling, ‘Yes! Let’s go Mets!’ after they clinched a spot in the World Series [in 2000],” says Hamdan, the club’s assistant trainer. “The next day, he calls me into his office and says I need to have more respect for the sanctity of winning and losing. And I told him: ‘Jeff, the sanctity of winning and losing is why I yelled “Let’s go Mets!” They just made the World Series!’ And he just looks at me and says, ‘Get the fuck outta my office.’ ” Van Gundy let Hamdan slide with a warning. But Scott wouldn’t enjoy that same grace. Seeking to send a message, the coach made a bold, unilateral choice to bypass Grunfeld and cut Scott from the team the morning after the flight.

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Chastain had watched teammates like Mia Hamm and Julie Foudy end their careers with testimonial matches—the special farewell games that important players earn—but she was never going to get one. Her last game was the final stop of the post-Olympics victory tour in 2004, the same last game as Hamm and Foudy, only Chastain didn’t know it at the time. “It wasn’t on my radar—it wasn’t supposed to happen like that,” Chastain says. “He was the assistant coach. I’m not sure how he became coach of the national team, to be honest, and there was no discussion.” Shannon MacMillan, another veteran, tells a similar story. She, too, was surprised to find herself left off rosters, but in her case, it was because Greg Ryan had reassured her that she was in his plans. As time went on and she still hadn’t gotten a call, at age 31 she gave up hope of ever returning to the team. Her career ended at 176 caps. “I was like, Enough’s enough,” she says. “That’s kind of what forced my hand into retiring. I just got sick and tired of the politics and the B.S.

But that streak wouldn’t come easily. First, Greg Ryan had to make the worst coaching mistake in the history of the national team—a miscalculation that fractured the team and tested the culture built by the players who came before. * * * The national team was two days from the 2007 World Cup semifinal versus Brazil when an assistant coach leaned over to Hope Solo. Solo was sitting at a table in the team’s meal room at their hotel in China when the assistant told her Greg Ryan wanted to talk to her once she was finished eating dinner.

— Exceptional success requires exceptional circumstances. Wayne Smith, former All Blacks assistant coach

Hall of Fame football coach John Madden, in a documentary about Vince Lombardi, told a story about how, as a young assistant coach, he attended a coaching clinic where Lombardi spoke about one play: the power sweep, a running play that he made famous with the Green Bay Packers in the 1960s. Lombardi held the audience spellbound as he described that one play for eight hours. Madden said, “I went in there cocky, thinking I knew everything there was to know about football, and he spent eight hours talking about this one play. . . . I realized then that I actually knew nothing about football.