Athletes And Coaches Quotes

Somewhere behind the athlete you've become and the hours of practice and the coaches who have pushed you is a little girl who fell in love with the game and never looked back... play for her.

Athletes are born winners, there not born loosers, and the sooner you understand this, the faster you can take on a winning attitude and become sucessful in life.

I survived by keeping my emotions in check – by maintaining my composure and tucking it all away. I managed to stay under the radar, skating through school without anyone truly remembering I was here. My teachers acknowledged my academic successes and my coaches depended upon my athletic abilities, but I wasn’t important enough to make a recognizable social contribution. I was easily forgettable. That’s what I counted on.

I believe ability can get you to the top,” says coach John Wooden, “but it takes character to keep you there.… It’s so easy to … begin thinking you can just ‘turn it on’ automatically, without proper preparation. It takes real character to keep working as hard or even harder once you’re there. When you read about an athlete or team that wins over and over and over, remind yourself, ‘More than ability, they have character.'

Greatness, whether athletic or otherwise, doesn’t come from those content on just being but from those who seek being the difference.

Athletes need to enjoy their training. They don't enjoy going down to the track with a coach making them do repetitions until they're exhausted. From enjoyment comes the will to win.

The greatest skill the best athletes in the world possess is their ability to listen.

If you’re not certain of the value of mentorship, think of how many elite athletes or professional sports teams train without a coach. Zero. How many of your favorite films are made without a producer or director? Zero. How many of the best schools in the world function without teachers? Zero. It’s safe to say that every great leader, in any field, first had a great mentor. Finding a mentor who inspires and guides your growth is a life-changing experience. Mentors help us to transcend the limits, or perceived limits, of our abilities. A mentor can be anyone who teaches us and helps us to grow in ways we couldn’t have on our own.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

You can’t coach desire, and no matter how fancy your training plan or how high your stated goals are, it comes down to getting out the door and doing the work day after day.

Just as the athlete has his coach, the Hindu his yogi, and the student his mentor, there are many of us who find wisdom in dogs. Because of their teachings, we are better people.

Learn like an amateur. Train like a champion. Fight like a warrior. Triumph like a conqueror.

Losing teaches you how to win; winning teaches you how not to lose.

I'm afraid it's not nonsense," Genghis said, shaking his turbaned head and continuing his story. "As I was saying before the little girl interrupted me, the baby didn't dash off with the other orphans. She just sat there like a sack of flour. So I walked over to her and gave her a kick to get her moving." "Excellent idea!" Nero said. "What a wonderful story this is! And then what happened?" "Well, at first it seemed like I'd kicked a big hole in the baby," Genghis said, his eyes shining, "which seemed lucky, because Sunny was a terrible athlete and it would have been a blessing to put her out of her misery." Nero clapped his hands. "I know just what you mean, Genghis," he said. "She's a terrible secretary as well." "But she did all that stapling," Mr. Remora protested. "Shut up and let the coach finish his story," Nero said. "But when I looked down," Genghis continued, "I saw that I hadn't kicked a hole in a baby. I'd kicked a hole in a bag of flour! I'd been tricked!" "That's terrible!" Nero cried.

Thankfully, Coach had taught me a way of embracing the pain. He called that overwhelming rust of hurt 'The Moment of No Return', a point of pure agony when the body told an athlete to quit, to rest, because the pain was so damn tough. It was a tipping point. He reckoned that if an athlete dropped in The Moment, then all the pain that went before it was pointless, the muscles wouldn't increase their current strength. But if he could work through the pinch and run another two reps, maybe 3, them the body would physically improve in that time, and that was when an athlete grew stronger.

Shatter your fears and you will shatter records.

Behind every successful athlete there is a responsible coach.

Compete with yourself until the only one left to compete with is yourself.

Watching Siri and Dtui 'run' to the administration block would have saddened even the most benevolent of athletic coaches

The athletes and coaches are the team, but the parents and families make it a program.

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

I knew that I had reached the end of childhood once I realized that the adults in my life didn't know any more than I did - and then in a flash I knew that everything that had preceded that exact moment was a sort of game played by the so-called adults who winked at each other when you weren't looking...people who pretended to be things they were not, like Santa Claus, the Easter Bunny, athletic coaches, teachers, our heroes, too. But the sad truth was they they were no better than we were, and more often than not, they were much worse because they had been here on this planet longer than we had and therefore were able to collect more vices, worries, and sadness.

I call the parents who get involved with their children’s feelings “Emotion Coaches.” Much like athletic coaches, they teach their children strategies to deal with life’s ups and downs. They don’t object to their children’s displays of anger, sadness, or fear. Nor do they ignore them. Instead, they accept negative emotions as a fact of life and

Step up your game and success will step up to you.

Best coaches never tell their athletes that they are wrong.They rather focus on creating awareness.

Trent Stellingwerff, a Canadian exercise physiologist and coach, who administers carb-fasted training with elite runners, including 2:10 marathoner Reed Coolsaet.

Both the athlete and coach must be diligent to earn trust and cautious to maintain it.

A good Athlete may not be a good Coach, likewise, a good Coach may not be a good Athlete

What you practice in private you will be rewarded for in public.

You cannot break records without breaking fear first.

One who sets records is great. One who breaks records is extraordinary. One who shatters records is exceptional.

All great athletes essentially come to a fork in the road where they have to change their approach to succeed. It's a sign of intelligence and character. My college coach, Jack Hartman, made me play only defense for a full year in practice when I became academically ineligible for my junior year at Southern Illinois. Embarrassed, I thought at first about arguing with Coach Hartman over what I felt was a tremendous slight. But instead I started lifting weights and working so hard on my defense that my teammates hated to see me match up against them in practice. That was the turning point of my life, on and off the court.

The coaches let me prove myself, they gave me a chance to show how my difference could be a strength. That understanding, that diversity of strength, was critical to the team and made it possible for me to be judged on my athletic merits alone.

The drug dealer, the ducking and diving political leader, the wife beater, the chronically “crabby” boss, the “hot shot” junior executive, the unfaithful husband, the company “yes man,” the indifferent graduate school adviser, the “holier than thou” minister, the gang member, the father who can never find the time to attend his daughter’s school programs, the coach who ridicules his star athletes, the therapist who unconsciously attacks his clients’ “shining” and seeks a kind of gray normalcy for them, the yuppie—all these men have something in common. They are all boys pretending to be men. They got that way honestly, because nobody showed them what a mature man is like. Their kind of “manhood” is a pretense to manhood that goes largely undetected as such by most of us. We are continually mistaking this man’s controlling, threatening, and hostile behaviors for strength. In reality, he is showing an underlying extreme vulnerability and weakness, the vulnerability of the wounded boy.

Miss Beryl, with Clive Sr.’s star athlete for an audience, seemed actually to be arguing that government, law, even God’s own church were not always worthy of respect. In Clive Sr.’s view, if these were seriously questioned, how long would it be before football coaches came under attack as well?

According to Kensi Gounden, Here are five ways coaches can better meet millennial athletes where they are and help elevate them into better athletes and better people. 1. Give Them Time to Switch Gears 2. Help Them Communicate 3. Follow the 'Commercial Break' Rule 4. Know Their Favorites 5. Admit Your Mistakes

EVERY WEDNESDAY, I teach an introductory fiction workshop at Harvard University, and on the first day of class I pass out a bullet-pointed list of things the students should try hard to avoid. Don’t start a story with an alarm clock going off. Don’t end a story with the whole shebang having been a suicide note. Don’t use flashy dialogue tags like intoned or queried or, God forbid, ejaculated. Twelve unbearably gifted students are sitting around the table, and they appreciate having such perimeters established. With each variable the list isolates, their imaginations soar higher. They smile and nod. The mood in the room is congenial, almost festive with learning. I feel like a very effective teacher; I can practically hear my course-evaluation scores hitting the roof. Then, when the students reach the last point on the list, the mood shifts. Some of them squint at the words as if their vision has gone blurry; others ask their neighbors for clarification. The neighbor will shake her head, looking pale and dejected, as if the last point confirms that she should have opted for that aseptic-surgery class where you operate on a fetal pig. The last point is: Don’t Write What You Know. The idea panics them for two reasons. First, like all writers, the students have been encouraged, explicitly or implicitly, for as long as they can remember, to write what they know, so the prospect of abandoning that approach now is disorienting. Second, they know an awful lot. In recent workshops, my students have included Iraq War veterans, professional athletes, a minister, a circus clown, a woman with a pet miniature elephant, and gobs of certified geniuses. They are endlessly interesting people, their lives brimming with uniquely compelling experiences, and too often they believe those experiences are what equip them to be writers. Encouraging them not to write what they know sounds as wrongheaded as a football coach telling a quarterback with a bazooka of a right arm to ride the bench. For them, the advice is confusing and heartbreaking, maybe even insulting. For me, it’s the difference between fiction that matters only to those who know the author and fiction that, well, matters.

I tune the radio to a classical station playing Vivaldi’s Four Seasons, music I used to run to, a good omen, as I am running to a new life. I once heard that Olympic coaches play baroque music in the locker room before big meets to quell their athletes’ anxiety. I take a deep breath and wish for such a calm to overtake me. Still,

I didn’t know it yet, but he would become one of our high school’s super-athletes. There were hints of athletic (and, presumably, sexual) prowess there. For one, boys as ridiculously Abercrombie- esque good-looking as he was are always sports stars throughout high school. It is a rule, a self- fulfilling prophecy. It seems as if, sometime during elementary school, coaches make note of the little boys with the most classic bone structure and the best height projections and kidnap them, training them under cover of night. Not all of them will make it in college ball (that’s what people call it, right?) because by the time they’re all seniors, many of them will have been riding more on the sportsman-like nature of their faces than their actual abilities. But until that day, coaches will keep putting them on the field in the most prominent and visually appealing positions because they just kind of look like that’s where they should be. At least I’m pretty sure that is what’s going on.

The young athlete would be well advised to keep athletics in its place. Be passionately involved in the activity, exert yourself to succeed. Gain from competing the massive satisfaction that competing offers. Yet be a well-rounded, sensitive, literate human being. It is not the job of athletics to produce people who know or care for nothing except athletics. Keep it in its place, behind your family, your concern for the general life of the world, and your education. There are athletes and coaches who prepare to act as if athletics were life; it is not. It is but a corner—and a rich one—of life which will contribute immensely to the holistic development of the individual. -- Joe I. Vigil

Coach John Wooden [UCLA] taught me that sports wasn’t just about making us better athletes, but about making us better people. Compassion, kindness, and morality were more important than a championship season. Fame wasn’t an accomplishment, it was an opportunity to show our gratitude to the community that we are a part of by changing it for the better.

The cool thing about Bench was that he didn’t seem to care that he wasn’t very good; he just enjoyed being a part of the team. The other players didn’t mind having him around because he was a nice guy (who also never threatened to replace them), and the coaches liked him because he was an A student and never complained. Bench was BMS’s poster boy for student athletes;

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

Tennis is the sport in which you talk to yourself. No athletes talk to themselves like tennis players. Pitchers, golfers, goalkeepers, they mutter to themselves, of course, but tennis players talk to themselves—and answer. In the heat of a match, tennis players look like lunatics in a public square, ranting and swearing and conducting Lincoln-Douglas debates with their alter egos. Why? Because tennis is so damned lonely. Only boxers can understand the loneliness of tennis players—and yet boxers have their corner men and managers. Even a boxer’s opponent provides a kind of companionship, someone he can grapple with and grunt at. In tennis you stand face-to-face with the enemy, trade blows with him, but never touch him or talk to him, or anyone else. The rules forbid a tennis player from even talking to his coach while on the court. People sometimes mention the track-and-field runner as a comparably lonely figure, but I have to laugh. At least the runner can feel and smell his opponents. They’re inches away. In tennis you’re on an island. Of all the games men and women play, tennis is the closest to solitary confinement, which inevitably leads to self-talk, and for me the self-talk starts here in the afternoon shower. This is when I begin to say things to myself, crazy things, over and over, until I believe them. For instance, that a quasi-cripple can compete at the U.S. Open. That a thirty-six-year-old man can beat an opponent just entering his prime. I’ve won 869 matches in my career, fifth on the all-time list, and many were won during the afternoon shower.

Before you are a champion you are an amateur. Before you are a general you are a warrior. Before you are a politician you are a constituent. Before you are a president you are a citizen. Before you are a pastor you are a parishioner. Before you are a pope you are a priest. Before you are a teacher you are a student. Before you are a guru you are a disciple. Before you are an inventor you are a scientist. Before you are a judge you are a lawyer. Before you are a maestro you are an apprentice. Before you are a coach you are an athlete. Before you are a genius you are a talent. A humble amateur is better than a proud champion. A humble warrior is better than a proud general. A humble constituent is better than a proud politician. A humble citizen is better than a proud president. A humble parishioner is better than a proud pastor. A humble priest is better than a proud pope. A humble student is better than a proud teacher. A humble disciple is better than a proud guru. A humble scientist is better than a proud inventor. A humble lawyer is better than a proud judge. A humble apprentice is better than a proud expert. A humble athlete is better than a proud coach. A humble talent is better than a proud genius.

The future we can’t know, other than that it will originate in the past but then depart from it. Thucydides’ distinction between resemblance and reflection—between patterns surviving across time and repetitions degraded by time—aligns the asymmetry, for it suggests that the past prepares us for the future only when, however imperfectly, it transfers. Just as capabilities restrict aspirations to what circumstances will allow. To know one big thing or many little ones is, therefore, not enough: resemblances, which Thucydides insists must happen, can occur anywhere along the spectrum from hedgehogs to foxes and back again. So is he one or the other? It’s as useless to ask as it would be, of an accomplished athlete, to try to say. Thucydides’ “first-rate intelligence” accommodates opposing ideas so effortlessly that he entrusts us with hundreds in his history. He does so within time and space but also across scale: only Tolstoy rivals him, I think, in sensing significance where it seems not to be. It’s no stretch to say, then, that Thucydides coaches all who read him. For as his greatest modern interpreter (himself a sometime coach) has gently reminded us, the Greeks, despite their antiquity, “may have believed things we have either forgotten or never known; and we must keep open the possibility that in some respects, at least, they were wiser than we.” 10

At the end of the week, when we sat down to dinner, all eyes went to the trays on the table, where browned-to-perfection mini corn dogs cuddled up against a variety of dipping sauces. “This is the best thing that’s ever happened to me.” A lineman wiped a tear from his eye. “It’s like Christmas,” I said, all choked up. “I love you, Coach.” The quarterback’s bottom lip quivered. We dove into the pile of savory sausages, watched NFL football, and forgot our aches, pains, and camp struggles.

It wasn’t enough for him to have had first-hand experience of the methods of Cruyff, Robson, van Gaal, Mazzone or Capello, so he travelled to Argentina to deepen his knowledge. There, he met Ricardo La Volpe (a former Argentine World Cup-winning goalkeeper and the former coach of the Mexican national team), Marcelo Bielsa (the much admired former Argentina and Chile national coach, and Athletic de Bilbao manager) and ‘El Flaco’, César Luis Menotti (the coach who took Argentina to the World Cup in 1978) to talk at length about football.

I’ve met with many coaches and they ask me: “What happened to the coachable athletes? Where did they go?” Many of the coaches lament that when they give their athletes corrective feedback, the athletes grumble that their confidence is being undermined. Sometimes the athletes phone home and complain to their parents. They seem to want coaches who will simply tell them how talented they are and leave it at that. The coaches say that in the old days after a little league game or a kiddie soccer game, parents used to review and analyze the game on the way home and give helpful (process) tips. Now on the ride home, they say, parents heap blame on the coaches and referees for the child’s poor performance or the team’s loss. They don’t want to harm the child’s confidence by putting the blame on the child.

If you cannot drop a wrong problem, then the first time you meet one you will be stuck with it for the rest of your career. Einstein was tremendously creative in his early years, but once he began, in midlife, the search for a unified theory, he spent the rest of his life on it and had about nothing to show for all the effort. I have seen this many times while watching how science is done. It is most likely to happen to the very creative people; their previous successes convince them they can solve any problem, but there are other reasons besides overconfidence why, in many fields, sterility sets in with advancing age. Managing a creative career is not an easy task, or else it would often be done. In mathematics, theoretical physics, and astrophysics, age seems to be a handicap (all characterized by high, raw creativity), while in music composition, literature, and statesmanship, age and experience seem to be an asset. As valued by Bell Telephone Laboratories in the late 1970s, the first 15 years of my career included all they listed, and for my second 15 years they listed nothing I was very closely associated with! Yes, in my areas the really great things are generally done while the person is young, much as in athletics, and in old age you can turn to coaching (teaching), as I have done. Of course, I do not know your field of expertise to say what effect age will have, but I suspect really great things will be realized fairly young, though it may take years to get them into practice. My advice is if you want to do significant things, now is the time to start thinking (if you have not already done so) and not wait until it is the proper moment—which may never arrive!

With each passing day soccer carves a larger scoop of my life. I love it for what it gives me: praise, affection, and, above all, attention. When I'm on the field I don't have to plead to be noticed, either silently or aloud; it is a natural by-product of my talent. I loathe it for the same reason, terrified that soccer is the only worthwile thing about me, that stripping it from my identity might make me disappear. My future teammate and friend Mia Hamm will one day offer this advice: "Somewhere behind the athlete you've become and the hours of practice and the coaches who have pushed you is a little girl who fell in love with the game and never looked back... play for her." I am not, and never will be, that little girl. Already I know I'm incapable of falling in love with the game itself--only with the validation that comes from mastering it, from bending it to my will.

I know it's crazy. But is the idea of El Cuco any more inexplicable than some of the terrible things that happen in the world? Not natural disasters or accidents, I'm talking about the things some people do to others. Wasn't Ted Bundy just a version of El Cuco, a shapeshifter with one face for the people he knew and another for the women he killed? The last thing those women saw was his face, his inside face, the face of El Cuco. There are others. They walk among us. You know they do. They're aliens. Monsters beyond our understanding. Yet you believe in them [...] Suppose it had been Terry Maitland who killed that child, and tore off his flesh, and put a branch up inside him? Would he be any less inexplicable than the thing that might be hiding in that cave? Would you be able to say, 'I understand the darkness and evil that was hiding behind the mask of the boys' athletic coach and good community citizen. I know exactly what made him do it'?

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

I heard you didn't hit it off with Kevin last month." "No one warned me he was going to be there," Neil answered [...]. "Maybe you'll forgive me for not reacting well." "Maybe I won't. I don't believe in forgiveness, and it wasn't me you offended. That's the second time a recruit has told him to fuck off. If it was possible to dent that arrogance of his, his pride would have shreds through it. Instead he's losing faith in the intelligence of high school athletes." "I'm sure Andrew had his reasons for refusing, same as me." "You said you weren't good enough, but here you are anyway. You think a summer of practices will make that much a difference?" "No," Neil said. "It was just too hard to say no." "Coach always knows what to say, hm? It makes harder on the rest of us, though. Not even Millport should have taken a chance on you." "[...] It was a matter of being in the right place at the right time, I guess." "Do you believe in fate?" Neil heard the faint scorn in the other man's voice. "No. Do you?" "Luck, then," Aaron said, ignoring that return question. "Only the bad sort." "We're flattered by your high opinion of us, of course.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

The government doesn’t care if our kids learn to think or learn for the sake of learning, as long they learn to love their country, and grow up and pay taxes. How much of what we learnt in 10 years of our schooling actually comes handy in our day-to-day lives? Why can’t we learn useful skills, like cooking, in school that actually come in handy when it comes to survival? Does schooling need to last for 10 years? Is it possible to complete schooling in 7 years? Nobody knows and schools have done a great job at not letting us ask questions. We live in times where we cautiously invest 4 years in undergrad schools or 2 years in B-schools in the hope that we acquire strong skills or at least secure a job. Schooling, as it exists, is a 10-year course that neither helps us get a job nor imparts a skill and unfortunately, it is compulsory. Half the jobs that exist today won’t even exist 10 years from now. That’s how fast the world is progressing. We still ask our kids to learn when Shah Jahan was born. It is a joke that at the end of these 10 years, we are expected to choose a career in science, commerce, or arts when school education hardly helped us explore ourselves. Some of the world’s greatest artists, athletes, inventors and scientists are from India. Unfortunately, they are all engineers and tragically none of them know about their talents. The biggest reason for this tragedy isn’t the society, parenting, coaching or anything else. The school is the reason and they too are all eventually victims of the same century-old schooling system. In the legendary words of Kevin Spacey from Usual Suspects, “The greatest trick the devil ever pulled was convincing the world he didn’t exist.” and our school is our society’s biggest devil.

For years before the Olympic swimmer Michael Phelps won the gold at the 2008 Beijing Olympics, he followed the same routine at every race. He arrived two hours early.1 He stretched and loosened up, according to a precise pattern: eight hundred mixer, fifty freestyle, six hundred kicking with kickboard, four hundred pulling a buoy, and more. After the warm-up he would dry off, put in his earphones, and sit—never lie down—on the massage table. From that moment, he and his coach, Bob Bowman, wouldn’t speak a word to each other until after the race was over. At forty-five minutes before the race he would put on his race suit. At thirty minutes he would get into the warm-up pool and do six hundred to eight hundred meters. With ten minutes to go he would walk to the ready room. He would find a seat alone, never next to anyone. He liked to keep the seats on both sides of him clear for his things: goggles on one side and his towel on the other. When his race was called he would walk to the blocks. There he would do what he always did: two stretches, first a straight-leg stretch and then with a bent knee. Left leg first every time. Then the right earbud would come out. When his name was called, he would take out the left earbud. He would step onto the block—always from the left side. He would dry the block—every time. Then he would stand and flap his arms in such a way that his hands hit his back. Phelps explains: “It’s just a routine. My routine. It’s the routine I’ve gone through my whole life. I’m not going to change it.” And that is that. His coach, Bob Bowman, designed this physical routine with Phelps. But that’s not all. He also gave Phelps a routine for what to think about as he went to sleep and first thing when he awoke. He called it “Watching the Videotape.”2 There was no actual tape, of course. The “tape” was a visualization of the perfect race. In exquisite detail and slow motion Phelps would visualize every moment from his starting position on top of the blocks, through each stroke, until he emerged from the pool, victorious, with water dripping off his face. Phelps didn’t do this mental routine occasionally. He did it every day before he went to bed and every day when he woke up—for years. When Bob wanted to challenge him in practices he would shout, “Put in the videotape!” and Phelps would push beyond his limits. Eventually the mental routine was so deeply ingrained that Bob barely had to whisper the phrase, “Get the videotape ready,” before a race. Phelps was always ready to “hit play.” When asked about the routine, Bowman said: “If you were to ask Michael what’s going on in his head before competition, he would say he’s not really thinking about anything. He’s just following the program. But that’s not right. It’s more like his habits have taken over. When the race arrives, he’s more than halfway through his plan and he’s been victorious at every step. All the stretches went like he planned. The warm-up laps were just like he visualized. His headphones are playing exactly what he expected. The actual race is just another step in a pattern that started earlier that day and has been nothing but victories. Winning is a natural extension.”3 As we all know, Phelps won the record eight gold medals at the 2008 Beijing Olympics. When visiting Beijing, years after Phelps’s breathtaking accomplishment, I couldn’t help but think about how Phelps and the other Olympians make all these feats of amazing athleticism seem so effortless. Of course Olympic athletes arguably practice longer and train harder than any other athletes in the world—but when they get in that pool, or on that track, or onto that rink, they make it look positively easy. It’s more than just a natural extension of their training. It’s a testament to the genius of the right routine.

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

Then, decades later, in the 1970s, a hard-assed U.S. swim coach named James Counsilman rediscovered it. Counsilman was notorious for his “hurt, pain, and agony”–based training techniques, and hypoventilation fit right in. Competitive swimmers usually take two or three strokes before they flip their heads to the side and inhale. Counsilman trained his team to hold their breath for as many as nine strokes. He believed that, over time, the swimmers would utilize oxygen more efficiently and swim faster. In a sense, it was Buteyko’s Voluntary Elimination of Deep Breathing and Zátopek hypoventilation—underwater. Counsilman used it to train the U.S. Men’s Swimming team for the Montreal Olympics. They won 13 gold medals, 14 silver, and 7 bronze, and they set world records in 11 events. It was the greatest performance by a U.S. Olympic swim team in history. Hypoventilation training fell back into obscurity after several studies in the 1980s and 1990s argued that it had little to no impact on performance and endurance. Whatever these athletes were gaining, the researchers reported, must have been based on a strong placebo effect. In the early 2000s, Dr. Xavier Woorons, a French physiologist at Paris 13 University, found a flaw in these studies. The scientists critical of the technique had measured it all wrong. They’d been looking at athletes holding their breath with full lungs, and all that extra air in the lungs made it difficult for the athletes to enter into a deep state of hypoventilation. Woorons repeated the tests, but this time subjects practiced the half-full technique, which is how Buteyko trained his patients, and likely how Counsilman trained his swimmers. Breathing less offered huge benefits. If athletes kept at it for several weeks, their muscles adapted to tolerate more lactate accumulation, which allowed their bodies to pull more energy during states of heavy anaerobic stress, and, as a result, train harder and longer. Other reports showed hypoventilation training provided a boost in red blood cells, allowing athletes to carry more oxygen and produce more energy with each breath. Breathing way less delivered the benefits of high-altitude training at 6,500 feet, but it could be used at sea level, or anywhere. Over the years, this style of breath restriction has been given many names—hypoventilation, hypoxic training, Buteyko technique, and the pointlessly technical “normobaric hypoxia training.” The outcomes were the same: a profound boost in performance.* Not just for elite athletes, but for everyone. Just a few weeks of the training significantly increased endurance, reduced more “trunk fat,” improved cardiovascular function, and boosted muscle mass compared to normal-breathing exercise. This list goes on. The takeaway is that hypoventilation works. It helps train the body to do more with less. But that doesn’t mean it’s pleasant.

Develop a rapid cadence. Ideal running requires a cadence that may be much quicker than you’re used to. Shoot for 180 footfalls per minute. Developing the proper cadence will help you achieve more speed because it increases the number of push-offs per minute. It will also help prevent injury, as you avoid overstriding and placing impact force on your heel. To practice, get an electronic metronome (or download an app for this), set it for 90+ beats per minute, and time the pull of your left foot to the chirp of the metronome. Develop a proper forward lean. With core muscles slightly engaged to generate a bracing effect, the runner leans forward—from the ankles, not from the waist. Land underneath your center of gravity. MacKenzie drills his athletes to make contact with the ground as their midfoot or forefoot passes directly under their center of gravity, rather than having their heels strike out in front of the body. When runners become proficient at this, the pounding stops, and the movement of their legs begins to more closely resemble that of a spinning wheel. Keep contact time brief. “The runner skims over the ground with a slithering motion that does not make the pounding noise heard by the plodder who runs at one speed,” the legendary coach Percy Cerutty once said.7 MacKenzie drills runners to practice a foot pull that spends as little time as possible on the ground. His runners aim to touch down with a light sort of tap that creates little or no sound. The theory is that with less time spent on the ground, the foot has less time to get into the kind of trouble caused by the sheering forces of excessive inward foot rolling, known as “overpronation.” Pull with the hamstring. To create a rapid, piston-like running form, the CFE runner, after the light, quick impact of the foot, pulls the ankle and foot up with the hamstring. Imagine that you had to confine your running stride to the space of a phone booth—you would naturally develop an extremely quick, compact form to gain optimal efficiency. Practice this skill by standing barefoot and raising one leg by sliding your ankle up along the opposite leg. Perform up to 20 repetitions on each leg. Maintain proper posture and position. Proper posture, MacKenzie says, shifts the impact stress of running from the knees to larger muscles in the trunk, namely, the hips and hamstrings. The runner’s head remains up and the eyes focused down the road. With the core muscles engaged, power flows from the larger muscles through to the extremities. Practice proper position by standing with your body weight balanced on the ball of one foot. Keep the knee of your planted leg slightly bent and your lifted foot relaxed as you hold your ankle directly below your hip. In this position, your body is in proper alignment. Practice holding this position for up to 1 minute on each leg. Be patient. Choose one day a week for practicing form drills and technique. MacKenzie recommends wearing minimalist shoes to encourage proper form, but not without taking care of the other necessary work. A quick changeover from motion-control shoes to minimalist shoes is a recipe for tendon problems. Instead of making a rapid transition, ease into minimalist shoes by wearing them just one day per week, during skill work. Then slowly integrate them into your training runs as your feet and legs adapt. Your patience will pay off.

If you are a great warrior, you are supposed to be prepared to humble yourself before the lowest opponent. If you are a great general, you are supposed to be prepared to humble yourself before the lowest soldier. If you are a great politician, you are supposed to be prepared to humble yourself before for the lowest constituent. If you are a great governor, you are supposed to be prepared to humble yourself before for the lowest peasant. If you are a great president, you are supposed to be prepared to humble yourself before the lowest citizen. If you are a great leader, you are supposed to be prepared to humble yourself before for the lowest servant. If you are a great pastor, you are supposed to be prepared to humble yourself before the lowest parishioner. If you are a great prophet, you are supposed to be prepared to humble yourself before the lowest seer. If you are a great pope, you are supposed to be prepared to humble yourself before the lowest priest. If you are a great teacher, you are supposed to be prepared to humble yourself before for the lowest student. If you are a great guru, you are supposed to be prepared to humble yourself before for the lowest disciple. If you are a great architect, you are supposed to be prepared to humble yourself before the lowest mason. If you are a great engineer, you are supposed to be prepared to humble yourself before the lowest mechanic. If you are a great inventor, you are supposed to be prepared to humble yourself before for the lowest scientist. If you are a great doctor, you are supposed to be prepared to humble yourself before for the lowest nurse. If you are a great judge, you are supposed to be prepared to humble yourself before the lowest lawyer. If you are a great artist, you are supposed to be prepared to humble yourself before the lowest apprentice. If you are a great coach, you are supposed to be prepared to humble yourself before for the lowest athlete. If you are a great genius, you are supposed to be prepared to humble yourself before for the lowest talent. If you are a great philanthropist, you are supposed to be prepared to humble yourself before for the lowest beggar. In the school of patience, it is the long suffering who graduate. In the school of generosity, it is the kind who graduate. In the school of activism, it is the devoted who graduate. In the school of honor, it is the noble who graduate. In the school of wisdom, it is the prudent who graduate. In the school of knowledge, it is the curious who graduate. In the school of insight, it is the observant who graduate. In the school of understanding, it is the intelligent who graduate. In the school of success, it is the excellent who graduate. In the school of eminence, it is the influential who graduate. In the school of conquest, it is the fearless who graduate. In the school of enlightenment, it is the humble who graduate. In the school of courage, it is the hopeful who graduate. In the school of fortitude, it is the determined who graduate. In the school of leadership, it is servants who graduate. In the school of talent, it is the skilled who graduate. In the school of genius, it is the brilliant who graduate. In the school of greatness, it is the persevering who graduate. In the school of transcendence, it is the fearless who graduate. In the school of innovation, it is the creative who graduate.

The consequence of winning is one of the most common desires of persons affiliated with sport. Athletes, coaches, and sport managers act in ways to achieve victory. If they are guided exclusively by their desires to win, moral reasoning most likely will not be a part of the process involved in winning.

He was a professional athlete and coach, a Ferrari who lived his life in the fast lane. She was a girl-next-door kind of girl, closer to a golf cart than a sports car.

Elite Performance Know your brain. Elite athletes know their bodies and train their bodies; elite mental athletes must know their brains and train their brains. Elite athletes commit serious time to intentional improvement programs, not just haphazard training. They work with a coach, do diagnosis, learn which muscles to work on and how much. Following the suggestions in the book will help you improve your mental fitness. Train your brain. It’s important to train your brain: It will help you personally, not only in your career but also in your later years, by reducing your risk of Alzheimer’s disease and cognitive decline. It will also help your

Once an athlete feels his coach does not believe in him resentment develops and everyone loses at that point.

invitation of the New York Athletic Club to use its training facilities, in a nearby suburb on Long Island Sound, and quickly slipped out of Princeton. As the boys—now officially the U.S. eight-oared Olympic rowing team—settled in at Travers Island they were, largely unbeknownst to them, beginning to become national celebrities. Back home in Seattle, they were already full-blown superstars. Eastern coaches and sportswriters had been following them with increasing interest ever since their freshman victory at

you must develop a large base of general fitness. There is no question of the validity of this; however, many training experts and coaches confuse building a training base with developing an aerobic base.

Today I feel like this job is truly a part of God’s purpose for me— as a former athlete and former teacher/coach, this role of leadership was a natural fit once I realized how I could apply it to my new business.

When people—couples, coaches and athletes, managers and workers, parents and children, teachers and students—change to a growth mindset, they change from a judge-and-be-judged framework to a learn-and-help-learn framework. Their commitment is to growth, and growth takes plenty of time, effort, and mutual support. Learn

scholarship student athletes. This includes preparing

All guys involved in high school athletics are more or less the same—former athletes themselves, big guys, maybe played a little college ball at some shitty school in some shitty program, charismatic for teachers, a little goofy and dim, their lives outside of their sport’s season barely worth living, their once kinda hot wives having grown old-looking and probably fat. They were like my seventh-grade coach, except maybe with five or so more I.Q. points. Anyway, I liked them well enough.

But I’ve since learned that for an athlete, the toughness has to come from within—from some sort of hunger, crisis, or need. You can coach nearly any other quality or skill into a runner, but you can’t coach that.

One of Henry’s toughest jobs when he arrived in the post was trying to eradicate the All Black’s inherent binge drinking culture. Previous All Black regimes had never challenged the idea of professional athletes knocking back the pop. For coaches and players who emerged through the amateur era it was hard to change the mindset. Booze had been an integral part of the culture in that period. There were no body fat tests or other high tech assessments of this, that and the other back then. As amateurs it was their right to have a few beers – that was kind of the point of playing. Rugby has never been just about what happens on the field. The camaraderie has always extended into the bar and a rugby team that hadn’t drunk together was not a team.

The primary purpose of coaching young athletes is to use sport to teach them to become better people.

Yeah. No matter what Coach does or doesn't do. Because ... I'm going on my terms. Even if by some miracle he recommends me for the scholarship, I'm not taking it." That surprises her. "I don't get it." "That's why I had no choice but to let that pitch go by. I had to prove to myself that I could live without baseball. I can't go to college on their terms. I can't be the ballplayer first and the student second, and if they're giving me an athletic scholarship, believe me—that's what it would be. Athlete-scholar, not the other way around. No one can convince me otherwise. "So, yeah. I'll have to take out student loans. I'll have to work my ass off. But that's OK.

DONALD’S COMPETITIVE DRIVE TOOK over as he learned to master the academy. He won medals for neatness and order. He loved competing to win contests for cleanest room, shiniest shoes, and best-made bed. For the first time, he took pride in his grades; he grew angry when a study partner scored higher on a chemistry test, even questioning whether he had cheated. Donald also learned to manage Dobias, projecting strength—especially in sports—without appearing to undermine the sergeant. “I figured out what it would take to get Dobias on my side,” Trump said. “I finessed him. It helped that I was a good athlete, since he was the baseball coach and I was the captain of the team. But I also learned how to play him.” To

Galen Rupp matriculated as a freshman at the University of Oregon in 2004 and was performing well. There was only one problem—Salazar didn’t have any faith that the head track-and-field coach was the right collegiate mentor for his young protégé. So Salazar and Cook helped orchestrate the firing of coach Martin Smith, a quirky leader who many of the Nike loyalists didn’t think was the right fit for Rupp. In this effort they came to loggerheads with Bill Moos, the university’s athletic director. Knight and Nike had had a long and mutually prosperous twelve-year run with Moos in which the school’s athletic budget grew from $18.5 million to $41 million. But he didn’t want to fire his head coach, who was objectively good at his job. Knight threatened to withhold funding for the construction of the school’s new basketball arena until both coach and director were gone. Less than a week after he led the team to a sixth-place finish at the NCAA indoor championships, Smith was replaced by former Stanford coach Vin Lananna, a devout “Nike guy.” Moos would retire a year later, saying, “I created the monster that ate me.” Knight then made a donation of $100 million—the largest donation in Oregon history—to the university.

Permian had established itself as perhaps the most successful football dynasty in the country—pro, college, or high school. Few brands of sport were more competitive than Class AAAAA Texas high school football, the division for the biggest schools in the state. Odessa was hardly the only town that nurtured football and cherished it and went crazy over it. But no one came close to matching the performance of Permian. Since 1964 it had won four state championships, been to the state finals a record eight times, and made the playoffs fifteen times. Its worst record in any season over that time span had been seven and two, and its winning percentage overall, .825, was by far the best of any team in the entire state in the modern era of the game dating back to 1951. All this wasn’t accomplished with kids who weighed 250 pounds and were automatic major-college prospects, but with kids who often weighed 160 or 170 or even less. They had no special athletic prowess. They weren’t especially fast or especially strong. But they were fearless and relentlessly coached and from the time they were able to walk they had only one certain goal in their lives in Odessa, Texas. Whatever it took, they would play for Permian.

The wonderful, lifelong relationships forged by white coaches with black athletes, or by black coaches with white athletes, is nothing less than a social statement.

The limits of self-control present a paradox: We cannot control everything, and yet the only way to increase our self-control is to stretch our limits. Like a muscle, our willpower follows the rule of“Use it or lose it.” If we try to save our energy by becoming willpower coach potatoes, we will lose the strength we have. But if we try to run a willpower marathon every day, we set ourselves up for total collapse. Our challenge is to train like an intelligent athlete, pushing our limits but also pacing ourselves. And while we can find strength in our motivation when we feel weak, we can also look for ways to help our tired selves make good choices.

Care has a passion for mentorship. His eyes light up when he talks about creating those possibilities in people’s minds. It is not just what he shares and when he shares it, but how he shares it – with self-deprecating yet substantial wisdom – that makes his contribution to others so effective: I remember a few years ago with our annual group meeting, we had this session with the board up the front and we were answering questions. The question was asked, ‘What have you done that you are most proud of in the last twelve months?’ There was a bit of a silence and I spoke first. I said, ‘Well, look, I am just very proud of taking on a coach.’ And afterwards, one of the people in the audience came up to me and said, ‘Thank you so much for sharing that because it has given me permission to seek a coach whereas up until now I’ve thought, well, you know, it’s a sign of weakness.’ So, they see some big, ugly Australian standing up the front there and he’s saying, ‘You know, I’ve just taken on a coach, elite athletes have coaches, why shouldn’t elite business people have coaches?’ and just the fact of saying it, sharing it, had an impact.

The current dynamic is a power struggle where brands and teams, leagues, coaches, and agents basically have the mindset that they are the saviors to athletes, instead of presenting themselves as they truly are; a springboard for athletes to showcase their abilities.

Student First, Athlete Second

In fact, the flashy, antiauthoritarian vaulters were suspiciously regarded, often with reason, by the coaches and their more loyal athletes as Thoreau-reading, dope-smoking, John Carlos–loving hippies.

As Moore put it, “The Bible says, where your treasure is, that’s where your heart is also.” She maintained that the school district budgeted more for medical supplies like athletic tape for athletic programs at Permian than it did for teaching materials for the English department, which covered everything except for required textbooks. Aware of how silly that sounded, she challenged the visitor to look it up. She was right. The cost for boys’ medical supplies at Permian was $6,750. The cost for teaching materials for the English department was $5,040, which Moore said included supplies, maintenance of the copying machine, and any extra books besides the required texts that she thought it might be important for her students to read. The cost of getting rushed film prints of the Permian football games to the coaches, $6,400, was higher as well, not to mention the $20,000 it cost to charter the jet for the Marshall game. (During the 1988 season, roughly $70,000 was spent for chartered jets.)

I WAS THE CATCHER for the Lake Luzerne Dodgers, a catcher with meager talent, a catcher in awe of Danny and Teddy. Danny was the first baseman and Teddy, the coach's son, was the left fielder. They were natural athletes: they could hit fastballs (a small miracle of hand-eye coordination that I never mastered), and they glided around the base paths with the grace of gazelles. They were, to a ten-year-old who was batting .111, the embodiment of beauty and summer and health. As I drifted to sleep at night, it was often with the image of Danny, horizontal and three feet off the ground, spearing a line drive, or of Teddy stretching a single into a double by slipping under the tag. In the early hours of a chilly, August, upstate New York morning, my father woke me. "Danny's got polio," he said. A week later Teddy got it too. My parents kept me indoors, away from other kids. Little League was suspended, the season unfinished. The next time I saw Danny, his throwing arm was withered and he couldn't move his right leg. I never saw Teddy again. He died in the early fall. But the next summer, the summer of 1954, there was the Salk vaccine. All the kids got shots. Little League resumed. The Lake Luzerne Dodgers lost the opening game to the Hadley Giants. The fear that kept us housebound melted away and the community resumed its social life. The epidemic was over. No one else I knew ever got polio.

Just as athletes need coaches and companies need PR experts, individuals need career catalysts at different points along the way.

The pillars of athletics are strength, stamina, flexibility, and sport-specific technique,” says health coach Ragen Chastain. “So if somebody is worried about mobility I would suggest they look at strength, stamina, and flexibility, then look at ways to improve those things and see what happens, rather than trying to manipulate body size.” As the holder of the Guinness World Record for heaviest woman ever to complete a marathon, Chastain knows that building those athletic capacities “is something that works at all sizes, whereas weight loss is something that works for almost no one.

Basketball coaches want fitter, faster, more explosive athletes. Training for RSA rather than endurance may complement the development of speed, strength, agility, and explosiveness, whereas endurance training has been shown to mute the benefits of training for strength and power.

(I would tell my athletes) you're here; your parents are sacrificing to send you to school. Don't let them down. Work a little harder. Be accountable. Be an impact person for your team. Help your teammates out. You know, they're not machines; they're going to have a bad every now and then. -- Joe I. Vigil

I know that pucks are now shot faster by more fast shooters. I know that players train harder and longer, and receive better coaching. I know that in any way an athlete can be measured--in strength, in speed, in height or distance jumped--he is immensely superior to the one who performed twenty years ago. But measured against a memory, he has no chance. I know what I feel.

Success is peace of mind, which is a direct result of self-satisfaction in knowing you did your best to become the best you are capable of becoming.

If Troy Callahan had ever been in a quieter locker room, he didn't know when. That included the year Troy played for the New York Rangers and they lost to the Washington Capitals in the division finals. The locker room might have been quiet, but there was at least the air of sweaty, tired athletes who'd left it all out on the ice even if the result wasn't the one they wanted. The Asheville Ravens' locker room? It was like a goddamn funeral scene in a silent movie.

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 up his fists like a boxer. I did likewise, though my stance was far less rigid. I kept my knees flexed, bounced a bit. Bobby was a very big guy and local-neighborhood tough and used to intimidating opponents. But he was out of his league. A few quick facts about fighting. One, the cardinal rule: You never really know how it is going to go. Anyone can land a lucky blow. Overconfidence is always a mistake. But the truth was, Coach Bobby had virtually no chance. I don’t say this to sound immodest or repetitive. Despite what the parents in those rickety stands want to believe with their private coaches and overly aggressive third-grade travel league schedules, athletes are mostly created in the womb. Yes, you need the hunger and the training and the practice, but the difference, the big difference, is natural ability. Nature over nurture every time. I had been gifted with ridiculously quick reflexes and hand-eye coordination. That’s not bragging. It’s like your hair color or your height or your hearing. It just is. And I’m not even talking here about the years of training I did to improve my body and to learn how to fight. But that’s there too. Coach

you can’t make the most of who you are—your talents and resources and capabilities—until you are aware of and accountable for your actions. Every professional athlete and his or her coach track each performance down to the smallest minutiae.

You show me any athlete at any level who gives maximum effort, and I will show you a player who will excel. It is not a matter of talent. It’s not a question of where you went in the draft. The question is do you have the heart of a champion? And at the heart of every champion I have ever coached is a dedicated effort to be the absolute best you can be. Results are important. But results don’t define who you are as a man. Success is not being a first-round draft pick. Success is using your God-given ability to give maximum effort every day—whether you’re in the NFL, teach school, or work construction.

Success is CHOICE, not CHANCE

We encourage our coached athletes to write out a chronological list of activities, with exactly what they plan to do and when they plan to do it, over the final forty-eight to seventy-two hours before their big race. Actually write out a detailed schedule of when you will be traveling, when and where you will eat, when you will sleep, when you plan to visit registration, when you plan to organize your race equipment, when you plan to do your last couple of training sessions, and all of the other little activities you need to efficiently complete, right up until the time you enter the water on the morning of your race.

I was more impressed by her athlete’s approach to the world. She had a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants.