Athletics Coach 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.

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.

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

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

Behind every successful athlete there is a responsible coach.

Shatter your fears and you will shatter records.

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

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

You cannot break records without breaking fear first.

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

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

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

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

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

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

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.

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

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.

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.

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.

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.

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

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.

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.

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!

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.

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

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.

She then proceeded to respond like a great coach developing an athlete; she let me engage in broad, self-directed activity, and when I resurfaced two years later with a manuscript that was too long, she switched gears and responded to my desire for fast and frequent feedback as I cut it down to size and shape. When the time came, she gave feedback that made a wicked learning environment a bit more kind (“Yes, I like it; now he sounds like less of a magical gnome.” —Courtney’s feedback on what may have been an overwritten description.). Appropriately, she has range; she almost became an engineer.

In Singin’ in the Rain, Lina Lamont provides both an effective “beard” for Don and Cosmo and a foil, representing both the reason for Don’s “unattached” state and the basis for their mutual contempt for women. Yet the signs are all there to be read for those interested in reading them: Cosmo and Don performing as a burlesque team, in which they sit on each other’s laps and play each other’s violins; Cosmo’s comment to Lina after the premiere of The Royal Rascal, “Yeah, Lina, you looked pretty good for a girl”;30 and their bullying, in “Moses Supposes,” of the fogyish diction coach, figuratively drawn out of his closet only to be ridiculed as an asexual “pansy” who can’t sing and dance (thus both confirming and denying homosexuality at the same time).31 On a broader scale, Kelly’s career as a dancer, offering a more masculinized style of athletic dance (in opposition especially to the stylized grace of Fred Astaire), represented a similar balancing act between, in this case, the feminized occupation of balletic dance and a strong claim of heterosexual masculinity. Significantly, the process of exclusion they use with the diction coach is precisely what Cosmo proposes they apply to Lina in converting The Dueling Cavalier into a musical: “It’s easy to work the numbers. All you have to do is dance around Lina and teach her how to take a bow.” But they also apply the strategy to Kathy, who is only just learning to “dance” in this sense (conveniently so, since Debbie Reynolds had had but little dance training, as noted).32 Early on, we see her dance competently in “All I Do Is Dream of You,” but she then seems extremely tentative in “You Were Meant for Me,” immobile for much of the number, not joining in the singing, and dancing only as Don draws her in (which is, of course, consistent with her character’s development at this point). With “Good Mornin’,” though, she seems to “arrive” as part of the Don-Cosmo team, even though for part of the number she serves as a kind of mannequin—much like the voice teacher in “Moses Supposes,” except that she sings the song proper while Don and Cosmo “improvise” tongue-twisting elaborations between the lines. As the number evolves, their emerging positions within the group become clear. Thus, during their solo clownish dance bits, using their raincoats as props, Kathy and Don present themselves as fetishized love objects, Kathy as an “Island girl” and Don as a matador, while Cosmo dances with a “dummy,” recalling his earlier solo turn in “Make ’em Laugh.

What makes a bad coach? They don't study the current live game that is playing to know what to do. They always study previous games. Come with a plan and no matter what. They stick to that plan. They are not checking if the plan will work on the current game or match.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Lamar, Sr. began coaching his son at a young age, throwing the football with him and helping him get faster. By the age of eight, Lamar could outrun many high school track athletes.

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

I love running! I began running as an adult and became addicted, running over 70,000 miles, much of it alongside the athletes I was lucky enough to coach.

The best coaches have a growth mindset and know how to motivate, communicate, and inspire their athletes to achieve more than they ever would on their own. They instill a love of the game, a passion for achievement, and model the character and values that they preach to their athletes. They know when a kid needs a hug and when he needs a metaphoric kick in the rear. All high performers can point to various coaches as major contributors in their ultimate success, and most lifelong athletes can point to a coach who taught them to love sport and to be active for life.

Great coaches instinctively know that every player responds differently to praise and to criticism, and they know what to dole out and when to dole it out. Bad coaches know only what worked for them as players and cannot understand why everyone does not respond the way they did.

It has been proven time and again that a 5:1 ratio of positive to negative comments provides children with the best education and motivation to be successful. The coach that is constantly pointing out the negative, and never providing praise when it has been earned, is dangerous for your child and will lead to their emotional breakdown.

Winning coaches demand a quest for excellence rather than short-term successes. But excellence requires patience, and many parents and coaches don’t have the patience to achieve excellence.

This time she found a coach who paid attention to her. She wasn’t just strong; she was courageous.

People in your field, athletes, coaches, they’re watching you, and they’re encouraging you, and they’re pulling for you. That helps on a bad day.

Which voice do you hear? Which is louder, the negative critic or the positive coach? You can choose to listen to the voice that offers and reinforces positive thought. It has been said that thoughts become words. Words become actions. Actions become habits. Habits become character. Character becomes your destiny.

Ralph Brown coached high school football at St. Margaret’s Episcopal School in San Juan Capistrano, California. He is an accomplished football player who has won various championships and awards. He proudly served as a sports broadcaster for Fox Sports West Prenzone for 3 years, and he was a sports analyst for the ABC affiliate in Lincoln Nebraska, covering Husker Football. Ralph currently serves as a mentor and motivational speaker to young athletes.

If you're a sweating beast or currently coaching an athlete's foot, I guess you'll have to wash your sheets regularly. But honestly, those sound like the kind of problems that afflict the more active set. You're probably more like me: nice and dry, a potato with ideas.

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.

Sports are the perfect venue to develop character and core values based upon universally accepted social and ethical principles. I am speaking about things such as grit, commitment, integrity, humility, fairness, excellence, and self-control. Sports are a venue to teach kids that failure is a part of learning and that overcoming challenges is a part of life. Youth sports are a microcosm of the challenges, obstacles, and situations our children will face throughout their lives. They are the perfect place to encounter tough teachers and coaches, difficult situations, and events beyond their control. They are a great educational tool.

According to the University of Notre Dame’s Center for Ethical Education, research shows that kids play sports for the following reasons: • To have fun (always #1) • To do something I am good at • To improve my skills • To get exercise and stay in shape • To be part of a team • The excitement of competition They do not play to win. They like to win, they enjoy competing, but they do not play to win. They play to have fun, to be with their friends, to feel good about themselves, and because it is exciting. Yet how often do we pick and choose our kids’ sports team because it is the winning team, the winning coach, the defending champion, and assume that because of all the wins everything else just happens? We look at wins and losses and fail to search for happy faces and proper developmental environments.

Many parents and coaches judge the athletic educational process solely by tournament victories, league finish, and final scores. This misdirected focus is harmful not only for a child’s long-term athletic development, but it usually places a great strain on a parent’s relationship with his kids. As a result, children end up competing more than they practice. They develop poor habits and begin to see your love for them, and belief in them, as tied to wins and losses instead of effort and commitment to the process.

Our athletes have come here to swim, not sing,

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.

If you're a sweating beast or currently coaching an athlete's foot, I guess you'll have to wash your sheets regularly. But honestly, those sound like the kind of problems that afflict the more active set. You're probably more like me: nice and dry, a potato with ideas.

I can comment that a team sport, that is volleyball, quickly exposes bad people and equally quickly displaces them from the team. You can probably play tennis, while hating everybody in the world. Playing volleyball you must love at least one person other than yourself.

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

(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

In sport, coaching is there in times of joy and crisis. When things get tough, the coach doesn’t hide away. When the rain comes they get wet too. They remind the athlete of their training, their routines and, critically, link their discipline in the most emotionally charged moments to their desired future success.

Tibetans also discovered a niche that was almost uniquely their own: collecting medicinal herbs. Herbs were commonly used in both Chinese and Tibetan medicine, and many of the more valuable were found on the Tibetan plateau. Beimu, an alpine lily used to treat coughs, grew at altitudes of more than 10,000 feet, and Tibetan nomads were perfectly situated to collect it. Most lucrative was Cordyceps sinensis, a prized ingredient in traditional medicine, believed to boost immunity, stamina, and lung and kidney function. Tibetans call it yartsa gunbu, meaning “summer grass, winter worm,” or simply bu, “worm,” for short. The worm is actually a fungus that feeds on the larvae of caterpillars. In the past, the worm was commonplace enough that Tibetans would feed it to a sluggish horse or yak, but the Chinese developed a hankering for it that sent prices soaring. Chinese coaches with gold-medal ambitions would feed it to athletes; aging businessmen would eat it to enhance their sexual potency. At one point, the best-quality caterpillar fungus was worth nearly the price of gold, as much as $900 an ounce. Tibetans had a natural monopoly on the caterpillar fungus. Non-Tibetans didn’t have the local knowledge or the lung capacity to compete. The best worm was in Golok, northwest of Ngaba. Nomadic families would bring their children with them, sometimes taking them out of school because their sharp eyesight and short stature allowed them to more easily scan the ground for the worm amid the grasses and weeds. The season ran for approximately forty days of early spring, the time when the melting snow turned the still-brown hills into a spongy carpet. The families would camp out for weeks in the mountains. In a good season, a Tibetan family could make more in this period than a Chinese factory worker could earn in a year. The Communist Party would later brag about how their policies had boosted the Tibetan economy, but the truth was that nothing contributed as much as the caterpillar fungus, which according to one scholar accounted for as much as 40 percent of Tibetans’ cash earnings. Unlike earnings from mining and forestry, industries that came to be dominated by Chinese companies, this was cash that went directly into the pockets of Tibetans. The nomads acquired the spending power to support the new shops and cafés. The golden worm was part of a cycle of rising prosperity.

And your father?” my aunt said. “My father was a good guy,” I said. I believed this to be true. Also, this was what most people said about him. For instance, his former athletes and fellow coaches at his funeral: Roger Bledsoe was a good coach, they said, but more than that, he was a good guy. “Have you ever noticed,” my aunt said, “that whenever someone says someone else is a good guy, then no one ever wants to know anything more about it? But when someone gets called a bad guy, then that’s not enough. We want to know exactly how and why.” I had not ever noticed this. It was probably worth noticing. But I was wondering about something else. “How well did you know my father?” “Well enough,” my aunt said. “Did you know his sayings?” Aunt Beatrice smiled and said, “This isn’t my first rodeo, you know.” Her expression was fond, and far away, very much like those people at my father’s funeral, and I expected her to say that my father was a good guy, but she didn’t.

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.

Children and adults alike need to experience how rewarding it is to work at the edge of their abilities. Resilience is the product of agency: knowing that what you do can make a difference. Many of us remember what playing team sports, singing in the school choir, or playing in the marching band meant to us, especially if we had coaches or directors who believed in us, pushed us to excel, and taught us we could be better than we thought was possible. The children we reach need this experience. Athletics, playing music, dancing, and theatrical performances all promote agency and community.

I love to accompany the why to everything we do as this archetype looks for big-picture meaning. These athletes crave independence. When trust is built and the situation allows, it is OK to casually turn your back on the Free Spirit and let them be as they create, work, or put in a little extra time to hone their craft. Once the athlete is educated appropriately and has a high training age, including them on decisions regarding set and rep ranges will help this athlete take control of their training process.

Understand that one of the best ways to build trust, rapport and educate others also happens to be one of the best ways to improve your health and the health of your athletes. Laugh it up!

Athletes get confidence from the leadership of their coach, the support of others, such as family and friends, the environment they perform in.

Getting a good support crew around you can be helpful to develop self-confidence. For athletes, support might come in the form of positive feedback and encouragement from trusted and respected individuals, such as a coach, teammate, family member, or friend.

Coaches and volunteers provide what every athlete needs—encouragement and support.

Which voice do you hear? Which is louder, the negative critic or the positive coach? You can choose to listen to the voice that offers and reinforces positive thought.

I was ready to invest everything I had into being a better coach at the exact same moment that she was ready to invest everything she had into being a better athlete. We began this journey together, at the same starting point. Our partnership has always been on equal footing; we figure things out together, test and tweak them together, and get better together.

Life is given to all of us and everything that you want to become depends now on your preparation, hard work, and dedication. Only if you are willing to put yourself in process of grinding, hustle, and hard work then there will be a point in life where the opportunity KNOCKS on your door to give you a chance. A chance you always waited for and an opportunity you always wanted to have for yourself so you take yourself on to the path of greatness. You are close to success and succeeding in yourself only when you take charge, take action and make decisions for yourself. No one in this world has become great just by doing average things and being average. The people who go the extra mile, extra effort, and that extra one thing in their life makes them successful and lets them avail themselves of the opportunity that knocks on the door. If you are blind to yourself then you can't see opportunities. You are one opportunity away from success and the life you are dreaming but the question is, are you prepared?

Being a professional athlete allows you to postpone your adulthood. You grow up in Hero World. Parents change the dinner schedule for you, teachers help with grades, coaches fawn over you, cops ask for an autograph and someone else buys the drinks. Or worse. As basketball great Bill Russell put it, “most professional athletes have been on scholarship since the third grade.

One (problem-solving) is generally slow and the other (decision-making) is often fast. Decision-making is the cognitive process players use more frequently during a match, but problem-solving is important in developing associations that ultimately support faster thinking during the game. Speed might seem like a relatively trivial point on which to focus, but of course it isn’t trivial to an athlete. When we talk about “instincts” and “game sense” in an athlete, we are usually talking about decisions that are made faster than we can consciously think, a skill that requires its own processes.

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.

Do you remember why you play or has it been too long? Is it because you’ve worked so hard to get where you are, or because you love to be part of a team? Is it because you love the roar of the crowd, or the anxiety before the game? Is it because you don’t want to let anyone down or yourself? Is it because you love the sound of the perfect goal, or because you’d rather be on the field than anywhere else in the world? Somewhere behind the athlete you’ve become and the hours of practice, and the coaches who pushed you, and the teammates who believed in you and the fans who cheered for you, is the little girl who shot the ball, made the save—the one who fell in love with the game and never looked back. Play for her!

Learn it right, and you will do it right the rest of your life. Learn it wrong, and you’ll spend the rest of your life trying to get it right… and in battle, you meatheads that get it wrong—the rest of your life will be very short.” —Sgt. Steve Prazenka, WWII veteran, 28th (Bloody Bucket) Division

Ruth suggests Richard first changed when he was thrown off the football team at the Lincoln School for his epilepsy. He was the quarterback, and Julian attended the Saturday games whenever he wasn’t away laying track. Richard was an excellent athlete and was very proud about being the quarterback. He was a fast runner and could think quickly on his feet. However, when Richard had had a grand mal seizure at the end of one game, the coach had unceremoniously and without apology thrown him off the team. There was medication Richard could have been given, but no one ever suggested it. Richard was very disappointed; it wasn’t his fault he had blackouts, and it was unfair for him to be thrown off the team. He protested to the coach, but the coach said, “If something happens to you while you’re playing, it’ll be all my fault. No, thank you.

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.

Jeremy George Lake Charles Healthy Living Sports Americans have adopted a healthy lifestyle that includes regular physical activity and good nutrition. While attention to healthy living has long been the norm in professional sports, the emphasis on nutrition has trickled down to high school. Jeremy George Lake Charles Coaches and sports administrators who educate their athletes about healthy lifestyles and choices are taking proactive steps to lead programs to excellence. Intramural sports programs offer team-oriented recreational fitness opportunities for service members to keep fit. The district sports motivators, formerly known as sports liaison officers, are charged with motivating people of all ages to exercise and become more physically active. Children who exercise are more likely to benefit from their abilities and keep active, rather than sit and get bored, which keeps them active, and children who regularly watch their parents exercise and exercise are also more likely to do so, their trainers say. Jeremy George Lake Charles Through sport, children learn important lessons from their lives, which enable them to maintain a healthy lifestyle as adults. Maintaining the body to exercise allows children to develop healthy habits that last a lifetime. You need to have knowledge of the body and ways to improve your condition in order to remain active. Administrators and coaches who emphasize the connection between healthy living and sporting expectations can help their students - athletes understand the importance of healthy choices. However, the best way to make better decisions is to exercise, especially in sports camps. Exercise can make you healthier and happier, whether you exercise or not.

Pele was the most complete player I've ever seen, he had everything. Two good feet. Magic in the air. Quick. Powerful. Could beat people with skill. Could outrun people. Only 5ft 8in tall, yet he seemed a giant of an athlete on the pitch. Perfect balance and impossible vision. He was the greatest because he could do anything and everything on a football pitch. I remember Saldhana the coach being asked by a Brazilian journalist who was the best goalkeeper in his squad. He said Pele. The man could play in any position.

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

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.

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

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

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.

great qualities that allow young athletes to discover their bodies and explore the limits of their movements. They need to have room to grow and discover through movement. Bring in the play element early and keep it there! A positive trend is the continued opportunities for women to compete in sport. Unfortunately the training and preparation have not kept pace with the opportunities to compete. Biologically and socioculturally, women are different from men. These differences must be accounted for in training and preparation. Women are certainly more susceptible to certain injuries, specifically ACL tears; this demands that prevention programs be incorporated in daily training. To do otherwise would be remiss. There is still much misunderstanding about the role of strength training with female athletes. Some athletes and coaches just do not recognize its importance. Culturally in many circles it is not acceptable for women to be muscular and fit. For female athletes to receive proper training, these barriers need to be broken down. There is no doubt about the need for more qualified women in coaching. The time commitment and lifestyle dissuade

Goss, his wrestling coach, and other experts came up with sensible reforms to end the long-standing practice of extreme weight cutting, then told the Big Ten and the NCAA that Michigan would only wrestle under those rules, and would only wrestle against other teams that abided by them, too. Such a stand might have gotten another program blackballed from the wrestling community. But when it came from the Michigan athletic director, it proved to be the lever needed to reform the sport at every level, with the Big Ten adopting Michigan’s reforms, followed by the NCAA, and the high schools—a sequence of events that Yost, Crisler, or Canham would have readily recognized as Michigan’s influence at its best. Those rules are still in effect today.

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.

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.

From kindergarten through senior year of high school, Evan attended Crossroads, an elite, coed private school in Santa Monica known for its progressive attitudes. Tuition at Crossroads runs north of $ 22,000 a year, and seemingly rises annually. Students address teachers by their first names, and classrooms are named after important historical figures, like Albert Einstein and George Mead, rather than numbered. The school devotes as significant a chunk of time to math and history as to Human Development, a curriculum meant to teach students maturity, tolerance, and confidence. Crossroads emphasizes creativity, personal communication, well-being, mental health, and the liberal arts. The school focuses on the arts much more than athletics; some of the school’s varsity games have fewer than a dozen spectators. 2 In 2005, when Evan was a high school freshman, Vanity Fair ran an exhaustive feature about the school titled “School for Cool.” 3 The school, named for Robert Frost’s poem “The Road Not Taken,” unsurprisingly attracts a large contingent of Hollywood types, counting among its alumni Emily and Zooey Deschanel, Gwyneth Paltrow, Jack Black, Kate Hudson, Jonah Hill, Michael Bay, Maya Rudolph, and Spencer Pratt. And that’s just the alumni—the parents of students fill out another page or two of who’s who A-listers. Actor Denzel Washington once served as the assistant eighth grade basketball coach, screenwriter Robert Towne spoke in a film class, and cellist Yo-Yo Ma talked shop with the school’s chamber orchestra.

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.

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

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

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

Jason Gesser was earlier the interim head coach, offensive coordinator, recruiting coordinator for the Idaho Vandals of the Washington State University. He played for Washington State University under head coach Mike Price. Jason Gesser played for the Utah Blaze of the Arena Football League, Calgary Stampeders of the Canadian football league and more. By the time, he was originally hired at Idaho as running backs coach in June 2011.

Regardless of right or wrong, to own your actions means you are conscious of why you chose them in the first place.

Too much focus on numbers can be counterproductive. “Very few people take into account the psychological ramifications of all this science-y data,” says Steve Magness, the running coach and coauthor of Peak Performance. “The more you measure, the more you create athletes who are fragile. I’ve seen it at the largest stage with world-class athletes. They become dependent. If the fancy HRV or omega wave tells them they aren’t ready, then they believe they are not ready.

Japanese businesses call this the art of “continuous improvement,” and it explains why even the finest singers use coaches throughout their careers and why elite athletes undergo endless hours of repetitive drills, practice, and visualization exercises.

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.

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.

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.

George Mumford, a Newton-based mindfulness teacher, one such moment took place in 1993, at the Omega Institute, a holistic learning center in Rhinebeck, New York. The center was hosting a retreat devoted to mindfulness meditation, the clear-your-head habit in which participants sit quietly and focus on their breathing. Leading the session: meditation megastar Jon Kabat-Zinn. Originally trained as a molecular biologist at MIT, Kabat-Zinn had gone on to revolutionize the meditation world in the 1970s by creating a more secularized version of the practice, one focused less on Buddhism and more on stress reduction and other health benefits. After dinner one night, Kabat-Zinn was giving a talk about his work, clicking through a slide show to give the audience something to look at. At one point he displayed a slide of Mumford. Mumford had been a star high school basketball player who’d subsequently hit hard times as a heroin addict, Kabat-Zinn explained. By the early 1980s, however, he’d embraced meditation and gotten sober. Now Mumford taught meditation to prison inmates and other unlikely students. Kabat-Zinn explained how they were able to relate to Mumford because of his tough upbringing, his openness about his addiction — and because, like many inmates, he’s African-American. Kabat-Zinn’s description of Mumford didn’t seem to affect most Omega visitors, but one participant immediately took notice: June Jackson, whose husband had just coached the Chicago Bulls to their third consecutive NBA championship. Phil Jackson had spent years studying Buddhism and Native American spirituality and was a devoted meditator. Yet his efforts to get Michael Jordan, Scottie Pippen, and their teammates to embrace mindfulness was meeting with only limited success. “June took one look at George and said, ‘He could totally connect with Phil’s players,’ ’’ Kabat-Zinn recalls. So he provided an introduction. Soon Mumford was in Chicago, gathering some of the world’s most famous athletes in a darkened room and telling them to focus on their breathing. Mumford spent the next five years working with the Bulls, frequently sitting behind the bench, as they won three more championships. In 1999 Mumford followed Phil Jackson to the Los Angeles Lakers, where he helped turn Kobe Bryant into an outspoken adherent of meditation. Last year, as Jackson began rebuilding the moribund New York Knicks as president, Mumford signed on for a third tour of duty. He won’t speak about the specific work he’s doing in New York, but it surely involves helping a new team adjust to Jackson’s sensibilities, his controversial triangle offense, and the particular stress that comes with compiling the worst record in the NBA. Late one April afternoon just as the NBA playoffs are beginning, Mumford is sitting at a table in O’Hara’s, a Newton pub. Sober for more than 30 years, he sips Perrier. It’s Marathon Monday, and as police begin allowing traffic back onto Commonwealth Avenue, early finishers surround us, un-showered and drinking beer. No one recognizes Mumford, but that’s hardly unusual. While most NBA fans are aware that Jackson is serious about meditation — his nickname is the Zen Master — few outside his locker rooms can name the consultant he employs. And Mumford hasn’t done much to change that. He has no office and does no marketing, and his recently launched website, mindfulathlete.org, is mired deep in search-engine results. Mumford has worked with teams that have won six championships, but, one friend jokes, he remains the world’s most famous completely unknown meditation teacher. That may soon change. This month, Mumford published his first book, The Mindful Athlete, which is part memoir and part instruction guide, and he has agreed to give a series of talks and book signings

For many people, coaches included, the thought of stepping into other people’s heads is like passing a car crash on the freeway—morbid fascination meets I hope they’re okay followed by I’m outta here.

Consequently the Harney High athletic department decided to focus on another sport, basketball. The first order of business was to build a gymnasium with a basketball court and some portable bleachers. The second order of business was to send a cautious delegation of coaches and teachers into the black neighborhood to recruit some good basketball players. A few old crackers in Harney huffed and swore about having to watch a bunch of skinny spooks tear up and down the court, and about how it wasn't fair to the good Christian white kids, but then it was pointed out that the good Christian white kids were mostly slow and fat and couldn't make a lay-up from a trampoline.

I was a nine-year-old baseball player for my hometown team, and I distinctly remember my coach telling me, “Walk it off … don’t sit down it will stiffen up … keep moving it.” I heard similar orders given to myself, teammates, and rivals more than one-hundred times during my childhood athletic career. Not once did I ever hear anyone suggest putting ice on damaged tissue. Indeed, even when I was the starting quarterback on my junior high-school’s football team, I never saw anyone iced or heard about anyone icing.

Jason always wanted to the director and since he had the athletic background, the coaching background, the willingness to learn, Jason Gesser thought of growing his business and this helped him a lot towards his business. His programs has been the top most in the country and many people have benefited because of them.

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.

Jason Gesser took over as the starting quarterback at Washington State, and with him the Cougars found success. In 2001 and 2002 Jason Gesser led the Cougars to back-to-back 10-win seasons for the first time in program history, culminating in a trip to the 2003 Rose Bowl.

When you are on top of your game you have no time for those beneath their own.

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.

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.

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

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.)

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 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.

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.

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.

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.

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.

Though he never articulated it, I know Tiger believed in the idea of the Package. It went along with the sense of destiny his father had passed to him - that he was put on this earth to do something extraordinary with his special qualities, to "let the legend grow." But those qualities, foremost among them an extraordinary ability to focus and stay calm under pressure, also included selfishness, obsessiveness, stubbornness, coldness, ruthlessness, pettiness, and cheapness. When they were all at work in the competitive arena, they helped him win. And winning gave him permission to remain a flawed and in some ways immature person.

Success is CHOICE, not CHANCE

My coaching philosophy is rooted in the foundational belief that facing your fears head-on will result in performance breakthroughs. Pushing your body to new physical extremes can be seriously uncomfortable. But the better an athlete becomes at facing that fear - embracing it, even - the sooner he or she will realize that it's possible to push beyond the anticipated limits.

When you’re a coach or athlete and you win a championship, you realize that the championship was really a work-in-progress. What you went through during the pre-season, in the regular-season and then during the post-season enabled you to win a title. I treated the stages of my cancer treatment as the phases of a championship season, and it kept me on track to accomplishing my ultimate goal.

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.

The World’s Best Athletes Need Coaches, and You Don’t?

from where you are now to where you really want to be in life. Just as professional and Olympic athletes have coaches, I want to be your success coach, your trainer for life. My passion is to help you become a world-class human being, someone who pulls out all the stops in each area of life. Success Is Not an Accident is not a book about living the way most people live. You don’t need a book to do that; it happens by default. If you live your life like most people do, you will get what

The Way of Excellence is going with the flow of things, dealing only with what is in your control in the present moment, having awareness if you need to commit to something, engaging whole heartedly in your activity, accepting and learning from an outcome and remembering and applying what you learned, and lastly, resting and recovering.

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.

As any coach or athlete will tell you, consistency of effort over the long run is everything.

For any coach, the success of the athletes must be the top priority by a significant margin—any interest on the coach’s part in public recognition, appreciation or fame is misplaced energy and focus that diminishes his or her ability to manage the lifter. Coaches who consistently produces exemplary weightlifters will receive their due credit and recognition eventually without actively seeking it.

Jovon Bouknight is a young football athlete whose goals go far higher than the sky’s limit. For Bouknight’s dreams, the sky falls short. The Wide Receivers Coach at the University of Kentucky’s dreams is as wide as his talent, which, coupled with his sheer dedication toward the game, is a recipe for success.

Come on, son.” Those words. My fragile shell starts to spider web. There’s nothing he could have said to affect me more. How long have I waited to hear that phrase spoken to me? When he puts an arm around my shoulder, leading me towards the door, my vision blurs. I don’t know the last time I cried. But I’m about to. As a 30-year-old professional athlete, the last thing I want to do in front of my hockey coach is fucking cry.

Let’s say that you go to bed this evening at midnight. But instead of waking up at eight a.m., getting a full eight hours of sleep, you must wake up at six a.m. because of an early-morning meeting or because you are an athlete whose coach demands early-morning practices. What percent of sleep will you lose? The logical answer is 25 percent, since waking up at six a.m. will lop off two hours of sleep from what would otherwise be a normal eight hours. But that’s not entirely true. Since your brain desires most of its REM sleep in the last part

When researchers at Eastern Washington University compared coaches utilizing either servant (supportive) or power (thwarting) styles in sixty-four NCAA track teams, the athletes under the servant leader scored higher on measures of mental toughness and ran faster on the track.

Joan Joyce is THE legend in our great game of softball. She was an amazing athlete and is an incredible coach. She helped me tremendously during my playing career and this outstanding book pays tribute to her. This book is a must read to be “in the know” of the history of our sport and the legendary Joan Joyce! —MicHele sMitH, ESPN analyst, two-time Olympic Gold Medalist

Joan Joyce is the real deal, a fierce competitor and one of the greatest athletes and coaches in sports history. Tony Renzoni’s moving tribute to Joan shows us why she is a champion in sports and in life. —Billie Jean King, sports icon and equality pioneer The story is all true. Joan Joyce was a tremendous pitcher, as talented as anyone who ever played. [responding to a newspaper account of his early 1960s match-ups against Joan Joyce] —Ted Williams, Hall of Famer and Boston Red Sox great, December 30, 1999 Joan Joyce is truly the greatest female athlete in sports history. And a great coach as well. Tony Renzoni’s well-researched book is a touching tribute to this phenomenal athlete. I highly recommend this book! —Bobby Valentine, former MLB player and manager Quotes for Historic Connecticut Music Venues: From the Coliseum to the Shaboo: I would like to thank Tony Renzoni for giving me the opportunity to write the foreword to his wonderful book. I highly recommend Connecticut Music Venues: From the Coliseum to Shaboo to music lovers everywhere! —Felix Cavaliere, Legendary Hall of Famer (Young Rascals/Rascals, Solo) As the promoter of the concerts in many of the music venues in this book, I hope you enjoy living the special memories this book will give you. —Jim Koplik, Live Nation president, Connecticut and Upstate New York Tony Renzoni has captured the soul and spirit of decades of the Connecticut live music scene, from the wild and wooly perspective of the music venues that housed it. A great read! —Christine Ohlman, the “Beehive Queen,” recording artist/songwriter Tony Renzoni has written a very thoughtful and well-researched tribute to the artists of Connecticut, and we are proud to have Gene included among them. —Lynne Pitney, wife of Gene Pitney Our Alice Cooper band recorded the Billion Dollars Babies album in a mansion in Greenwich. Over the years, there have been many great musicians from Connecticut, and the local scene is rich with good music. Tony Renzoni’s book captures all of that and more. Sit back and enjoy the ride. —Dennis Dunaway, hall of famer and co-founder of the Alice Cooper band. Rock ’n’ Roll music fans from coast to coast will connect to events in this book. Strongly recommended! —Judith Fisher Freed, estate of Alan Freed

The world’s fastest humans, then, are no match for much of the animal world. Consider also that we have been comparing the speediest humans alive—exceptional athletes who have trained for years with the help of coaches and others for the sole purpose of sprinting prescribed distances on tracks as fast as possible—with average, untrained mammals.

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.

We want to coach boys in the hard work of building emotional muscles. I believe these four milestones are like muscles. For many boys the muscles are simply weak or underdeveloped. But we know weak muscles can get stronger with work. Building emotional muscles is some of the most important, yet most neglected, work in a boy’s journey to manhood. The muscles impact his everyday experience as a son, brother, student, athlete, and friend. These muscles will define who he is as a husband, father, friend, and coworker.

It was hard to invest in a person when one saw how things passed. Take the ball player, for example, who dedicates his life, gets injured, and then watches the sport proceed without him. He sits on his leather couch, watching better athletes run across his television screen, younger ones on renovated fields. And he, who sacrificed his sweat, youth, and sanity to the sport and knew coaches, teammates, and even janitors at the stadium like brothers—is forced to still live afterward. His teammates said kind words before a match, hugged him after a goal, but now seem to be focused on new seasons and new goals. He gets left behind. Did none of it mean anything? He cries for the fast world to stop and says, “Slow down. This pains me. We were just here. I used to joke with you. We said we loved each other. Wait for me. Will you just wait for me?” Those hands he shook after a victory could not care for the weeping, broken-footed man hiding in the shadows of his home, once lit by the sun, once the life of the party. When Andrei walked into a job now, or even met someone for the first time, he thought: How long will it take you to forget me?

We want Next Jump to be a company that our mothers and fathers would be proud of us for building,” says Kim. And a large part of making our parents proud comes in the form of being a good person and doing the right thing. And so he implemented a policy of Lifetime Employment. Next Jump might be the only tech company in the country to do such a thing. No one will get fired to balance the books. And even costly mistakes or poor individual performance are not grounds for dismissal. If anything, the company will spend the time to help figure out what the problem is and help its people overcome it. Like an athlete who goes through a slump, a Next Jumper doesn’t get fired, they get coached. About the only situation in which an employee would be asked to leave is if someone worked outside the company’s high moral values or if someone actively worked to undermine their colleagues.

a study that some colleagues and I (RG)18 conducted a few years ago suggests that way pitchers are given advance information about hitters can influence how they handle pressure. It has become common in baseball to give pitchers a “heat map” representing a particular hitter’s batting average for pitch locations throughout the strike zone. While it has been shown that athletes can use this type of information to improve performance,19,20 it also has the potential to change how athletes respond to pressure. The theory of ironic processes21 proposes that pressure will cause a skilled performer to maintain a movement profile typical of an expert but act as though he or she has a different goal: achieving a result that was intentionally avoided (e.g., throwing a pitch into one of a batter’s high average, hot zones). In other words, showing a pitcher where NOT to throw the ball might produce a “don’t think about pink elephants” kind of effect. To test this, we compared pitching performance for two groups: one group that was shown only their target (i.e., a cold zone) and a group was shown the target and an ironic (avoid, hot) zone. Performance was measured in low pressure (just pitching) and high pressure (crowd, monetary incentive for control) conditions. Consistent with the ironic process theory, the two-zone group missed their target more often, but not because they were wild and erratic in their delivery. This occurred because they threw significantly more pitches into the hot zone as compared to when they were not under pressure. Thus, we have two suggestions here. First, advance information should show the goal targets (cold zones) and not include things we want the pitcher to avoid. Second, this type of advance information should be included and manipulated in some practice activities. For example, in the Sniper Challenge described above, pitchers could be given different zones they are trying to target indicated using different types of advance information displays/graphics. This will allow the athlete to get practice at setting their intentions based on this type of information.

In many cases, the current instructional formula involves what I call TWIT coaching. TWIT coaches tell you what to do. They watch you do it. They inform you of everything you’ve done wrong. Then, the tell you how to do it again. And, if you don’t get it, they label you “un-coachable” and move on. When training athletes for skills in which they don’t have time to think, we can no longer continue to teach them with methodologies that demand they think all the time.

Over past two decades emerging research in skill acquisition science has made several truths abundantly clear: (i) “repeatable mechanics” are unattainable, (ii) efficiency of movement, coordination, and athleticism are the manifestations of an athlete’s adaptability – his capacity to make real-time adjustments to the ever-changing demands of his task, his environment, and his body,(iii) adaptability requires the athlete to couple perception with action rapidly and subconsciously, as a highly performing athlete cannot think his way to quality movement solutions, and (iv) under time pressure, only the sensory information he gathers (visual, auditory, haptic, vestibular, and proprioceptive) can influence his movement.

The game of football evolved and here was one cause of its evolution, a new kind of athlete doing a new kind of thing. All by himself, Lawrence Taylor altered the environment and forced opposing coaches and players to adapt. After Taylor joined the team, the Giants went from the second worst defense in the NFL to the third best. The year before his debut they gave up 425 points; his first year they gave up 257 points. They had been one of the weakest teams in the NFL and were now, overnight, a contender. Of course, Taylor wasn’t the only change in the New York Giants between 1980 and 1981. There was one other important newcomer, Bill Parcells, hired first to coach the Giants’ defense and then the entire team.

Soon enough, MobilityWOD had morphed into our present company, The Ready State, and we were working on movement and mobility with all branches of the military; NFL, NBA, MLB, and NHL players and coaches; Olympic athletes; university sports teams; Fortune 500 companies; individual CEO types; and thousands of others.

Just as athletes rely on the boundaries and rules of their sport to achieve greatness, we too must embrace the boundaries and rules of our professions to reach new heights of success.

Competence: refining the technical, tactical, and sport-specific performance elements

Confidence: developing an athlete’s self-belief and self-worth, as well as their resilience and mental toughness

Connection: building social bonds between teammates, coaches, and support staff

Character: developing the moral character of athletes—items such as empathy, respect, and integrity—so that athletes are also good role models

Don’t React. Respond!

Head Coach Urban Meyer lays out a simple equation: E + R = O (Event plus Response equals Outcome).

The most powerful leadership tool we all have is our own example. —John Wooden

Sean didn’t trust these people. They didn’t think in terms of right and wrong. All they cared about was keeping up appearances. The NCAA rules existed, in theory, to maintain the integrity of college athletics. These investigators were meant to act as a police department. In practice, they were more like the public relations wing of an inept fire department. They might not be the last people on earth to learn that some booster or coach had bribed some high school jock, but they weren’t usually the first either. Some scandal would be exposed in a local newspaper and they would go chasing after it, in an attempt to minimize the embarrassment to the system. They didn’t care how things were, only how they could be made to seem.