Champion Team Quotes

Champions don’t do extraordinary things. 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.

I am a member of the team, and I rely on the team, I defer to it and sacrifice for it, because the team, not the individual, is the ultimate champion.

To be a champion, you must have no ego at all. You must not exist as a separate entity. You must give yourself over to the race. You are nothing if not for your team, your car, your shoes, your tires. Do not mistake confidence and self-awareness for egotism.

If you have a dad who supports Liverpool you always fucking think you can turn anything around. You know! Ever since that Champions League final.

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.

Something that’s bothered me for a while now is the current profligacy in YA culture of Team Boy 1 vs Team Boy 2 fangirling. [...] Despite the fact that I have no objection to shipping, this particular species of team-choosing troubled me, though I had difficulty understanding why. Then I saw it applied to Suzanne Collins’s The Hunger Games trilogy – Team Peeta vs Team Gale – and all of a sudden it hit me that anyone who thought romance and love-triangles were the main event in that series had utterly missed the point. Sure, those elements are present in the story, but they aren’t anywhere near being the bones of it, because The Hunger Games, more than anything else, is about war, survival, politics, propaganda and power. Seeing such a strong, raw narrative reduced to a single vapid argument – which boy is cuter? – made me physically angry. So, look. People read different books for different reasons. The thing I love about a story are not necessarily the things you love, and vice versa. But riddle me this: are the readers of these series really so excited, so thrilled by the prospect of choosing! between! two! different! boys! that they have to boil entire narratives down to a binary equation based on male physical perfection and, if we’re very lucky, chivalrous behaviour? While feminism most certainly champions the right of women to chose their own partners, it also supports them to choose things besides men, or to postpone the question of partnership in favour of other pursuits – knowledge, for instance. Adventure. Careers. Wild dancing. Fun. Friendship. Travel. Glorious mayhem. And while, as a woman now happily entering her fourth year of marriage, I’d be the last person on Earth to suggest that male companionship is inimical to any of those things, what’s starting to bother me is the comparative dearth of YA stories which aren’t, in some way, shape or form, focussed on Girls Getting Boyfriends, and particularly Hot Immortal Or Magical Boyfriends Whom They Will Love For All Eternity. Blog post: Love Team Freezer

He knows we’re a team.” “A team,” Hunt said slowly. As if out of everything she’d laid out, that was what he chose to dwell on. “You know what I mean,” Bryce said. “I’m not sure I do.” Had his voice dropped lower? “We’re roomies,” she said, her own voice getting breathy. “Roomies.” “Occasional Beer Pong Champions?” Hunt snatched the hat off her head and plunked it back on his own, backward as usual. “Yes, the Autumn King truly fears our unholy beer pong alliance.

My mom believed that you make your own luck. Over the stove she had hung these old, maroon painted letters that spell out, “MANIFEST.” The idea being if you thought and dreamed about the way you wanted your life to be -- if you just envisioned it long enough, it would come into being. But as hard as I had manifested Astrid Heyman with her hand in mine, her blue eyes gazing into mine, her lips whispering something wild and funny and outrageous in my ear, she had remained totally unaware of my existence. Truly, to even dream of dreaming about Astrid, for a guy like me, in my relatively low position on the social ladder of Cheyenne Mountain High, was idiotic. And with her a senior and me a junior? Forget it. Astrid was just lit up with beauty: shining blonde ringlets, June sky blue eyes, slightly furrowed brow, always biting back a smile, champion diver on the swim team. Olympic level. Hell, Astrid was Olympic level in every possible way.

Racers are often called selfish and egotistical. I myself have called race car drivers selfish; I was wrong. To be a champion, you must have no ego at all. You must not exist as a separate entity. You must give yourself over to the race. You are nothing if not for your team, your car, your shoes, your tires. Do not mistake confidence and self-awareness for egotism.

A talented individual without the right attitude can’t be a long-term sustainable winner. A person with great attitude but with limited talent could still be a great champion member of the team. A combination of these two will make the person a real winner.

From Playbook Sometimes a player's greatest challenge is coming to grips with his role on the team.-Scottie Pippen, six-time NBA champion with the Chicago Bulls.

A champion team needs only a small window of opportunity to stage a fightback, something I had learnt over the years.

Dominant teams rarely are outplayed or outclassed, but they sometimes beat themselves. Just because you are dominant does not mean you are infallible. Remember that dominance does not mean perfection; a lack of focus for even a short period of time can cost you. Do not relax when you are far ahead or dominating your marketplace. That is the time to push even harder.

When everything seems worse, impossible to achieve, thinking about giving up, quitting? Remember why started first? Trust yourself, tap yourself and say if you cannot make it, no one is going to. Look back, the whole team believes in you, go for it and be a CHAMPION.

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

The night in question, I had put aside my perpetual lavatory read, The Decline and Fall of the Roman Empire, because of all the manuscripts (inedible green tomatoes) submitted to Cavendish-Redux, my new stable of champions. I suppose it was about eleven o'clock when I heard my front door being interfered with. Skinhead munchkins mug-or-treating? Cherry knockers? The wind? Next thing I knew, the door flew in off its ruddy hinges! I was thinking al-Queda, I was thinking ball lightning, but no. Down the hallway tramped what seemed like an entire rugby team, though the intruders numbered only three. (You'll notice, I am always attacked in threes.) "Timothy," pronounced the gargoyliest, "Cavendish, I presume. Caught with your cacks down." "My business hours are eleven to two, gentlemen," Bogart would have said, "with a three-hour break for lunch. Kindly leave." All I could do was blurt, "Oy! My door! My ruddy door!

Offhand, I can think of no other sport in which the world's champions, one of the great teams of its era, would not instantly demolish inferior opposition and reduce a game such as the one we had just seen to cruel ludicrousness. Baseball is harder than that; it requires a full season, hundreds and hundreds of separate games, before quality can emerge, and in that summer span every hometown fan, every doomed admirer of underdogs will have his afternoons of revenge and joy.

Everybody on a championship team doesn’t get publicity, but everyone can say he’s a champion.

Champions don't do extraordinary things, 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.

Mental toughness is doing the right thing for the team when it’s not the best thing for you.” BILL BELICHICK, Super Bowl Champion football

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

The team, not the individual, is the ultimate champion.

Blood + Sweat + Tears = Championships

Be a man. Not any old man, not mankind, but manhood. To do this you don’t need to play pro football and grow hair on your chest and seduce every third woman you meet long as she’s female. All you have to do is hunt, fish (or talk sense about ’em as if you had) and go bug-eyed when the girls go by. If a sunset moves you so much you have to express yourself, do it with a grunt and a dirty word. Or you say, ‘That Beethoven, he blows a cool symphony.’ Never champion a real underdog unless it’s a popular type, like a baseball team. Always treat other men as if you were sore at something and will wipe it off on them if they give you the slightest excuse. I mean sore, Louis, not vexed or in a snit. And stay away from women. They have an intuition that’ll find you nine times out of ten. The tenth time she falls for you, and there’s nothing funnier.” “I think,” Loolyo said after a time, “that you hate human beings.

A truly unselfish team player does not care who gets credit for success and is willing to take on blame when things don’t go right. Unfortunately, we live in a world when the selfish seem to outnumber the unselfish. Pat Riley points out that the people who create 20 percent of a team’s effectiveness may feel that they are deserving of 80 percent of the credit and rewards. The weaker links on a team or in an organization are often the ones who clamor for more credit.

He knows we're a team.' 'A team,' Hunt said slowly. As if, out of everything she'd laid out, that was what he chose to dwell on. 'You know what I mean,' Bryce said. 'I'm not sure I do.' Had his voice dropped lower? 'We're roomies,' she said, her own voice getting breathy. 'Roomies.' 'Occasional Beer Pong Champions?' Hunt snatched the hat off her head and plunked it back on his own, backward as usual. 'Yes, the Autumn King truly fears our unholy beer pong alliance.

In three weeks, the women's team had done more for soccer in the United States than any team had ever done. Yet, the United States Soccer Federation was unprepared and unwelcoming in its acerbic response to the women's success. With petty, resentful, chauvinistic behavior, the federation would bungle what should have been its greatest moment as a national governing body. Its leaders would criticize DiCicco instead of congratulating him, they would threaten to sue the women over an indoor victory tour and they would wait an unacceptably long period before entering into contract negotiations with the team. Then, at the end of the year, the federation would offer a deal that the women found insulting. Unwilling to trust that the federation was bargaining in good faith, the women would boycott a trip to a tournament in Australia. They would become champions of the world, embraced by the president, by the largest crowd ever to watch women play and by the largest television audience for soccer in this country, embraced by everyone, it seemed, but the officials who ran the sport with the vision of a student council. Increasingly, it appeared, the only amateurs left in sports were the people running the federations that governed them.

They’d all be wrong, though, and I sincerely hope they believe him today. If not, fuck it. I have a job to do and skeptics, chauvinists, purists, and otherwise backward-thinking assholes aren’t going to stop me from achieving my goals. To turn this team into champions.

Sometimes I dream of revolution, a bloody coup d’etat by the second rank—troupes of actors slaughtered by their understudies, magicians sawn in half by indefatigably smiling glamour girls, cricket teams wiped out by marauding bands of twelfth men—I dream of champions chopped down by rabbit-punching sparring partners while eternal bridesmaids turn and rape the bridegrooms over the sausage rolls and parliamentary private secretaries plant bombs in the Minister’s Humber—comedians die on provincial stages, robbed of their feeds by mutely triumphant stooges— —and—march— —an army of assistants and deputies, the seconds-in-command, the runners-up, the right-handmen—storming the palace gates wherein the second son has already mounted the throne having committed regicide with a croquet-mallet—stand-ins of the world stand up!—

As a leader, you cannot force the opposition to feel they can’t succeed— they will do that on their own. But you can lead your team to such dominance that giving in becomes the opposition’s only solution. Keep on your team to push hard and, eventually, the other team will submit.

Bradley is one of the few basketball players who have ever been appreciatively cheered by a disinterested away-from-home crowd while warming up. This curious event occurred last March, just before Princeton eliminated the Virginia Military Institute, the year's Southern Conference champion, from the NCAA championships. The game was played in Philadelphia and was the last of a tripleheader. The people there were worn out, because most of them were emotionally committed to either Villanova or Temple-two local teams that had just been involved in enervating battles with Providence and Connecticut, respectively, scrambling for a chance at the rest of the country. A group of Princeton players shooting basketballs miscellaneously in preparation for still another game hardly promised to be a high point of the evening, but Bradley, whose routine in the warmup time is a gradual crescendo of activity, is more interesting to watch before a game than most players are in play. In Philadelphia that night, what he did was, for him, anything but unusual. As he does before all games, he began by shooting set shots close to the basket, gradually moving back until he was shooting long sets from 20 feet out, and nearly all of them dropped into the net with an almost mechanical rhythm of accuracy. Then he began a series of expandingly difficult jump shots, and one jumper after another went cleanly through the basket with so few exceptions that the crowd began to murmur. Then he started to perform whirling reverse moves before another cadence of almost steadily accurate jump shots, and the murmur increased. Then he began to sweep hook shots into the air. He moved in a semicircle around the court. First with his right hand, then with his left, he tried seven of these long, graceful shots-the most difficult ones in the orthodoxy of basketball-and ambidextrously made them all. The game had not even begun, but the presumably unimpressible Philadelphians were applauding like an audience at an opera.

Big Cyndi is six-six and on the planetoid side of three hundred pounds, the former intercontinental tag-team wrestling champion with Esperanza, aka Big Chief Mama to Esperanza's Little Pocahontas. Her head was cube shaped and topped with hair spiked to look like the Statue of Liberty on a bad acid trip. She wore more makeup than the cast of Cats, her clothing form-fitted like sausage casing, her scowl the stuff of sumos.

Deep Blue, IBM’s chess-playing computer, was a sole entity, and not a team of self-improving ASIs, but the feeling of going up against it is instructive. Two grandmasters said the same thing: “It’s like a wall coming at you.” IBM’s Jeopardy! champion, Watson, was a team of AIs—to answer every question it performed this AI force multiplier trick, conducting searches in parallel before assigning a probability to each answer.

What feral?" he demanded. "Oh, you did not know about that." "Safe haven, my magical ass." He quieted. "How soon do you need us? "Well, I may or may not have a stalker trying to kill me too." "Okay, we'll be there in an hour." "And I am pregnant." "We'll be there in fifteen minutes." "There is no way that you could be here in fifteen minutes." "Never mind that, I'm organizing the my team and one other; we'll be there soon.

By definition, a leader is “a person who rules or guides or inspires others.” But that’s not entirely true. A person “who rules” may or may not be a leader, even if he or she is the ruler or manager. You see, just because you’re in command of a company, a team, or an army battalion, that does not qualify you as a leader. Perhaps you attained that position by experience or success, or maybe you simply outlasted everyone else. Regardless, how you lead defines you as a leader.

The jury was composed of eight blacks and four whites. Hoffa and his attorney, the legendary Edward Bennett Williams, struck only white jurors in the selection process. Hoffa had a black female lawyer flown in from California to sit at counsel table. He arranged for a newspaper, The Afro-American, to run an ad praising Hoffa as a champion of the “Negro race.” The ad featured a photo of Hoffa’s black-and-white legal team. Hoffa then had the newspaper delivered to the home of each black juror. Finally, Hoffa’s Chicago underworld buddy Red Dorfman had the legendary boxing champion Joe Louis flown in from his Detroit home. Jimmy Hoffa and Joe Louis hugged in front of the jury as if they were old friends. Joe Louis stayed and watched a couple of days of testimony. When Cye Cheasty testified, Edward Bennett Williams asked him if he had ever officially investigated the NAACP. Cheasty denied he had, but the seed was planted. Hoffa was acquitted. Edward

They have optimism and confidence. Because they are optimistic and confident, they react to setbacks not by getting discouraged and giving up, but with persistence. Their attitude is, “I’m not playing well right now, but when I put it all together [or our team puts it all together], I’ll really be something. I can beat anybody.” Because they persist, they get better. Because they get better, they experience success. And that success reinforces their optimism, their confidence, and their respect for their own talent. That’s the virtuous circle.

What I hadn't expected was to be blindsided by a history lesson that betrayed every hard-won experience I'd had as a player and now a coach at the same school I'd attended. . . Whoever was responsible for sending a championship team into virtual obscurity was either a serious egomaniac or just plain mean. It stung. After all, wasn't the story told at today's funeral the stuff of legacies? Of school lore passed on to the next class, and the next, building institutional pride as well as magical identities that made every kid in the state want to play there?

I’ve always appreciated authors who explain their points simply, right up front. So here’s the argument in brief: 1. The most important breakthroughs come from loonshots, widely dismissed ideas whose champions are often written off as crazy. 2. Large groups of people are needed to translate those breakthroughs into technologies that win wars, products that save lives, or strategies that change industries. 3. Applying the science of phase transitions to the behavior of teams, companies, or any group with a mission provides practical rules for nurturing loonshots faster and better.

The Disease of Me Dominance Lesson 1. There is no i in team but there is an i in win. Lesson 2. Everything you do, you do to the team. Lesson 3. Get out of yourself and into the team. Lesson 4. Don’t forget the fundamentals. Lesson 5. You can have no flickering lights. Lesson 6. Do not allow mistakes to go uncorrected. Lesson 7. Having skill is not having talent. Lesson 8. You must trust, not just believe. Lesson 9. Sometimes what is best for the individual is not what is best for the team. Lesson 10. Teams must take ownership for themselves and their personalities. Lesson 11. Teams that play together often end up lucky. Lesson 12. With your A game, you can beat anybody; anything less and they can beat you.

I tell them to recruit kids whose coaches report that they had tremendous work ethics. They lifted weights on their own during the off-season. They showed up early for practice, stayed late, and asked for extra help on their skills. They were leaders who helped push everyone on the team to work harder. And they displayed these traits both when the team did well and when it struggled through adversity. It’s relatively easy to be enthused and hardworking on a team that’s winning. It shows more character to display those same attributes on a team that’s losing. It speaks to a person’s mental toughness, toughness that will be invaluable in dealing with the setbacks and rejections that inevitably come along in a business career.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

This is where the music starts to slow. Because, let’s face it, the fact remains that in two decades since his arrival Wenger has had a greater, more visible – albeit rather tenuous – influence on Germany’s world champions than he has on the current England team. Despite being the only long-serving Premier League-era manager with any real sway or heft in the wider world – coach of five of France’s world champions in 1998 – he will leave no real mark on English football development or theory. Rather than cherished, brain selectively picked, Wenger is instead quietly mocked these days, cast as a cobwebbed crank, some doomed, sad stone knight still tending the hearth, a little creaky and mad, friends only with the flies and the beetles and the spiders.

Athletes, by and large, are people who are happy to let their actions speak for them, happy to be what they do. As a result, when you talk to an athlete, as I do all the time in locker rooms, in hotel coffee shops and hallways, standing beside expensive automobiles—even if he’s paying no attention to you at all, which is very often the case—he’s never likely to feel the least bit divided, or alienated, or one ounce of existential dread. He may be thinking about a case of beer, or a barbecue, or some man-made lake in Oklahoma he wishes he was waterskiing on, or some girl or a new Chevy shortbed, or a discothèque he owns as a tax shelter, or just simply himself. But you can bet he isn’t worried one bit about you and what you’re thinking. His is a rare selfishness that means he isn’t looking around the sides of his emotions to wonder about alternatives for what he’s saying or thinking about. In fact, athletes at the height of their powers make literalness into a mystery all its own simply by becoming absorbed in what they’re doing. Years of athletic training teach this; the necessity of relinquishing doubt and ambiguity and self-inquiry in favor of a pleasant, self-championing one-dimensionality which has instant rewards in sports. You can even ruin everything with athletes simply by speaking to them in your own everyday voice, a voice possibly full of contingency and speculation. It will scare them to death by demonstrating that the world—where they often don’t do too well and sometimes fall into depressions and financial imbroglios and worse once their careers are over—is complexer than what their training has prepared them for. As a result, they much prefer their own voices and questions or the jabber of their teammates (even if it’s in Spanish). And if you are a sportswriter you have to tailor yourself to their voices and answers: “How are you going to beat this team, Stu?” Truth, of course, can still be the result—“We’re just going out and play our kind of game, Frank, since that’s what’s got us this far”—but it will be their simpler truth, not your complex one—unless, of course, you agree with them, which I often do. (Athletes, of course, are not always the dummies they’re sometimes portrayed as being, and will often talk intelligently about whatever interests them until your ears turn to cement.)

Sometimes I dream of revolution, a bloody coup d’etat by the second rank—troupes of actors slaughtered by their understudies, magicians sawn in half by indefatigably smiling glamour girls, cricket teams wiped out by marauding bands of twelfth men—I dream of champions chopped down by rabbit-punching sparring partners while eternal bridesmaids turn and rape the bridegrooms over the sausage rolls and parliamentary private secretaries plant bombs in the Minister’s Humber—comedians die on provincial stages, robbed of their feeds by mutely triumphant stooges— —and—march— —an army of assistants and deputies, the seconds-in-command, the runners-up, the right-handmen—storming the palace gates wherein the second son has already mounted the throne having committed regicide with a croquet-mallet—stand-ins

Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.

something that cannot be memorized and graded: a great doctor must have a huge heart and a distended aorta through which pumps a vast lake of compassion and human kindness. At least, that’s what you’d think. In reality, medical schools don’t give the shiniest shit about any of that. They don’t even check you’re OK with the sight of blood. Instead, they fixate on extracurricular activities. Their ideal student is captain of two sports teams, the county swimming champion, leader of the youth orchestra and editor of the school newspaper. It’s basically a Miss Congeniality contest without the sash. Look at the Wikipedia entry for any famous doctor, and you’ll see: ‘He proved himself an accomplished rugby player in youth leagues. He excelled as a distance runner and in his final year at school was vice-captain of the athletics team.’ This particular description is of a certain Dr H. Shipman, so perhaps it’s not a rock-solid system.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

I know you are all disappointed, boys. I know you are all hurt. I can see it in your faces, boys. In every one of your faces. But what is done is done, boys. What is lost is lost. And so you must not let that disappointment, you must not let that hurt, devour your belief and eat your confidence. Because you are still the best side I have ever seen play, boys. You are still the finest team in England since the war. And so you must believe in yourselves and believe in each other, boys. You must have confidence in yourselves and in each other. And then you will win again, boys. And again and again. That is the only answer to disappointment, that is the only way to deal with hurt. To win, boys. And to win and win again. Until you have won the League. Until Liverpool Football Club are the Champions again. That is the only answer now. To win and win again, boys. And to be Champions. Champions again, boys!

The success of Liverpool Football Club is no one-man affair. We are a team. We are a working-class team! We have no room for individuals. No room for stars. For fancy footballers or for celebrities. We are workers. A team of workers. A team of workers on the pitch and a team of workers off the pitch. On the pitch and off the pitch. Every man in our organisation, every man in our team. He knows the importance of looking after the small things, he knows how the small things add up to the important things. From the chairman to the groundsman, every man is a cog has functioned perfectly. In the team. Every man has given one hundred per cent. For the team. And so the team has won. The team are champions, a team of champions. We are all a team of champions! We are all a team.

Champion... being a champion has nothing to do with sports... its a mindset.. A skill of looking at challenges that seem impossible, and Rising Up To Overcome.. You don't quit, you don't give up.... You get it Done no matter what.. No matter how many losses you get,, No matter how big the obstacles are.. You outlast until you are the one on top with your Team Mates.. Period.. IT takes a Leader and a Championship Team... but you only get that with The Mindset of a Champion...

They chose to be introduced as a team.

Special teams, field position, and situational football are all Belichick staples

Football was a war game. Two opposing teams fought over the ball while wearing armor made out of leather and cloth and plastic.

Ronaldo moved from Real Madrid to Juventus ahead of the 2018-19 season. As he moved away from Lariga and moved his nest to Serie A, Messi and Ronaldo's face-to-face confrontation was often overlooked. "Real Madrid, without Ronaldo, will be a less powerful team," Messi said. Juventus, on the other hand, will be a clear winner of the Champions League. Because Juventus already had a great squad, and added to Ronaldo, "Ronaldo told the team about his presence and influence. "I have lived here (Barcelona) since I was thirteen, and all my life has been made here, I belong to the best team in the world, and this is probably the best city in the world. Also, all my children were born in Catalonia. I do not need to leave anyway, "he said, adding that he wanted to stay in Barcelona. ♥100%정품보장 ♥총알배송 ♥투명한 가격 ♥편한 상담 ♥끝내주는 서비스 ♥고객님 정보 보호 ♥깔끔한 거래 ◀경영항목▶ 수면제,여성-최음제,,여성흥분제,남성발기부전치유제,비아그라,시알리스,88정,드래곤,99정,바오메이,정력제,남성성기확대제,카마-그라젤,비닉스,센돔,꽃물,남성-조-루제,네노마정 등많은제품 판매중입니다 센돔 판매,센돔 구입방법,센돔 구매방법,센돔 효과,센돔 처방,센돔 파는곳,센돔 지속시간,센돔 구입,센돔 구매,센돔 복용법 News | "[Video] Huntelault Multi-goal, the class is alive!" Born in Argentina in 1987, Messi played in a youth soccer team in his hometown Rosario and was spotted by FC Barcelona scouts. At the age of 13, Barcelona scouted him for the potential of Messi, and Messi then moved to Barcelona, ​​where he lived for about 18 years. For Messiah, Barcelona is more than just a member of your team. Finally, Messi revealed his commitment to achieve the UEFA Champions League title in the 2018-19 season. "We have to focus on the Champions League. He has been eliminated in the last three years. I believe it is time to win. We have a brilliant squad, so we can do this (win).

When the booming cover drive or the elegant flick through mid-wicket isn’t really on, champions will scrape, nudging here and there for a run or just blocking for long periods. They are willing to play like royalty, even for a morsel of food. Everybody looks good when they are on top of their game but as Martina Navratilova once remarked, ‘What matters,’ she said, ‘isn’t how well you play when you’re playing well. What matters is how well you play when you’re playing badly.’ This is something we must all ask ourselves because when conditions are arrayed against us, we sometimes give up. We know of teams that left on assignments believing they had no chance and it came as no surprise that they lost.

WOULDN’T LOSE another kid on his watch. If the homecoming queen was out here, he intended to find her. Even if he had to trek through the entire western edge of Glacier National Park, beat every bush, climb every peak. Unless, of course, Romeo had been lying. “How far up the trail did the kid say they were?” Behind him, Gage Watson shined his flashlight against the twisted depths of forest. A champion snowboarder, Gage looked the part with his long dark brown hair held back in a man bun. But he also had keen outdoor instincts and now worked as an EMT on the PEAK Rescue team during the summer. An owl hooted. A screech ricocheted through

count-out to retain the United States Championship. The following night on Raw, Ambrose had a title rematch against Kane and retained after the Reigns and Rollins got Ambrose disqualified. On July 14 at Money in the Bank, Ambrose competed in the World Heavyweight Championship Money in the Bank Ladder Match and failed to win the match despite interference from Reigns and Rollins. Ambrose retained his United States Championship at Summerslam by disqualification when Roman Reigns of The Shield speared Rob Van Dam. Now aligned with WWE COO Triple H, Ambrose and his Shield cohorts have made life hell for Daniel Bryan while continuing their winning ways. Ambrose’s successful United States Title defense against Dolph Ziggler at Night of Champions was proof of this. At Hell in a Cell, Ambrose was defeated by Big E via count-out. He was on the winning side of a Traditional Elimination Tag Team Match at Survivor Series, but Ambrose was the first eliminated in the bout. He stumbled again at WWE TLC when an errant spear from Reigns allowed Punk to pin Ambrose and escape a 3-on-1 Handicap Match against the entire Shield. Ambrose would then compete at the Royal Rumble 2014 match along with Rollins and Reigns. Late in the match Ambrose would score three eliminations. Late in the match, Ambrose attempted to eliminate Reigns, however Reigns eliminated both Rollins and Ambrose instead. The next night on Raw, The Shield would compete in a sixman tag team match against Daniel Bryan, Sheamus, and John Cena with all three members of the winning team qualifying to compete in the Elimination Chamber match for the WWE World Heavyweight Championship. Ambrose and his partners lost

To me, a 51 percenter has five core emotional skills. I’ve learned that we need to hire employees with these skills if we’re to be champions at the team sport of hospitality. They are: Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full) Intelligence (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning) Work ethic (a natural tendency to do something as well as it can possibly be done) Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel) Self-awareness and integrity (an understanding of what makes you tick and a natural inclination to be accountable for doing the right thing with honesty and superb judgment)

The less you see of your toxic friends and the more you see of your enthusiastic friends, the better you will feel about yourself, and the better you will become. We are such social creatures that we all tend to become like the people we hang out with. It is human nature. So spend your days in the company of people who build you up and who see your mountain as achievable. It is why I pick team members on big expeditions so carefully. I don’t pick people just for their skills - the world is full of skilful people. I pick those who have that rare combination of good skills and even better attitudes. Those who see the glass as half full; those who will see an obstacle as a challenge not a problem; those who help others, who encourage others and who will watch my back when it is turned. Picking friends and expedition members who are better than you is a sure way to grow yourself. It elevates us, it inspires us, and together we all get stronger. But most people do the opposite: they pick friends or team members who are just a little ‘lower’ down the pecking order than they are, because it makes them feel superior. But that is not the path of growth - it is the path of mediocrity. The true champion, the true summiteer, hangs out with those who help and inspire them to be even better - through encouragement, through their actions and through their attitudes.

The problem of an efficient group structure alone is enough to absorb anyone's interest. An organization of a committee of scientists or a panel of script writers is far from what it could be. But we lack control in the world at large to investigate more efficient structures. Here, on the contrary, here we begin to understand and build the Superorganism. We can construct groups of artists and scientists who will act as smoothly and efficiently as champion football teams.

In 1986, shortly after Chris’s fourteenth birthday, came a moment that would permanently alter drug enforcement polices moving forward. On June 19, just two days after being selected second overall by the defending champion Boston Celtics, Len Bias died from an overdose, and the world stopped. Bias was a basketball superhero. He had dominated college basketball at the University of Maryland with a combination of force, beauty, grace, and destruction that made him a true one-of-one. In joining the Celtics, he was pinned to become Michael Jordan’s greatest rival (the two had phenomenal duels in college) and prolong the dynasty in Boston, where Larry Bird had led the team to three titles in the last six years. Rumors spread in the press that Bias died after smoking crack. Cocaine, usually associated with lavish white communities and those living in the lap of luxury, was seen as an addiction. But crack was a crime. The drug, far cheaper than powder cocaine, was largely associated with Black communities and was being held significantly responsible for the erosion of society’s moral fabric.

Offhand, I can think of no other sport in which the world’s champions, one of the great teams of its era, would not instantly demolish inferior opposition and reduce a game such as the one we had just seen to cruel ludicrousness. Baseball is harder than that; it requires a full season, hundreds and hundreds of separate games, before quality can emerge, and in that summer span every hometown fan, every doomed admirer of underdogs will have his afternoons of revenge and joy.

Montreal was the location of ice hockey’s first formal game (1875), its first published rules (1877), its first official club (1877), its first major tournament (1883), its first intercity league (1886) and its first national champion (1893).11 That occurred when the reigning governor general, Lord Frederick Stanley of Preston, presented his famous Cup, and a five-team league—three of which were from Montreal—settled on its winner.12 For much of this time, hockey as an organized sport had been marginal and largely unknown in Toronto.

Sexton had good cause to study his prototype Opta-style stats during the 1968/69 season, which followed a now familiar Chelsea pattern. The Blues finished fifth in the league, without ever seriously challenging runaway champions Leeds. Again, the various cups promised much but delivered nothing but disappointment. In

she won’t be making evening practice either, then rolls over, pulling her duvet high up around her ears. She feels vaguely surprised that it’s so easy. She’s reminded of her favourite Yeats poem: Turning and turning in the widening gyre The falcon cannot hear the falconer; Things fall apart; the centre cannot hold. Her brain thick with sleep, the idea of Marcus as a falconer strikes her as quite profound. This far from Marcus, she wonders how he ever had such a hold over her. The thought sleepily occurs to her that she may never get out of bed, never return to the pool, again. As she has always suspected, the first practice was the hardest to miss and after that one slip, the whole foundation of her training discipline would come crashing down, falling apart around her. The slacker in her would take over. Yes, the pool, always her centre, has lost its hold. What, she wonders, has held the whole thing together this long? I have an intense burning desire to be a champion. That was the phrase she learned at National Youth Team swim camps. I have an intense burning desire to be a champion. They repeated the mantra over and over—a room full of fourteen-year-olds chanting the words in unison. I have an intense burning desire to be a champion. After

My team is the Alabama Crimson Tide. Growing up a Tide fan in the 1970s gave me an unrealistic sense of what it means to be a fan, for the simple reason that in the 1970s Alabama won, and being a sports fan is largely about learning to cope with losing. In most sports there is just one champion per year - every four years if you're into a sport like World Cup soccer - so for the overwhelming majority of fans, losing at least once a season is a near certainty. In my childhood, this small kink in the works of the fan's life went more or less unexposed.

Yet the crushing defeat of an inexperienced team need not be final. In some cases it lays the foundation for future victories. It all depends on how the players respond. If they curse their luck or fail to take responsibility, they’ll keep on losing. But if they lick their wounds, take a long look in the mirror, and set out to acquire the things they lack, a crushing defeat can become a major step toward future championships. In fact, it’s amazing how many champions failed miserably the first time they appeared on the big stage.

Reading Plan • 30 minutes per day of Scripture time • 30 minutes per day reading on business and leadership • Google News daily • Read HBR and Fast Company monthly • Read twelve books on business and leadership this year

Attempts to control complex systems by using the kind of mechanical, reductionist thinking championed by thinkers from Newton to Taylor—breaking everything down into component parts, or optimizing individual elements—tend to be pointless at best or destructive at worst.

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

Tournament. For months, every team in the country has a goal of making it to the tournament. Then, at the end of the season, 64 teams are selected from various parts of the country. As the tournament progresses, teams are eliminated one-by-one until, at the end of the season, the team remaining is named the national champion. Among all of the participants who began at the beginning of the season, and among all the top 64 who actually made the tournament, only one team comes out on top. If this is our only goal, the majority of us are doomed

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,

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.

The Patriots’ quarterback, Tom Brady, had scored touchdowns in far less time. Sure enough, within seconds of the start of play, Brady moved his team halfway down the field. With seventeen seconds remaining, the Patriots were within striking distance, poised for a final big play that would hand Dungy another defeat and crush, yet again, his team’s Super Bowl dreams. As the Patriots approached the line of scrimmage, the Colts’ defense went into their stances. Marlin Jackson, a Colts cornerback, stood ten yards back from the line. He looked at his cues: the width of the gaps between the Patriot linemen and the depth of the running back’s stance. Both told him this was going to be a passing play. Tom Brady, the Patriots’ quarterback, took the snap and dropped back to pass. Jackson was already moving. Brady cocked his arm and heaved the ball. His intended target was a Patriot receiver twenty-two yards away, wide open, near the middle of the field. If the receiver caught the ball, it was likely he could make it close to the end zone or score a touchdown. The football flew through the air. Jackson, the Colts cornerback, was already running at an angle, following his habits. He rushed past the receiver’s right shoulder, cutting in front of him just as the ball arrived. Jackson plucked the ball out of the air for an interception, ran a few more steps and then slid to the ground, hugging the ball to his chest. The whole play had taken less than five seconds. The game was over. Dungy and the Colts had won. Two weeks later, they won the Super Bowl. There are dozens of reasons that might explain why the Colts finally became champions that year. Maybe they got lucky. Maybe it was just their time. But Dungy’s players say it’s because they believed, and because that belief made everything they had learned—all the routines they had practiced until they became automatic—stick, even at the most stressful moments. “We’re proud to have won this championship for our leader, Coach Dungy,” Peyton Manning told the crowd afterward, cradling the Lombardi Trophy. Dungy turned to his wife. “We did it,” he said.

I have been so lucky to lead amazing teams to incredible places: the remote Venezuelan jungles of the “Lost World” in search of Jimmy Angel’s lost gold; or the remote white desert that is Antarctica to climb unclimbed peaks. (I managed to break my shoulder in a fall on that trip, but you can’t win them all!) Then we returned to the Himalayas, where my buddy Gilo and I flew powered paragliders to above the height of Everest. Once again, we were raising funds for the charity Global Angels, an extraordinary charity that champions the most needy kids around the world. But the flight itself was a mission that so nearly had fatal consequences. All the aviation and cold-weather experts predicted almost certain disaster; from frozen parachutes to uncontrollable hurricane-force winds, from impossible takeoffs to bone-breaking landings--and that was before they even contemplated whether a small one-man machine could even be designed to be powerful enough to fly that high. And if we could, it certainly then would not be possible to lift it on to our backs. But we pulled it off: Gilo designed and built the most powerful, supercharged, fuel-injected, one-man powered paraglider engine in history, and by the grace of God we somehow got airborne with these monsters on our backs. Some blessed weather and some ball-twitching flying, and we proved the skeptics wrong--even, at the end, landing effortlessly at the foot of the Everest range, nimbly on two feet, like twinkle-toes. Mission complete.

One thing I am clear on, though, is why the show Man vs. Wild has been so successful. I consider it is down to the magic three: good fortune, an amazing team, and a willingness to risk it all. My magic trio. There is no doubt that good fortune and blessed timing have been at the heart of why the program has worked. All too often I meet extraordinarily talented people: whether they are world-class climbers, champion skydivers, or survival-bushcraft gurus. Invariably, they are more skilled than me--and, annoyingly, often better-looking and more muscled to boot! And, if the truth be told, they could all probably do my job better than me, as well.

Paranoia over being cheated out of one’s rightful share. Along with feeling that they are not appreciated, these individuals are routinely concerned about who gets credit and who gets blame. No credit given to them is ever enough, and too much offered to a teammate is flat-out wrong. They are concerned not with the team’s success, but with whether they are going to get credit for any success.

Lesson 2. Great leaders allow the team to take ownership of the rules.

Teams have to really get to know each other, work through many issues, overcome various obstacles, and establish winning strategies in order to experience this caliber of cohesion.

Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control.

Gwinnett County’s North Gwinnett Middle School, coached by Scott Johnson, is the 2015 PAGE Academic Bowl for Middle Grades state champion. The team won at the state championship on Jan. 24, at Georgia College & State University in Milledgeville.

Landon reappeared, wearing a shirt, and pointed to the trash bag. “All done with that? I’m taking them to the garage.” Colby did a quick scan of the kitchen. “Yeah, looks like we got it all.” “Cool.” He knotted the top together then lifted the bag. Glass bottles rattled inside. “This shit stinks. Our friends are pigs.” Matt pretended to clear his throat. “Says the beer pong champ.” He lifted his hands, his face masked in innocence. “Didn’t say a thing.” “Ha-ha, okay, okay. Yeah, so maybe I contributed.” Landon shouldered the weighted bag. “A lot. But I also kicked your ass.” “We,” I chimed in. “Considering how drunk you were, we should probably respect the solid seventy/thirty split of the win.” Landon opened the garage door and paused. “Hold that thought.” “Uh-oh, you got him all fired up now.” Matt laughed and plopped down on the couch in the now clean living room. “You got anything for a headache?” Colby nodded, reached into the kitchen cabinet where he stored the ibuprofen, then tossed him the bottle. The garage door reopened and Landon stepped through already talking. “Okay, so if I’m not mistaken, you’re saying you did seventy percent of the winning?” “Seems about right.” I grinned, just to egg him on. “What I’m thinking is we should just call it fifty/fifty because my drunkenness just took my superior beer pong skills down to average-guy range.” “Oh? So that’s what we want to call it? Hmm…Okay, if this helps keep your ego nice and inflated, I guess I can get on board with that.” “Hey now…” He forced back a smile. “Kidding. We all know I suck at beer pong. If it hadn’t been for my champion of a partner and Matt’s extreme inebriation, I wouldn’t have stood a chance. It was a team effort and we…how did you say it? Mopped the floors with the blood of our enemies?” “Damn girl, you’re feisty. This isn’t no red wedding. I just said we kicked some ass.” “Oh, you didn’t say something like that? Wow, now I see how the inflated ego comes about. That kind of win just really goes straight to the head. I’m like crazy with power.” “I’d say.” He laughed. “And remind me to never play against you.

RICHARD NIXON AND his team of aides had carefully studied George Wallace’s presidential campaigns. They realized that his segregationist banter made him attractive only to “the foam-at-the-mouth-segregationists.” Nixon decided to appeal to these Wallace-type segregationists while also attracting all those Americans refusing to live in “dangerous” Black neighborhoods, refusing to believe that Black schools could be equal, refusing to accept busing initiatives to integrate schools, refusing to individualize Black negativity, refusing to believe that Black welfare mothers were deserving, and refusing to champion Black Power over majority-Black counties and cities—all those racists who refused to believe they were racist in 1968. Nixon framed his campaign, as a close adviser explained, to allow a potential supporter to “avoid admitting to himself that he was attracted by [the] racist appeal.” How would he do that? Easy. Demean Black people, and praise White people, without ever saying Black people or White people.1 Historians have named this the “southern strategy.” In fact, it was—and remained over the next five decades—the national Republican strategy as the GOP tried to unite northern and southern anti-Black (and anti-Latina/o) racists, war hawks, and fiscal and social conservatives. The

What a surpassing and promising victory this has achieved for my undefeated Team India! The whole country is immersed in a new enthusiasm, rapture, ecstasy, and zeal. I remember that euphoria of 2007! My India is unbeaten, and today it is the World Champion. This Blue Army was playing with an unstoppable winning spirit of courage in their hearts, which was defined for this cup. The appearance of aptitude for conquest, which kept filling them with warmth, fervour, and appetence in the inner challenge, proved to be a triumph in their soul, penetrating in every situation. This is the superlative promptitude, and incandescence spunk in their indefatigability of warm-heartedness and nerves; all these rising ebullition feelings never allowed him to get debacle.

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

she's Team Football and not Team Hadley.

Patricia Omorogbe, an enterprising figure in the healthcare industry, radiates generosity in all her endeavors. As the driving force behind Dominion Cila Homes, a nonprofit based in Illinois, Patricia's philanthropic reach knows no bounds. Teaming up with foundations in West Africa, she champions educational opportunities through scholarships and bolsters microfinance programs.

Viewed from a distance, Nantucket Island is everything Karen Otis dreamed it would be: tasteful, charming, nautical, classic. The ferry passes inside a stone jetty, and Karen squeezes Bruce’s hand to let him know she would like to stand and walk the few feet to the railing now. Bruce places an arm across Karen’s back and eases her up out of her seat. He’s not a big man but he’s strong. He was the Pennsylvania state champion wrestler at 142 pounds in 1984. Karen first set eyes on him sitting in the Easton Area High School pool balcony. She was swimming the butterfly leg for the varsity relay team, which routinely practiced during lunch, and when she climbed out of the water, she spied Bruce, dressed in sweatpants and a hooded sweatshirt, staring at an orange he held in his hands

In one Globetrotter’s skit, it involved Globetrotter’s Captain Meadowlark Lemon collapsing on the ground, and Wilt threw him up in the air several feet high and caught him like a baby. Lemon weighed 210 lbs. Lemon, and other people including Arnold Schwarzenegger, said that Wilt was the strongest athlete that ever lived. On March 9, 2000, his number 13 was retired by the Globetrotters. Wilt’s NBA Career Accomplishments On October 24, 1959 Wilt finally made his NBA debut. Wilt played for the then, “Philadelphia Warriors.” Wilt immediately became the league’s top earner making $30,000 topping Bob Cousy who was making $25,000. The $30,000 is equivalent to $263,000 in today’s currency as per the year 2019. In Wilt’s 1959-1960 season, which was his rookie year, his team made the playoffs. The Warriors beat the Syracuse Nationals then had to go on to play the Eastern Conference Champions, the Boston Celtics. Coach Red Auerbach strategized his forward Tom Heinsohn to commit fouls on Wilt. When the Warriors shot free throws, Heinsohn grabbed and pushed Wilt to stop him from getting back on defense, so quickly. Wilt was a prolific shot blocker, and this allowed Celtics to score quickly without Wilt protecting the basket. The Warriors lost the series 4 games to two after Tom Heinsohn got a last second tip in to seal the win of the series for the Celtics. As a rookie Wilt shocked Warriors' fans by saying he was thinking of retiring from basketball. He was tired of being double- and triple-teamed, and of teams fouling him very hard. Wilt was afraid that he would lose his temper one day which he did in the playoff series versus Boston. Wilt punched Heinsohn and injured his hand. Wilt played for The Philadelphia Warriors, who then relocated to San Francisco, The Philadelphia 76ers, and The Los Angeles Lakers. He won one title with the 76ers then one with the Lakers. First NBA game Wilt scored 43 points and snatched 28 rebounds. Grabbed his rookie career high of 43 rebounds in a win over the New York Knicks.

Someone must have greatly intimidated Stalin for Zhdanov to insist like this. Bondarevsky? He was too insignificant. When the Soviet team swept the American team off the chessboards, Stalin was pleased. He sent a telegram saying, “Great job!” Why did he start doubting? In the depths of his soul, Botvinnik did not believe that it was only fear of defeat and the desire to secure victory. They wanted to prove something to Botvinnik. A terrible thought crossed his mind. They wanted him to understand that his skills were not as important as he imagined because even if he played worse and didn’t defeat Reshevsky, they had the power to make him the champion anyway. The goal was to diminish Botvinnik and show him that he was not a significant figure but just an ordinary pawn in a game that surpassed him.

million-dollar smile. The earnest, all-American niceness of the guy. Not to mention the pure, high, spiraling arc of the thrown football as it zeros in, laser-like, on the expected position of the wide receiver. Never mind that said receiver is flat-out running for his life, dancing, dodging, leaping and spinning in a million directions just inches ahead of several thundering tons of rival linebackers. And never mind that the architect of that exquisite spiral was himself beset, nanoseconds earlier, with similar masses of murderous muscle bearing down on him as he threw. The ball hammers down precisely into the receiver’s arms as he sails across the line, and the fans go wild. TOUCHDOWN! Who could not love Tom Brady? The accomplishments, honors, and accolades go on and on: youngest quarterback ever to win three Super Bowls. Only quarterback ever to win NFL MVP by unanimous vote. As of 2013 he had been twice Super Bowl MVP, twice NFL MVP, nine times invited to the Pro Bowl, twice on the AP All-Pro First Team, five times an AFC Champion, and twice leader of the NFL in passing yards. He had also been (at least once, and in some cases multiple times) Sports Illustrated Sportsman of the Year, Sporting News Sportsman of the year, AP Male Athlete of the Year, NFL Offensive Player of the Year, AFC Offensive Player of the Year, AP NFL Comeback Player of the Year, PFWA NFL Comeback Player of the Year, and the New England Patriots’ all-time leader in passing touchdowns, passing yards, pass completion, pass attempts, and career wins. But Tom Brady didn’t get to be Tom Brady overnight. And he didn’t get there alone.

Scrum Master The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The scrum master is the team’s good shepherd, its champion, guardian, facilitator, and scrum expert.  The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. The scrum master is not—we repeat, not—the team’s boss. This is a peer position on the team, set apart by knowledge and responsibilities not rank.

This was typical of Corey, who always treated any discussion of race and oppression as an intellectual exercise, with the passion and objectivity of high school debate team champion and not lived experience.

Schumacher has no flaws. He has the best car, the best-financed team, the best tires, the most skill. Who can rejoice in his wins? The sun rises every day. What is to love? Lock the sun in a box. Force the sun to overcome adversity in order to rise. Then we will cheer! I will often admire a beautiful sunrise, but I will never consider the sun a champion for having risen.

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.

always treated any discussion of race and oppression as an intellectual exercise, with the passion and objectivity of a high school debate team champion and not lived experience.

Fans who had only just seen the team win the 2015 World Cup probably weren’t aware of what the players had been through in the past—boycotting games to earn comparable pay to the men, threatening to retire in the face of a lawsuit, asking the U.S. Olympic Committee to intervene, and so on. These sorts of battles were built into the DNA of the team. Their drive to win and their drive to stand up for themselves seemed to go hand in hand. For Lloyd, the appearance on the Today show and the public decision to file the EEOC claim gave the players a chance to help people understand that this sort of substandard treatment was the reality of the women’s national team. She laments that some people mistook the players’ stance as fighting against the men’s team itself, but she says it shined a light on the issues confronting the women’s team. “A lot of people didn’t realize the history of this team and what we’ve had to fight for,” Lloyd says. “When I first joined the team in 2005, they were fighting for salaries, healthcare, pregnancy leave—basic stuff.” Like many American women, the players had their own struggles with equal pay, fair treatment, maternity leave, and other issues that are as endemic in the United States as they are disheartening. As it turned out, even World Cup champions faced the same challenges as other women.

Lauer then asked the rest of the group: “Ladies, you complained to the U.S. Soccer Federation in the past. What’s been their response when you talk about these equal pay issues?” “You know, Matt, I’ve been on this team for a decade and a half,” said Hope Solo. “I’ve been through numerous CBA negotiations and, honestly, not much has changed. We continue to be told we should be grateful just to have the opportunity to play professional soccer and to be paid for doing it.” Officials from U.S. Soccer braced themselves for the appearance. The Today show had reached out to head of communications Neil Buethe the night before to get a statement. Lauer read the statement on air: “While we have not seen this complaint and can’t comment on the specifics of it, we are disappointed about this action. We have been a world leader in women’s soccer and are proud of the commitment we have made to building the women’s game in the United States over the past 30 years.” With the short heads-up, the federation arranged a conference call with a small, select group of trusted reporters to take place after the Today show aired. They sent information to those reporters showing how the men’s team brought in more revenue and more value to the federation. The men’s team had higher gate receipts and higher TV ratings, which made the men more attractive to sponsors, the federation said. Sunil Gulati—the U.S. Soccer president who had avoided some of the very public fights of his predecessors with the women’s national team—told reporters he was surprised by the filing. “I’m cordial with Sunil, and this wasn’t to spite him,” Lloyd says now. “We just knew we had to step up as a leadership group to make things better for the future. The only way that was going to happen was if we spoke our minds.” Meanwhile, the reaction to the Today show appearance was already spreading quickly on social media—and it was largely in the favor of the women. After all, a record audience had watched them win the World Cup not even a year earlier. Many fans surely assumed the women were being treated like champions. “The