Debate Coach Quotes

The more you talk about it, rehash it, rethink it, cross analyze it, debate it, respond to it, get paranoid about it, compete with it, complain about it, immortalize it, cry over it, kick it, defame it, stalk it, gossip about it, pray over it, put it down or dissect its motives it continues to rot in your brain. It is dead. It is over. It is gone. It is done. It is time to bury it because it is smelling up your life and no one wants to be near your rotted corpse of memories and decaying attitude. Be the funeral director of your life and bury that thing!

A good debater is not necessarily an effective vote-getter: you can find a hole in your opponent's argument through which you could drive a coach and four ringing jingle bells all the way, and thrill at the crystallization of a truth wrung out from a bloody dialogue - which, however, may warm only you and your muse, while the smiling paralogist has in the meantime made votes by the tens of thousands.

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.

This is a small book about a very important subject. A lot has been written about trust: about what it is and what it can do for people, families, companies, communities and countries. As an executive coach and consultant I often find myself engaged by companies where good work is being sabotaged by interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. I almost always trace these problems to a breakdown in trust. It not only kills good work, it also inevitably creates some degree of misery, annoyance, fear, anger, frustration, resentment, and resignation. By contrast, in successful companies where people are innovative, engage in productive conflict and debate about ideas, and have fun working together, I find strong trusting relationships. As a result, I’ve come to believe having the trust of those you work with is too important not to be intentional about building and maintaining it.

train me, nice as could be other than acting like she’s my mom, all honey-this and honey-that and “You think you can remember all that, sweetie?” Just three or four years out of high school herself. But she did have three kids, so probably she’d wiped so many asses she got stuck that way. I didn’t hold it against her. Coach Briggs’s brother stayed upstairs in the office. Heart attack guy was a mystery. First they said he might come back by the end of summer. Then they all stopped talking about him. As far as customers, every kind of person came in. Older guys would want to chew the fat outside in the dock after I loaded their grain bags or headgates or what have you. I handled all the larger items. They complained about the weather or tobacco prices, but oftentimes somebody would recognize me and want to talk football. What was my opinion on our being a passing versus running team, etc. So that was amazing. Being known. It was the voice that hit my ear like a bell, the day he came in. I knew it instantly. And that laugh. It always made you wish that whoever made him laugh like that, it had been you. I was stocking inventory in the home goods aisle, and moved around the end to where I could see across the store. Over by the medications and vaccines that were kept in a refrigerator case, he was standing with his back to me, but that wild head of hair was the giveaway. And the lit-up face of Donnamarie, flirting so hard her bangs were standing on end. She was opening a case for him. Some of the pricier items were kept under lock and key. I debated whether to go over, but heard him say he needed fifty pounds of Hi-Mag mineral and a hundred pounds of pelleted beef feed, so I knew I would see him outside. I signaled to Donnamarie that I’d heard, and threw it all on the dolly to wheel out to the loading dock. He pulled his truck around but didn’t really see me. Just leaned his elbow out the open window and handed me the register ticket. He’d kept the Lariat of course, because who wouldn’t. “You’ve still got the Fastmobile, I see,” I said. He froze in the middle of lighting a smoke, shifted his eyes at me, and shook his head fast, like a splash of cold water had hit him. “I’ll be goddamned. Diamond?” “The one,” I said. “How you been hanging, Fast Man?” “Cannot complain,” he said. But it seemed like he wasn’t a hundred percent on it really being me loading his pickup. He watched me in the side mirror. The truck bounced a little each time I hefted a mineral block or bag into the bed. Awesome leaf springs on that beauty. I came around to give him back his ticket, and he seemed more sure.

spawned still more opinions and comments, and soon what should have been a fairly straightforward problem-solving exercise had devolved into a sprawling, undisciplined debate. I was there to observe and coach the team, and after fifteen minutes of this I had to ask the team to stop. “What question are you trying to answer?” I asked them. Everyone paused awkwardly. Nobody had a response. Then someone made a comment about something else, and again the group went off on a tangent. I stepped in and posed my question again. And again. Eventually the team stopped and really thought about what goals they were trying to accomplish and what decisions really needed to be made to accomplish them. They stopped the side conversations. They waded through all the ideas and opinions that had been haphazardly thrown out, listening for the hidden themes and big ideas that connected them. Then, finally, they moved from a state of motion sickness to momentum. They settled on a plan of action, made the necessary decisions, and divided up responsibilities. Elay’s team won by a landslide.

To build up courage, encourage others.

Mom used to coach us in active listening: You speak to me as clearly and explicitly as possible. Then I’ll repeat what I understood you to say as clearly and explicitly as I can. The technique is designed to help people quickly identify and correct misunderstandings, thereby reducing (if not eliminating) one common cause of needless, pointless debate. Childhood lessons like these imbued me with the assumption that being explicit is simply good communication. But, as Takaki explained, good communication in a high-context culture like Japan is very different. In Japan as in India, China, and many other countries, people learn a very different style of communication as children—one that depends on unconscious assumptions about common reference points and shared knowledge. For example, let’s say that you and a business colleague named Maryam both come from a high-context culture like Iran.

Coach Bobby put his finger in my face. I debated biting it off—that always gets a man’s attention. “You’re a dead man, Bolitar. You hear me? A dead man.” “A deaf man?” I said. “A dead man.” “Oh, good, because if I were a deaf man, I wouldn’t be able to hear you. Come to think of it, if I were a dead man, I wouldn’t be able to either.” The

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

El trabajo grupal hace que cada uno aprenda en horas lo que le hubiera llevado años con métodos tradicionales, incluyendo reuniones virtuales semanales, videos ilustrativos, coach literario e informático, debates, lecturas, aprendizaje, apoyo mediante mastermind grupales, donde cada uno aprende de quienes forman su grupo, y mastermind generales, con apoyo de los coach, donde todos aprenden de todos, generando una energía positiva inigualable que fluye hasta la finalización de la obra, casi automáticamente.

D’aron the Daring, Derring, Derring-do, stealing base, christened D’aron Little May Davenport, DD to Nana, initials smothered in Southern-fried kisses, dat Wigga D who like Jay Z aw-ite, who’s down, Scots-Irish it is, D’aron because you’re brave says Dad, No, D’aron because you’re daddy’s daddy was David and then there was mines who was named Aaron, Doo-doo after cousin Quint blew thirty-six months in vo-tech on a straight-arm bid and they cruised out to Little Gorge glugging Green Grenades and read three years’ worth of birthday cards, Little Mays when he hit those three homers in the Pee Wee playoff, Dookie according to his aunt Boo (spiteful she was, misery indeed loves company), Mr. Hanky when they discovered he TIVOed ‘Battlestar Galactica,’ Faggot when he hugged John Meer in third grade, Faggot again when he drew hearts on everyone’s Valentine’s Day cards in fourth grade, Dim Dong-Dong when he undressed in the wrong dressing room because he daren’t venture into the dark end of the gym, Philadelphia Freedom when he was caught clicking heels to that song (Tony thought he was clever with that one), Mr. Davenport when he won the school’s debate contest in eighth grade, Faggot again when he won the school’s debate contest in eighth grade, Faggot again more times than he cared to remember, especially the summer he returned from Chicago sporting a new Midwest accent, harder on the vowels and consonants alike, but sociable, played well with others that accent did, Faggot again when he cried at the end of ‘WALL-E,’ Donut Hole when he started to swell in ninth grade, Donut Black Hole when he continued to put on weight in tenth grade (Tony thought he was really clever with that one), Buttercup when they caught him gardening, Hippie when he stopped hunting, Faggot again when he became a vegetarian and started wearing a MEAT IS MURDER pin (Oh yeah, why you craving mine then?), Faggot again when he broke down in class over being called Faggot, Sissy after that, whispered, smothered in sniggers almost hidden, Ron-Ron by the high school debate team coach because he danced like a cross between Morrissey and some fat old black guy (WTF?) in some old-ass show called ‘What’s Happening!!’, Brainiac when he aced the PSATs for his region, Turd Nerd when he hung with Jo-Jo and the Black Bruiser, D’ron Da’ron, D’aron, sweet simple Daron the first few minutes of the first class of the first day of college.

The coach of a college football team can make thousands, hundreds of thousands, and perhaps even millions of people many of them otherwise stable and superficially reasonable adults insanely angry. I experience churning gastrointestinal distress on Saturdays during the season until Michigan has a lead of at least seventeen points. In my idle moments, when taking showers and driving my three children around northern New Jersey, I spend more time mentally debating self-posed hypotheses such as. "Did Jim Harbaugh corner himself into a no-man's land between the Wisconsin Iowa system development model and the Ohio/Penn State talent acquisition model?" than I do thinking about any other question, including things such as, "Do I have the right career?" and "What are parents' and children's obligations to each other?" and "What happens to our souls when our bodies die?" This kind of fixation, conducive to neither peace of mind nor personal productivity, is very common. Why are so many people like this?

Be Enthusiastic. “Of course I can play quarterback!” Keep your doubts to yourself. Never discuss mixed feelings with someone who is considering you for a challenging task. Suck Up. “I was really impressed with how the debating club performed in the finals last year. Your coaching really paid off.” The most impressive thing you can say to people is that you are impressed with them. If you want others to look favorably on you, give them a list of their achievements, not yours. Tell Stories That Accentuate Your Strengths. “When I was campaigning for captain of the cheerleading squad . . .” List your achievements by telling stories about what happened and what you learned doing responsible, high-status tasks in the past. Practice. None of this stuff comes naturally or spontaneously. It’s play acting, and it has to be rehearsed. Those vampire-in-training populars knew that, and you should too.

Everybody should get a good gym coaching from early age so that they grow up to have fit bodies, good bodily awareness, positive body image, relaxed body language and healthy habits. Everybody should be trained in dialogue and get the chance to participate in public debates or deliberations. Everybody should get a year off once in a lifetime to go look for new purpose in life and make tough life decisions under professional care and support—in a kind of secular monastery. Everybody should be “nudged” and supported to consume both healthy and sustainable food that prevents depression and supports long-term societal goals. Everybody should be trained in social and emotional intelligence so that conflicts arise less often and, when they do arise, are handled more productively. Everybody should have a proper sexual education from early on, knowing things such as how to tackle early ejaculation, tensions in the vagina, sexual rejections, making approaches in a charming but respectful manner, how to handle competition and how to handle pornography or sexual desires that diverge from the norm. Everybody should get some aid in managing the fear of death and facing the hard facts of life—to help us intuitively know that our time here is precious.

Staff meetings should be a forum for the most important issues and opportunities, more so than 1:1s. “Use meetings to get everyone on the same page, get to the right debate, and make decisions.

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