In Saban Quotes

Kawan, di kampung kami kebenaran harganya hanya seribu lima ratus perak. Warnanya hitam, bergenang di dalam gelas, saban pagi.

The good is enough additude is not what we're looking for, we have got to use every oppurtunity to improve indivisually so we can improve collectively

Great leaders are not always popular.

Baseball manager Casey Stengel once quipped, “The secret of managing is to keep the guys who hate you away from the guys who are undecided.

recognize certain traits that seem to be in every champion: passion, commitment, confidence, pride in performance, high standards of excellence, relentlessness, perseverance, and the ability to perform in adverse circumstances.

Mediocre people don’t like high achievers, and high achievers don’t like mediocre people.

Character is what you do when no one else is watching.

Bahkan tentu saja, ia juga bisa merasa bebas untuk ngapain saja di depan laki laki yang ia sukai. Ia bisa dengan suka hati menari nari sambil mendengarkan musik dangdut, lalu melepas pakaiannya satu persatu. Setelah itu ia akan menggonggong sambil menggoyang goyangkan pantatnya. Seperti anjing yang kesenangan menggoyang goyang ekornya. Dan tentu saja, ia melakukan hal itu tidak cuma sekali dua. Ia hampir melakukannya saban malam di mana ia merasa dapat menemukan kegembiraan dengan cara mempertontonkan dirinya sendiri. Katanya sambil tertawa cekikikan, "Saatnya untuk pertunjukan.

don’t want to see, you must decide if the battle is worth your time and effort. In your life, only you can decide what is worth going to battle for, keeping in mind what may be sacrificed in the process.

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.

Great leaders do not rush to make changes because of failure.

Some of the great leaders in history were not adored, but respected. My advice to leaders—stop trying to please everyone and do what you believe is best.

Champions are rare. Everybody has some chance, some opportunity to change and improve, but not everybody takes advantage. Be somebody who does.

Motivation itself generally lasts about two plays—it’s highly overrated,” he said. “Give me a team that has a business-like attitude, a team that can deal with adversity when it comes.

The difference between belief and trust can be monumental. We may believe in others, but do we really trust them? To firmly trust people means putting your own successes and health in their hands.

we had more skill than you can imagine, at almost every position. But guys didn’t want to put in the effort or to play with toughness and togetherness, and the incredible skills never developed into talent.

That’s the mentality champions have. Winning on the road in sports or going into a rival company’s region and winning just feels better. Instead of seeing the challenge as We have to, we should see all challenges as We get to.

Do the right thing. It’s that simple. Do the right thing when the right thing is not popular. Do the right thing when no one else is around. Do the right thing when temptation tells you otherwise. Do the right thing all the time.

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.

Sepasang hati akan membaringkan rindunya di atas ranjang malam yang berselimut cahaya bulan. Menyemai benih-benih harapan yang berbalut doa, menyimpannya dalam jiwa mereka hingga menjadi tunas-tunas impian yang direkahkan oleh embun saban pagi tiba.

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.

Psychologist Dr. Terry Orlick has been studying excellence in sports, business, and life for decades. He is world renowned for his motivational and mental approach to peak performance. Orlick has determined that there are seven components of excellence: commitment, focus, confidence/trust/belief, positive imagination, mental readiness, controlling distractions, and constant learning.

Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether

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 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.

In the chaos of sport, as in life, process provides us a way. It says: Okay, you’ve got to do something very difficult. Don’t focus on that. Instead break it down into pieces. Simply do what you need to do right now. And do it well. And then move on to the next thing. Follow the process and not the prize. The road to back-to-back championships is just that, a road. And you travel along a road in steps. Excellence is a matter of steps. Excelling at this one, then that one, and then the one after that. Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether it’s pursuing the pinnacle of success in your field or simply surviving some awful or trying ordeal, the same approach works. Don’t think about the end—think about surviving. Making it from meal to meal, break to break, checkpoint to checkpoint, paycheck to paycheck, one day at a time. And when you really get it right, even the hardest things become manageable. Because the process is relaxing. Under its influence, we needn’t panic. Even mammoth tasks become just a series of component parts.

Jika pagi-pagimu hanya berkenaan uang, dan saban pagi terus merasa kurang. Ada eloknya jika kamu mulai berfikir bahwasanya semua ini bukan tentang uang. (Pagi tak mungkin terbeli)

Demostraré que quien es éticamente judío es un verdadero cristiano, y que quien es éticamente cristiano es un verdadero judío. Las divisiones posteriores son producto más de la evolución histórica que de la esencia ética de la Torá, en la cual se fundan ambas religiones. El proceso histórico posterior que sufrió el cristianismo lo llevó a un pagano-cristianismo. Por ese motivo existen hoy grandes diferencias entre el judaísmo y el pagano-cristianismo. El verdadero cristianismo es, en su origen, el judaísmo de Jesús. En el futuro, el pagano-cristianismo deberá regresar al cristianismo original; el problema fundamental que tiene por delante es la tarea de depurar casi dos milenios de elementos paganos.

There are two pains in life. There is the pain of discipline and the pain of disappointment. If you can handle the pain of discipline, then you'll never have to deal with the pain of disappointment.

öyle hisab katındayım ki katlim savcılardan sorulmaz ne kireç badanalı evlerde doğmuş olmak ne ellerin hırsla saban tutuşu ne fabrikalarda biteviye üretilmekte olan kahır dev iştihasıyla bende kabaran aşkı yetmez karşılamaya. İnsanlar hangi dünyaya kulak kesilmişse öbürüne sağır o ferah ve delişmen gözüken birçok alınlarda betondan tanrılara kulluğun zırhı vardır çelik teller ve baruttan çatılınca iskeletim şakaklarıma dayanınca güneş can çekişen bir sansar edasıyla uğultudan farkedilmez olunca konuştuğum kadınların sahiden doğurduğuna toprağın da sürüldüğüne inanmıyorum nicedir kavrayamam haller içinde halim demiri bir hecenin sıcağında eriyor iken gördüm bir somunu bölünce silkinen gökyüzünü su içtiğim tas bana merhaba dedi, duydum duydum yağmurların gövdemden ağdığını. Sen ol küçük bir kıvrımdan, bir heceden aşk için bir vaha değil aşka otağ yaratan sen ol zihnimde yüzen dağınık şarkıları bir harfin başlattığı yangın ile söndür beni bir ses sahibi kıl, kefarete hazırım öyle mahzun ki hüzün ciltlerinde adına rastlanmasın.

Teamwork is the key to winning team sports. The best TEAM wins, not the best players. Peer pressure is the best enforcer of the rules. The worry of ‘me’ destroys a team. Success leads to wanting credit and recognition. Worship of stats is a sign of the ‘me’ culture.” Nick Saban, University of Alabama

Simply put, it is the itch of ambition, of wanting something more—a job at a bigger school, a bigger paycheck, and deeper, more convincing demonstrations of devotion and approval.

academic requirements, helping them navigate

requirements,

scholarship student athletes. This includes preparing

Chronic feelings of underappreciation. The players who suffer from the “disease of me” syndrome constantly feel that they are overlooked in praise. We all want to be patted on the back, but some individuals demand constant attention and sulk when they believe, rightly or wrongly, that their skills and efforts are being underappreciated. It leads to jealousy and bad chemistry.

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.

Bill and I were a lot alike. We spent hours just talking about defensive strategies.

Talent is putting skills into productive use.

My experience with Bill at the Browns proved to be one of the greatest developmental moves of my career,” Saban said.

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

If you know you will not be perfect, then those mistakes can roll off your shoulders as you move on to the next play. But if perfection is your ideal, those mistakes will cripple you with frustration. So be realistic, understand that you and others will make mistakes, and use those as building blocks for the future.

No matter what your chosen profession, be prepared for opportunity and be willing to take it—your destiny may depend on it.

It’s sometimes difficult for employees to respect individual differences in their coworkers. Often I remind our various staff groups that we treat everyone fairly and honestly—but we don’t treat them all the same.

Your message should be constant. Talk to your kids about drugs and alcohol from an early age and don’t stop. Encourage your employees every day—not simply after successes, but through the tough times as well.

Education does not promise success, but makes it easier.

If you get word that a co-worker is saying things about you behind your back, confront him or her on it. If an evaluation of your work is false and biased, challenge it. Doing nothing will only worsen the damage. Understand that you can’t control everything, so pick your spots and stand up for what you know and believe is right. Communicate when there is a miscommunication.

Since being made so acutely aware of Saban’s confusion, Jon had begun to ponder his own experiences and wondered why there had been so little inner struggle for him in comparison… Was he open like the captain in his preferences, or was he like Tom, who always said that he’d take “cock over cunt” if given the choice?

There is no continuum for success. Focus on the progress not the results.

12. Hunlarda Ziraatçılık Hunlar, esas itibarile göçebe bir kavimdiler. Çin kaynaklarından öğrendiğimize göre bunlar sürüleri ile meşgul olurlarken, bu meşgalelerinin yanında ekip biçmeyi de ihmal etmiyorlardı. Altay bölgesinde Hun çağında açılmış muhtelif sulama kanallarına rastlıyoruz. Başkaus bölgesinde, Çulışman nehri yakınlarında sulama kanallarının izlerini açık olarak bugün bile görmekteyiz. Kudırge kurganlarının bulunduğu yerin yakınında bulunan bu ova, Çulışman nehrinden alınan sularla ilmî bir şekilde sulanmıştı. Ova, nehrin kıvrımının içinde kalıyordu. Bu bölgede, daha sonraki devirlere ait Göktürk kültürünün izlerine de çok rastlamaktayız. Gene Tötö ırmağından açılan bir kanal ile, bu bölgeye yakın Ak-Tura kanalı, Altay dağlarındaki ileri bir derecedeki ziraatçılığın delillerinden idiler. Tomsk üniversitesi, bu bölgedeki eski ziraat kültürünün izlerini botanik yönden tetkik ettirmiştir. Göktürk çağına ait buluntular arasında, ziraat işlerinde kullanılan uzun kürekler ele geçmiştir. Hun çağındaki ziraat kültürü ile ilgili en önemli eserler, Selenga nehri ve Baykal gölü kıyılarındaki İvolgi ve İlmova'ya Padi'de. ele geçmişti. Kazılar sırasında bulunan bilhassa saban demirleri pek çeşitli idi. Muhtelif büyüklükteki oraklar, zahire saklamak için özel bir şekilde kazılmış çukurlar, hububatı öğütmek veya ezmek için kullanılan taşlar bu kültürün en önemli eserleri arasında idi. Bulunan saban demirleri üzerinde Çin yazılarının da bulunması, Kuzey Mogolistan'daki ziraat kültürü üzerindeki Çin tesirlerini gösterebilir. Selenga nehri üzerinde de Hun çağına ait sulama kanallarının izleri görülmüştü. Baykal gölü kıyılarında sulama kanallarının pek çok izlerine rastlıyoruz. Bu kalıntılar bize göstermektedir ki, gerek Selenga kıyılarında ve gerekse Altay bölgesinde, Büyük Hun devletinden itibaren bir ziraat kültürü meydana gelmeğe başlamıştı.

Hunlarda Ziraatçılık Hunlar, esas itibarile göçebe bir kavimdiler. Çin kaynak!arından öğrendiğimize göre bunlar sürüleri ile meşgul olurlarken, bu meşgalelerinin yanında ekip biçmeyi de ihmal etmiyorlardı. Altay bölgesinde Hun çağında açılmış muhtelif sulama kanallarına rastlıyoruz. Başkaus bölgesinde, Çulışman nehri yakınlarında sulama kanallarının izlerini açık olarak bugün bile görmekteyiz. Kudırge kurganlarının bulunduğu yerin yakınında bulunan bu ova, Çulışman nehrinden alınan sularla ilmî bir şekilde sulanmıştı. Ova, nehrin kıvrımının içinde kalıyordu. Bu bölgede, daha sonraki devirlere ait Göktürk kültürünün izlerine de çok rastlamaktayız. Gene Tötö ırmağından açılan bir kanal ile, bu bölgeye yakın Ak-Tura kanalı, Altay dağlarındaki ileri bir derecedeki ziraatçılığın delillerinden idiler. Tomsk üniversitesi, bu bölgedeki eski ziraat kültürünün izlerini botanik yönden tetkik ettirmiştir. Göktürk çağına ait buluntular arasında, ziraat işlerinde kullanılan uzun kürekler ele geçmiştir. Hun çağındaki ziraat kültürü ile ilgili en önemli eserler, Selenga nehri ve Baykal gölü kıyılarındaki İvolgi ve İlmova'ya Padi'de. ele geçmişti. Kazılar sırasında bulunan bilhassa saban demirleri pek çeşitli idi. Muhtelif büyüklükteki oraklar, zahire saklamak için özel bir şekilde kazılmış çukurlar, hububatı öğütmek veya ezmek için kullanılan taşlar bu kültürün en önemli eserleri arasında idi. Bulunan saban demirleri üzerinde Çin yazılarının da bulunması, Kuzey Mogolistan'daki ziraat kültürü üzerindeki Çin tesirlerini gösterebilir. Selenga nehri üzerinde de Hun çağına ait sulama kanallarının izleri görülmüştü. Baykal gölü kıyılarında sulama kanallarının pek çok izlerine rastlıyoruz. Bu kalıntılar bize göstermektedir ki, gerek Selenga kıyılarında ve gerekse Altay bölgesinde, Büyük Hun devletinden itibaren bir ziraat kültürü meydana gelmeğe başlamıştı.

Finally, your attitude is critical to success. Having a positive attitude can have a tremendous effect on how you react and respond to challenges, successes, and failures. And attitude is directly affected by expectations. If you expect things to be difficult, it will always be easier to solve problems, overcome adversity, and have an enthusiastic energy about how you go about and enjoy your work.

There are three things we can’t have: We can’t have complacency; we can’t have selfishness; and we can’t lose our accountability. … When you’re arrogant, it makes you complacent and it creates a blatant disregard for doing things right.” – Nick Saban, 7-Time National Champion Football Coach

The

Like his former boss Nick Saban, he didn’t believe in looking at the scoreboard.

The teaching platform could actually focus more on what the audience didn’t do, didn’t say, and didn’t consume as opposed to a list of burdensome mainstays in peak performance world like positive affirmations, positive quotes, or the newly emerging mindfulness industry. It’s an easy first step—or easier one—to NOT do something. Within Alabama football, which has won six national titles since Saban arrived, we identified a need to eliminate negative self-talk early in the process.

Every day at noon, Saban eats the same exact lunch—a salad with lettuce, cherry tomatoes, and turkey slices served in a Styrofoam container. Automating his lunch decision allows Saban to focus on more important tasks at hand. That minor decision is eliminated.1 Saban says that if you can “Eliminate the clutter and all the things that are going on outside and focus on the things that you can control with how you sort of go about and take care of your business. That's something that's ongoing, and it can never change.

You’re not entitled to the outcome. You’re entitled to the opportunity to get the outcome.

The road to back-to-back championships is just that, a road. And you travel along a road in steps. Excellence is a matter of steps. Excelling at this one, then that one, and then the one after that. Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd.

Nick Saban and his University of Alabama football teams have won five national championships. Attending an Alabama practice, I was intrigued by the repetitiveness of the team’s drills. “Everybody thinks you practice something until you get it right,” said Saban in a press conference. “You really practice until you can’t get it wrong. There’s a difference.” He pushes his players to practice until they won’t make errors in execution, even when facing a variety of teams and circumstances. This logic applies to prepping for presentations. Rather than just running through a presentation in your head, practice until you can’t get it wrong, even when facing changing conditions, tough questions and multiple objections. No presentation will ever be 100 percent perfect. But repetitive, deliberate practice will polish delivery and keep you from heading in wrong directions, regardless of circumstances.

When I was finally totally secure with myself -- aware of my own strength, and making my own way -- I was of the right mindset to love and be loved in a balanced and harmonious way.

University of Alabama head football coach Nick Saban once said, “I don’t want to waste a failure.

Onları öğüten değirmen gençleri yaşlandıran bir değirmendi; çocukların suratları yüzlerce yıl öncesinden kalma gibiydi, sesleri son derece ciddiydi ve bu yaşlı suratlarda saban izi gibi devam eden her bir çizgide görülen tek bir şey vardı: Açlık. Açlık dört bir yanda hüküm sürüyordu. Açlık, yüksek evlerin dışındaki iplere ya da direklere asılmış içler acısı kıyafetlerdeydi; Açlık, bu kıyafetlerin kâğıttan, samandan, paçavradan ve tahtadan yamalarındaydı; Açlık, adamın testereyle kestiği her ufacık odun parçasında kendini tekrarlıyordu; Açlık, tütmeyen bacalardan aşağıdakileri seyrediyordu; Açlık, çöplerinde zerre kadar yiyecek bulunmayan, leş gibi sokaklarda şaha kalkmış bir dev gibi dikiliyordu. Açlık, fırıncının raflarındaki tek tük bayat ekmeğin üzerine kazılı olan kelimeydi; Açlık, sosis dükkânlarında satılan, ölü köpek etinden yapılmış yiyeceklerdeydi. Açlık, kuru kemiklerini, dönen silindirlerde kebap yapılan kestanelerin arasında takırdatıyordu; Açlık, çeyrek penilik çorba kâsesindeki kendine hayrı olmayan birkaç damla yağ içerisinde kızartılmış sert patates dilimlerinin her bir zerresindeydi.

Live by the creed that a strong work ethic, playing by the rules, and doing things the right way will bring about opportunities for success and, ultimately, happiness.

In your business and personal life, think of those who are dominant. What do they all have in common? Do you have it in you to be like them?

Create a sense of urgency 2.​Create a guiding coalition 3.​Develop a vision and strategy 4.​Communicate the change vision 5.​Empower action 6.​Generate short-term wins 7.​Consolidate gains and empower more change 8.​Anchor change in the culture

Mediocre people don’t like high achievers, and high achievers don’t like mediocre people.

If you don’t have the time to do it right, where do you find the time to do it over? Because it’s going to be done right.” He

you take over an organization, you need to identify and empower valuable allies who can carry out your change directives.

You’re not entitled to the outcome. You’re entitled to the opportunity to get the outcome.” When you set clear expectations from the beginning, it eliminates most potential headaches in the future.