Managers Coach Quotes

Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

It is mainly the soluble fiber and magnesium that lowered the author's fasting pre-diabetes blood glucose to 90s and 100s without taking medication

What is Insulin? Insulin is a hormone that allows the glucose (also called blood sugar) in your blood to get out of your bloodstream and into your cells for energy for whatever your current activity or inactivity is. If you have more glucose in your bloodstream than your current energy need, the excess is stored in your liver (called glycogen in its storage form). If your liver is full and you still have excess glucose in your bloodstream, the rest is stored as body fat around your butt, thighs, belly—and generally every place you don’t want it to be. 

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

Divorce = Rebirth: forget the past, replan your life, improve your appearance & REJUVENATE!

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....

Do the things you like to be happier, stronger & more successful. Only so is hard work replaced by dedication.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

How We Gain and Lose Weight To understand how we gain and lose weight, we need to start with insulin. Medical researchers and internal medicine doctors almost universally agree that the amount of insulin a person produces determines weight gain and weight loss. For example, Gary Taubes, a medical researcher and recipient of multiple awards from the National Association of Science Writers, refers to insulin as “the stop-and-go light of weight gain and loss.”    Produce more insulin—you will gain weight. Produce less insulin— you will lose weight.

What Foods Create Blood Glucose? Blood glucose is not created just by sweets—it’s created by all foods. Proteins create glucose, fats create glucose, vegetables create glucose, fruits create glucose, fruit juices create glucose, starchy foods create glucose, and of course, sweets create glucose. So the key to losing weight is to consume less of the foods (including drinks) that create large amounts of glucose and replace them with foods and beverages that create smaller amounts of glucose and go into the bloodstream more slowly.

As long as businesses have problems that need solutions, consultants will be valuable.

The Premise of Glucose Control Eating© You control the amount of glucose you put into your bloodstream. Put in less glucose, your body will produce less insulin, and you will lose weight. Put in more glucose, your body will produce more insulin, and you will gain weight. That brings us to the premise of this book.   Control your glucose, and you control your weight.   How do you control your glucose and your weight?    How can you know which foods create lots of glucose and weight gain and which create less glucose and weight loss?   In the book, Glucose Control Eating©, I will not only tell you, but I will also show you, based on over 85,000 blood glucose tests, how much glucose different foods will create in your body.

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

Decision making and problem solving are not the same. To solve a problem, one needs to find a solution. To make a decision, one needs to make a choice.

Divorce is the start point for a brand new life. Don't lose the chance to redesign it upon your dreams!

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

Success will teach you who your real friends are.

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

If you wait for a better time to create, better than this very moment, if you wait until you feel settled, divinely inspired, perfectly centered, unburdened of your usual worries, or free of your own skin, forget about it. You will still be waiting tomorrow and the next day, wondering why you never managed to begin, wondering

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

Let your projects be independent organisms. They will develop their own beautiful architecture.

We practice mastering ourselves in the moment so that we can better open ourselves to being a servant leader and to harness our emotions and choose what to do with our reactions.

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

Essential to time-management is a change in focus, a change from being ‘busy’ to a focus on outcomes

Your job as a manager and a leader is to help create the space for people to have those learning moments.

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

What raises great kids is coaching them—to handle their emotions, manage their behavior, and develop mastery—rather than controlling for immediate compliance.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

Give yourself a great self-respect to know who you are then your confidence will shine on you

The most powerful weapon in the world is, Question.

Reyna managed a smile. She was starting to appreciate the differences between satyrs and fauns. If she ever fell asleep with a faun on duty, she'd wake up with her supplies stolen, a moustache drawn on her face and the faun long gone. Coach Hedge was different – mostly good different, though he did have an unhealthy obsession with martial arts and baseball bats.

Uh, Coach,” Jason said, “that’s a great offer, but we need you to man the ship—or goat the ship. Whatever.” Hedge scowled. “And let you three have all the fun?” Percy gripped the satyr’s arm. “Hazel and the others need you here. When they get back, they’ll need your leadership. You’re their rock.” “Yeah.” Jason managed to keep a straight face. “Leo always says you’re his rock.

Over-seriousness is a warning sign for mediocrity and bureaucratic thinking. People who are seriously committed to mastery and high performance are secure enough to lighten up. —Michael J. Gelb

Healthy organizations believe that performance management is almost exclusively about eliminating confusion. They realize that most of their employees want to succeed, and that the best way to allow them to do that is to give them clear direction, regular information about how they’re doing, and access to the coaching they need.

The most powerful and effective managers, coaches, parents, and motivators are those who can represent the circumstances of life to themselves and to others in a way that signals success to the nervous system in spite of seemingly hopeless external stimuli.

Millennials don't want to be managed, they like to be led, coached and mentored. This generation is on fire and ready to go. Are you ready to change the world?

If you do not have a defined process that moves your people forward so the can achieve greater results, then what is it you are managing?

Coaching is no longer a specialty; you cannot be a good manager without being a good coach.

A leader who people do not perceive as worthy of following is really not a leader at all.

When people feel like they are a part of a team, they are more likely to act in ways that benefit everyone, and less likely to engage in destructive behavior.

Since the world around us is always changing, businesses that want continuity should be regularly shifting their paradigm.

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

A knowledgeable manager can lend to the success of an organization "almost" as much as a poorly trained manager can damage it.

The more you give, the more you get.

As a leader who delivers victory, people are more likely and more willing to follow you.

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

People want to feel that you can lead them to victory. And often times that is a measure of competence - people are looking for cues, signs, indications, and proof of your level of competence.

Once they got there, it wasn’t a pretty landing. With the oars damaged and the foresail torn, Leo could barely manage a controlled descent. The others strapped themselves in below—except for Coach Hedge, who insisted on clinging to the forward rail, yelling, “YEAH! Bring it on, lake!” Leo stood astern, alone at the helm, and aimed as best he could. Festus creaked and whirred warning signals, which were relayed through the intercom to the quarterdeck. “I know, I know,” Leo said, gritting his teeth. He didn’t have much time to take in the scenery. To the southeast, a city was nestled in the foothills of a mountain range, blue and purple in the afternoon shadows. A flat desert landscape spread to the south. Directly beneath them the Great Salt Lake glittered like aluminum foil, the shoreline etched with white salt marshes that reminded Leo of aerial photos of Mars. “Hang on, Coach!” he shouted. “This is going to hurt.” “I was born for hurt!

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

Bill liked to tell a story about when he was at Intuit and they started getting into banking products. They hired some product managers with banking experience. One day, Bill was at a meeting with one of those product managers, who presented his engineers with a list of features he wanted them to build. Bill told the poor product manager, if you ever tell an engineer at Intuit which features you want, I’m going to throw you out on the street. You tell them what problem the consumer has. You give them context on who the consumer is. Then let them figure out the features. They will provide you with a far better solution than you’ll ever get by telling them what to build.

Coaching for performance is about addressing and fixing a specific problem or challenge. It’s putting out the fire or building up the fire or banking the fire. It’s everyday stuff, and it’s important and necessary. Coaching for development is about turning the focus from the issue to the person dealing with the issue, the person who’s managing the fire. This conversation is more rare and significantly more powerful.

Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

You can overcome any big task by converting it into smaller, manageable tasks and then following self-discipline to do all of those small tasks.

Manage your life as you manage your money.

You can reach maximum performance by engaging in physical activities.

The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem. —Theodore Rubin

Great mentorship is priceless.

Any training is initially difficult, but with persistence practice, we can master the art.

Bill believed that one of a manager’s main jobs is to facilitate decisions,

Helping clients manage their emotions and energy is a big part of what coaches in all these realms do.

Coach Hedge managed another heroic belch. “Whose palace? And is Dalmatia where those Dalmatian dogs come from? That 101 Dalmatians movie—I still have nightmares.” Frank scratched his head. “Why would you have nightmares about that?” Coach Hedge looked like he was about to launch into a major speech about the evils of cartoon Dalmatians, but Jason decided he didn’t want to know.

Jason summoned his golden lance. He brandished it over his head and yelled, “Giant!” Which sounded pretty good, and a lot more confident than Leo could’ve managed. He was thinking more along the lines of, “We are pathetic ants! Don’t kill us!” Enceladus stopped chanting at the flames. He turned toward them and grinned, revealing fangs like a saber-toothed tiger’s. “Well,” the giant rumbled. “What a nice surprise.” Leo didn’t like the sound of that. His hand closed on his windup gadget. He stepped sideways, edging his way toward the bulldozer. Coach Hedge shouted, “Let the movie star go, you big ugly cupcake! Or I’m gonna plant my hoof right up your—” “Coach,” Jason said. “Shut up.” Enceladus roared with laughter. “I’ve forgotten how funny satyrs are. When we rule the world, I think I’ll keep your kind around. You can entertain me while I eat all the other mortals.” “Is that a compliment?” Hedge frowned at Leo. “I don’t think that was a compliment.

Information is a source of learning. But unless it is organized, processed, and available to the right people in a format for decision making, it is a burden, not a benefit. —WILLIAM POLLARD, PHYSICIST

Jean Chappe spent months travelling to Siberia by coach, boat and sleigh, nursing his delicate instruments over every perilous bump, only to find the last vital stretch blocked by swollen rivers, the result of unusually heavy spring rains, which the locals were swift to blame on him after they saw him pointing strange instruments at the sky. Chappe managed to escape with his life, but with no useful measurements.

Unless the manager or coach believes that people possess more capability than they are currently expressing, he will not be able to help them express it. He must think of his people in terms of their potential, not their performance. The majority of appraisal systems are seriously flawed for this reason. People are put in performance boxes from which it is hard for them to escape, either in their own eyes or their manager’s.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

If you have no arms To hold your crying child but your own arms And no legs but your own to run the stairs one more time To fetch what was forgotten I bow to you If you have no vehicle To tote your wee one but the wheels that you drive And no one else to worry, “Is my baby okay?” When you have to say goodbye on the doorsteps of daycare or on that cursed first day of school I bow to you If you have no skill but your own skill To replenish an ever-emptying bank account And no answers but your own to Satisfy the endless whys, hows, and whens your child asks and asks again I bow to you If you have no tongue to tell the truth To keep your beloved on the path without a precipice And no wisdom to impart Except the wisdom that you’ve acquired I bow to you If the second chair is empty Across the desk from a scornful, judging authority waiting For your child’s father to appear And you straighten your spine where you sit And manage to smile and say, “No one else is coming—I’m it.” Oh, I bow to you If your head aches when the spotlight finally shines on your child because your hands are the only hands there to applaud I bow to you If your heart aches because you’ve given until everything in you is gone And your kid declares, “It’s not enough.” And you feel the crack of your own soul as you whisper, “I know, baby. But it’s all mama’s got.” Oh, how I bow to you If they are your life while you are their nurse, tutor, maid Bread winner and bread baker, Coach, cheerleader and teammate… If you bleed when your child falls down I bow, I bow, I bow If you’re both punisher and hugger And your own tears are drowned out by the running of the bathroom faucet because children can’t know that mamas hurt too Oh, mother of mothers, I bow to you. —Toni Sorenson

Plan your work and work your plan” we used to say in my first Silicon Valley sales job. Identify the steps you need to take to get where you are going. Without a map who knows where you’ll end up! Certainly not where you intended to be.

Only 12 managers have lasted more than three years with the Indians, and only three of those who did last longer than three years managed to do so without a winning record. The Indians have made strides in many areas the last three years and the shifts and changes amongst the coaching staff resulted in a highly respected group that was anxious and ready to guide the Tribe back to the postseason, but unfortunately it never materialized. Turns out the three-year threshold is a pretty solid limit for how patient an organization is when it comes to managers, and the gains made in 2011 were completely lost and then some in 2012. Acta’s tenure with the club came to an end with six games left on the 2012 schedule. He ranks 13th in franchise history for games managed, but any optimisim regarding the Tribe in 2013 will rest squarely with new hire Terry Francona.

Too many adults with ADHD are so focused on what they can’t do that they forget the positive aspects of who they are and what they’ve managed to achieve, their ADHD deficits notwithstanding. They think that if something comes easily to them, there’s only one of two reasons why: Either they’re doing it incorrectly, or it must come easily to everyone else, too. Having spent their whole lives listening to criticism, they don’t even have language for their own success. Many have practiced for so long covering up their weaknesses that they simply cannot acknowledge that they do anything well.

RED HEAD Tight, inhibited, results-oriented, anxious, aggressive, over-compensating, desperate. BLUE HEAD Loose, expressive, in the moment, calm, clear, accurate, on task. It’s what tennis coach Nick Bollettieri calls the ‘centipede effect’. If a centipede had to think about moving all its legs in the right order, it would freeze, the task too complex and daunting. The same is true of humans. Red is what Suvorov called ‘the Dark’. It is that fixated negative content loop of self-judgement, rigidity, aggression, shut down and panic. Blue is what he called ‘the Light’ – a deep calmness in which you are on task, in the zone, on your game, in control and in flow. It applies to the military; it applies to sport; it applies to business. In the heat of battle, the difference between the inhibitions of the Red and the freedom of Blue is the manner in which we control our attention. It works like this: where we direct our mind is where our thoughts will take us; our thoughts create an emotion; the emotion defines our behaviour; our behaviour defines our performance. So, simply, if we can control our attention, and therefore our thoughts, we can manage our emotions and enhance our performance.

There’s a cure for aging that no one talks about. It’s called learning. In my mind, as long as you learn something new each day, stretch your personal frontiers and improve the way you think, you cannot grow old. Aging only happens to people who lose their lust for getting better and disconnect from their natural base of curiosity. “Every three or four years I pick a new subject. It may be Japanese art; it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. So for more than 60 years I have kept studying one subject at a time,” said Peter Drucker, the father of modern management who lived

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

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

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.

It was history’s first co-operative international scientific venture, and almost everywhere it ran into problems. Many observers were waylaid by war, sickness or shipwreck. Others made their destinations but opened their crates to find equipment broken or warped by tropical heat. Once again the French seemed fated to provide the most memorably unlucky participants. Jean Chappe spent months travelling to Siberia by coach, boat and sleigh, nursing his delicate instruments over every perilous bump, only to find the last vital stretch blocked by swollen rivers, the result of unusually heavy spring rains, which the locals were swift to blame on him after they saw him pointing strange instruments at the sky. Chappe managed to escape with his life, but with no useful measurements. Unluckier

Most of this fixation was easy to explain. Brady was a midfield player, a passer, and Arsenal haven’t really had one since he left. It might surprise those who have a rudimentary grasp of the rules of the game to learn that a First Division football team can try to play football without a player who can pass the ball, but it no longer surprises the rest of us: passing went out of fashion just after silk scarves and just before inflatable bananas. Managers, coaches and therefore players now favour alternative methods of moving the ball from one part of the field to another, the chief of which is a sort of wall of muscle strung across the half-way line in order to deflect the ball in the general direction of the forwards. Most, indeed all, football fans regret this. I think I can speak for all of us when I say that we used to like passing, that we felt that on the whole it was a good thing. It was nice to watch, football’s prettiest accessory (a good player could pass to a team-mate we hadn’t seen, or find an angle we wouldn’t have thought of, so there was a pleasing geometry to it), but managers seemed to feel that it was a lot of trouble, and therefore stopped bothering to produce any players who could do it. There are still a couple of passers in England, but then, there are still a number of blacksmiths.

What does a camel love? I would guess nothing in the world. Not the sand that scours her, or the sun that bakes her, or the water she drinks like a teetotaler. Not sitting down, blinking her lashes like a starlet. Not standing up, moaning in indignant fury as she manages her adolescent limbs. Not her fellow camels, to whom she shows the disdain of an heiress forced to fly coach. Not the humans who have enslaved her. Not the oceanic monotony of the dunes. Not the flavorless grass she chews, then chews again, then again, in a sullen struggle of digestion. Not the hellish day. Not the heavenly night. Not sunset. Not sunrise. Not the sun or the moon or the stars. And surely not the heavy American, a few pounds overweight but not bad for his age, taller than most and top heavy, tipping from side to side as she carries this human, this Arthur Less, pointlessly across the Sahara.

They were childless—Dan Needham suggested that their sexual roles might be so “reversed” as to make childbearing difficult—and their attendance at Little League games was marked by a constant disapproval of the sport: that little girls were not allowed to play in the Little League was an example of sexual stereotyping that exercised the Dowlings’ humorlessness and fury. Should they have a daughter, they warned, she would play in the Little League. They were a couple with a theme—sadly, it was their only theme, and a small theme, and they overplayed it, but a young couple with such a burning mission was quite interesting to the generally slow, accepting types who were more typical in Gravesend. Mr. Chickering, our fat coach and manager, lived in dread of the day the Dowlings might produce a daughter. Mr. Chickering was of the old school—he believed that only boys should play baseball, and that girls should watch them play, or else play soft-ball.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

Doudna deeply enjoyed being a bench scientist, a researcher who gets to the lab early, puts on latex gloves and a white coat, and begins working with pipettes and Petri dishes. For the first few years after setting up her lab at Berkeley, she was able to work at the bench half her time. “I didn’t want to give that up,” she says. “I think I was a pretty good experimenter. That’s how my mind works. I can see experiments in my mind, especially when I am working myself.” But by 2009, after her return from Genentech, Doudna realized that she had to spend more time cultivating her lab rather than her bacterial cultures. This transition from player to coach happens in many fields. Writers become editors, engineers become managers. When bench scientists become lab heads their new managerial duties include hiring the right young researchers, mentoring them, going over their results, suggesting new experiments, and offering up the insights that come from having been there.

We live in a world in which everything seems to needed now and working quickly is normally viewed as a positive attribute in the workplace...Do not let yourself become too frazzled and stressed by doing everything at high speed. As I have coached hundreds of individuals in the workplace, I have discovered that we waste precious time by delaying and procrastinating. We might know that the work is very urgent and important but we still might find ourselves being slow to start the task.

In addition to regular stand-ups with squads, product owners, IT-area leads, and chapter leads, the tribe lead also regularly visits the squads to ask questions—not the traditional questions like “Why isn’t this getting done?” but, rather, “Help me better understand the problems you’re encountering,” “Help me see what you’re learning,” and “What can I do to better support you and the team?” This kind of coaching behavior does not come easily to some leaders and managers. It takes real effort,

What is the most beautiful place you’ve ever seen?” Dragging his gaze from the beauty of the gardens, Ian looked down at the beauty beside him. “Any place,” he said huskily, “were you are.” He saw the becoming flush of embarrassed pleasure that pinkened her cheeks, but when she spoke her voice was rueful. “You don’t have to say such things to me, you know-I’ll keep our bargain.” “I know you will,” he said, trying not to overwhelm her with avowals of love she wouldn’t yet believe. With a grin he added, “Besides, as it turned out after our bargaining session, I’m the one who’s governed by all the conditions, not you.” Her sideways glance was filled with laughter. “You were much too lenient at times, you know. Toward the end I was asking for concessions just to see how far you’d go.” Ian, who had been multiplying his fortune for the last four years by buying shipping and import-export companies, as well as sundry others, was regarded as an extremely tough negotiator. He heard her announcement with a smile of genuine surprise. “You gave me the impression that every single concession was of paramount importance to you, and that if I didn’t agree, you might call the whole thing off.” She nodded with satisfaction. “I rather thought that was how I ought to do it. Why are you laughing?” “Because,” he admitted, chuckling, “obviously I was not in my best form yesterday. In addition to completely misreading your feelings, I managed to buy a house on Promenade Street for which I will undoubtedly pay five times its worth.” “Oh, I don’t think so,” she said, and, as if she was embarrassed and needed a way to avoid meeting his gaze, she reached up and pulled a leaf off an overhanging branch. In a voice of careful nonchalance, she explained, “In matters of bargaining, I believe in being reasonable, but my uncle would assuredly have tried to cheat you. He’s perfectly dreadful about money.” Ian nodded, remembering the fortune Julius Cameron had gouged out of him in order to sign the betrothal agreement. “And so,” she admitted, uneasily studying the azure-blue sky with feigned absorption, “I sent him a note after you left itemizing all the repairs that were needed at the house. I told him it was in poor condition and absolutely in need of complete redecoration.” “And?” “And I told him you would consider paying a fair price for the house, but not one shilling more, because it needed all that.” “And?” Ian prodded. “He has agreed to sell it for that figure.” Ian’s mirth exploded in shouts of laughter. Snatching her into his arms, he waited until he could finally catch his breath, then he tipped her face up to his. “Elizabeth,” he said tenderly, “if you change your mind about marrying me, promise me you’ll never represent the opposition at the bargaining table. I swear to God, I’d be lost.” The temptation to kiss her was almost overwhelming, but the Townsende coach with its ducal crest was in the drive, and he had no idea where their chaperones might be. Elizabeth noticed the coach, too, and started toward the house. "About the gowns," she said, stopping suddenly and looking up at him with an intensely earnest expression on her beautiful face. "I meant to thank you for your generosity as soon as you arrived, but I was so happy to-that is-" She realized she'd been about to blurt out that she was happy to see him, and she was so flustered by having admitted aloud what she hadn't admitted to herself that she completely lost her thought. "Go on," Ian invited in a husky voice. "You were so happy to see me that you-" "I forgot," she admitted lamely.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

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?

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

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

The Coach’s head was oblong with tiny slits that served as eyes, which drifted in tides slowly inward, as though the face itself were the sea or, in fact, a soup of macromolecules through which objects might drift, leaving in their wake, ripples of nothingness. The eyes—they floated adrift like land masses before locking in symmetrically at seemingly prescribed positions off-center, while managing to be so closely drawn into the very middle of the face section that it might have seemed unnecessary for there to have been two eyes when, quite likely, one would easily have sufficed. These aimless, floating eyes were not the Coach’s only distinctive feature—for, in fact, connected to the interior of each eyelid by a web-like layer of rubbery pink tissue was a kind of snout which, unlike the eyes, remained fixed in its position among the tides of the face, arcing narrowly inward at the edges of its sharp extremities into a serrated beak-like projection that hooked downward at its tip, in a fashion similar to that of a falcon’s beak. This snout—or beak, rather—was, in fact, so long and came to such a fine point that as the eyes swirled through the soup of macromolecules that comprised the man’s face, it almost appeared—due to the seeming thinness of the pink tissue—that the eyes functioned as kinds of optical tether balls that moved synchronously across the face like mirror images of one another. 'I wore my lizard mask as I entered the tram, last evening, and people found me fearless,' the Coach remarked, enunciating each word carefully through the hollow clack-clacking sound of his beak, as its edges clapped together. 'I might have exchanged it for that of an ox and then thought better. A lizard goes best with scales, don’t you think?' Bunnu nodded as he quietly wondered how the Coach could manage to fit that phallic monstrosity of a beak into any kind of mask, unless, in fact, this disguise of which he spoke, had been specially designed for his face and divided into sections in such a way that they could be readily attached to different areas—as though one were assembling a new face—in overlapping layers, so as to veil, or perhaps even amplify certain distinguishable features. All the same, in doing so, one could only imagine this lizard mask to be enormous to the extent that it would be disproportionate with the rest of the Coach’s body. But then, there were ways to mask space, as well—to bend light, perhaps, to create the illusion that something was perceptibly larger or smaller, wider or narrower, rounder or more linear than it was in actuality. That is to say, any form of prosthesis designed for the purposes of affecting remedial space might, for example, have had the capability of creating the appearance of a gap of void in occupied space. An ornament hangs from the chin, let’s say, as an accessory meant to contour smoothly inward what might otherwise appear to be hanging jowls. This surely wouldn’t be the exact use that the Coach would have for such a device—as he had no jowls to speak of—though he could certainly see the benefit of the accessory’s ingenuity. This being said, the lizard mask might have appeared natural rather than disproportionate given the right set of circumstances. Whatever the case, there was no way of even knowing if the Coach wasn’t, in fact, already wearing a mask, at this very moment, rendering Bunnu’s initial appraisal of his character—as determined by a rudimentary physiognomic analysis of his features—a matter now subject to doubt. And thus, any conjecture that could be made with respect to the dimensions or components of a lizard mask—not to speak of the motives of its wearer—seemed not only impractical, but also irrelevant at this point in time.

We have to find a way to push them together,” Minerva said. “You know perfectly well that if Oliver marries, Gran will forget this ridiculous idea of hers about the rest of us marrying. She just wants him to produce an heir” Hetty’s eyebrows shot high. Her granddaughter had a big surprise coming down the road. “And you’re willing to throw him under the wheels of the coach to save yourself, is that it?” Jarret quipped. “No!” Her voice softened. “You and I both know he needs someone to drag him out of himself. Or he’s just going to get scarier as he gets older.” She paused. “Did you tell him about Miss Butterfield’s being an heiress?” That certainly arrested Hetty’s attention. She hadn’t dreamed that the girl had money. “Yes, but I fear that might have been a mistake-when I suggested that he marry her for her fortune, he got angry.” Of course he got angry, you fool, Hetty thought with a roll of her eyes. Honestly, did her grandson know nothing about his brother? “For goodness sake, Jarret, you weren’t supposed to suggest that. You were supposed to get him concerned that she might fall prey to fortune hunters.” At least Minerva had a brain. “Damn,” Jarret said. “Then I probably shouldn’t have exaggerated the amount.” “Oh, Lord.” Minerva sighed. “By how much?” “I kind of…tripled it.” Minerva released an unladylike oath. “Why did you do that? Now he won’t go near her. Haven’t you noticed how much he hates talk of marrying for money?” “Men say things like that, but in the end they’re practical.” “Not Oliver! You’ve just ruined everything!” “Don’t be so dramatic,” Jarret said. “Besides, I have a plan-I laid the seeds for it before I even left Oliver’s study. Come, let’s go talk to the others. It will take all of us working together.” His voice receded as the two of them apparently left the room. “If we merely…” Hetty strained to hear, but she lost the thread of the conversation. Not that it mattered. A smile tugged at her mouth. It appeared she would not have to carry off this match alone. All she need do was sit back and watch Jarret work on Oliver. In the meantime, she would let Minerva go on thinking that finding Oliver a wife would solve their dilemma. That would spur the girl to try harder. In the end, it didn’t matter why or how they managed it, as long as they did. Thank God her grandchildren had inherited her capacity for scheming. It made her proud. So Oliver thought he was going to get around her this time, did he? Well, he was in for a shock. This time he had more than just her to worry about. And with every one of the Sharpe children on Miss Butterfield’s side? She laughed. Poor Oliver didn’t stand a chance.

Mrs. Harris’s coach should be here any minute. I trek toward the curb, but just as I reach it, the latch on my bag drops open again, and the contents spill into the snow. Cursing, I bend to retrieve my things, but a violent gale whips me backward into the slush, snatching petticoats, chemises, and knickers into the air. “No!” I cry, scrambling after my clothes and stuffing them one by one back into my bag, glancing over my shoulder to make sure no one has caught a glimpse of my underthings dancing across the street. A man snores on a stoop nearby, but no one else is out. Relieved, I scuttle through the snow, jamming skirts and books and socks into the bag and gritting my teeth as the wind burns my ears. A clatter of hooves breaks through the howling tempest, and I catch sight of a cab headed my way. My stomach clenches as I snap my bag closed once more. That must be Mrs. Harris’s coach. I’m really going to do this. But as I make my way toward it, a white ghost of fabric darts in front of me. My eyes widen. I missed a pair of knickers. Panic jolting through my every limb, I sprint after it, but the wind is too quick. My underclothes gust right into the carriage door, twisting against its handle as the cab eases to a stop. I’m almost to it, fingers reaching, when the door snaps open and a boy about my age steps out. “Miss Whitlock?” he asks, his voice so quiet I almost don’t hear it over the wind. Trying not to draw attention to the undergarments knotted on the door just inches from his hand, I give him a stiff nod. “Yes, sir, that’s me.” “Let me get your things,” he says, stepping into the snow and reaching for my handbag. “Uh—it’s broken, so I’d—I’d better keep it,” I mumble, praying he can’t feel the heat of my blush from where he is. “Very well, then.” He turns back toward the coach and stops. Artist, no. My heart drops to my shoes. “Oh…” He reaches toward the fabric knotted tightly in the latch. “Is…this yours?” Death would be a mercy right about now. I swallow hard. “Um, yes.” He glances at me, and blood floods my neck. “I mean, no! I’ve never seen those before in my life!” He stares at me a long moment. “I…” I lurch past him and yank at the knickers. The fabric tears, and the sound of it is so loud I’m certain everyone in the world must have heard it. “Here, why don’t I—” He reaches out to help detangle the fabric from the door. “No, no, no, I’ve got it just fine,” I say, leaping in front of him and tugging on the knot with shaking hands. Why. Why, why, why, why, why? Finally succeeding at freeing the knickers, I make to shove them back into my bag, but another gust of wind rips them from my grasp. The boy and I both stare after them as they dart into the sky, spreading out like a kite so that every damn stitch is visible. He clears his throat. “Should we—ah—go after them?” “No,” I say faintly. “I—I think I’ll manage without…

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

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.