Nick Saban Quotes

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

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.

Great leaders are not always popular.

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

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.

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

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.

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.

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.

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.

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.

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

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.

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

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.

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

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.

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

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.

The reason why we strive for certain things is because it is difficult and hard, and the journey of overcoming them is what makes the achievement so special.