Overall Champion Quotes

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Mental toughness can be demonstrated at a particular moment in time or over the long term, as in your overall career success. Doing the thing that is hard over and over again is like depositing money in your inner-strength bank account.
Jim Afremow (The Champion's Mind: How Great Athletes Think, Train, and Thrive)
On television and on the front pages of the major newspapers, Trump clearly seemed to be losing the election. Each new woman who came forward with charges of misbehavior became a focal point of coverage, coupled with Trump’s furious reaction, his ever darkening speeches, and the accompanying suggestion that they were dog whistles aimed at racists and anti-Semites. “Trump’s remarks,” one Washington Post story explained, summing up the media’s outlook, “were laced with the kind of global conspiracies and invective common in the writings of the alternative-right, white-nationalist activists who see him as their champion. Some critics also heard echoes of historical anti-Semitic slurs in Trump’s allegations that Clinton ‘meets in secret with international banks to plot the destruction of U.S. sovereignty’ and that media and financial elites were part of a soulless cabal.” This outlook, which Clinton’s campaign shared, gave little consideration to the possibility that voters might be angry at large banks, international organizations, and media and financial elites for reasons other than their basest prejudices. This was the axis on which Bannon’s nationalist politics hinged: the belief that, as Marine Le Pen put it, “the dividing line is [no longer] between left and right but globalists and patriots.” Even as he lashed out at his accusers and threatened to jail Clinton, Trump’s late-campaign speeches put his own stamp on this idea. As he told one rally: “There is no global anthem, no global currency, no certificate of global citizenship. From now on, it’s going to be ‘America first.’” Anyone steeped in Guénon’s Traditionalism would recognize the terrifying specter Trump conjured of marauding immigrants, Muslim terrorists, and the collapse of national sovereignty and identity as the descent of a Dark Age—the Kali Yuga. For the millions who were not familiar with it, Trump’s apocalyptic speeches came across as a particularly forceful expression of his conviction that he understood their deep dissatisfaction with the political status quo and could bring about a rapid renewal. Whether it was a result of Trump’s apocalyptic turn, disgust at the Clintons, or simply accuser fatigue—it was likely a combination of all three—the pattern of slippage in the wake of negative news was less pronounced in Trump’s internal surveys in mid-October. Overall, he still trailed. But the data were noisy. In some states (Indiana, New Hampshire, Arizona) his support eroded, but in others (Florida, Ohio, Michigan) it actually improved. When Trump held his own at the third and final debate on October 19, the numbers inched up further. The movement was clear enough that Nate Silver and other statistical mavens began to take note of it. “Is the Presidential Race Tightening?” he asked in the title of an October 26 article. Citing Trump’s rising favorability numbers among Republicans and red-state trend lines, he cautiously concluded that probably it was. By November 1, he had no doubt. “Yes, Donald Trump Has a Path to Victory” read the headline for his column that day, in which he
Joshua Green (Devil's Bargain: Steve Bannon, Donald Trump, and the Storming of the Presidency)
in a difficult market environment, profits will be smaller than normal and losses will be larger; downside gaps will be more common, and you will likely experience greater slippage. The smart way to handle this is to do the following: Tighten up stop-losses. If you normally cut losses at 7 to 8 percent, cut them at 5 to 6 percent. Settle for smaller profits. If you normally take profits of 15 to 20 percent on average, take profits at 10 to 12 percent. If you’re trading with the use of leverage, get off margin immediately. Reduce your exposure with regard to your position sizes as well as your overall capital commitment. Once you see your batting average and reward/risk profile improve, you can start to extend your parameters gradually back to normal levels.
Mark Minervini (Think & Trade Like a Champion: The Secrets, Rules & Blunt Truths of a Stock Market Wizard)
Attitude is everything. Of course there will be hard moments on the way. Of course there will be moments when you have to do things you don’t want to do. But you can choose either to see these moments as small blips on the radar of the overall adventure of your life or to focus on them, blow them out of proportion, and make them the entire scope of the landscape. The best thing a champion can do is maximize the good moments and minimize the uncomfortable ones. This is the fastest, best, most fun way to the top.
Scott Hamilton (Finish First: Winning Changes Everything)
It wasn’t as outside as they wanted. Sisler drove it over the left-field fence. The Whiz Kids were going to the 1950 World Series. They lost. The Yankees of Joe DiMaggio, Yogi Berra, Whitey Ford, and Phil Rizzuto swept them in four games. The Yanks had their second consecutive World Series title and thirteenth overall; the Phillies were still looking for their first. They had scored all of four runs while getting swept in the last all-Caucasian World Series. (Mays, Monte Irvin, and Hank Thompson would play for the New York Giants in the 1951 Series.) Still, they rode the train home to a heroes’ welcome at Philadelphia’s Broad Street Station. The Whiz Kids were National League champions, the youngest club in the league, with better years in store, they thought.
Kevin Cook (Ten Innings at Wrigley: The Wildest Ballgame Ever, with Baseball on the Brink)
Work is where we form a sense of identity. It is how we leverage the skills and experience we have gained over the years, and where we can see the results of our efforts. You don’t have to be a champion skier, the CEO of a global corporation, or a rock star for your labors to have personal significance. You just have to connect with your work in a way that provides meaning and a sense of overall purpose.
Mike Walsh (The Algorithmic Leader: How to Be Smart When Machines Are Smarter Than You)
Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks
Michael Gale (The Digital Helix: Transforming Your Organization's DNA to Thrive in the Digital Age)
The living room walls were crowded with trophies for excellence in the martial arts. Hundreds of them. Gleaming first-place cups and championship belts from exhibitions and tournaments all over the United States. Best All-Around. In Recognition of Excellence. Black Belt Master. Over-All Champion. “Don’t worry about this stuff,” I said. “The guy probably bought’m.” Pike said, “Uh-huh.
Robert Crais (Stalking The Angel (Elvis Cole, #2))
Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!
Harry S. Dent (Zero Hour: Turn the Greatest Political and Financial Upheaval in Modern History to Your Advantage)
Overall, laterborns were twice as likely as firstborns to champion major scientific upheavals. “The likelihood of this difference arising by chance is substantially less than one in a billion,” Sulloway observes. “Laterborns have typically been half a century ahead of firstborns in their willingness to endorse radical innovations.” Similar results emerged when he studied thirty-one political revolutions: laterborns were twice as likely as firstborns to support radical changes. As a card-carrying firstborn, I was initially dismayed by these results. But as I learned about birth-order research, I realized that none of these patterns are set in stone. We don’t need to cede originality to laterborn children. By adopting the parenting practices that are typically applied primarily to younger children, we can raise any child to become more original. This chapter examines the family roots of originality. What’s unique about being a younger child, how does family size figure in, and what are the implications for nurture? And how can we account for the cases that don’t fit these patterns—the three only children on the base-stealing list, the firstborns who rebel, and the latterborn who conform? I’ll use birth order as a launching pad for examining the impact of siblings, parents, and role models on our tendencies to take risks. To see why siblings aren’t as alike as we expect them to be, I’ll look at the upbringing of Jackie Robinson and the families of the most original comedians in America. You’ll find out what determines whether children rebel in a constructive or destructive direction, why it’s a mistake to tell children not to cheat, how we praise them ineffectively and read them the wrong books, and what we can learn from the parents of individuals who risked their lives to rescue Jews during the Holocaust.
Adam M. Grant (Originals: How Nonconformists Move the World)