Player And Coach Quotes

He already knew he could coach. All you had to do was look at each of your players and ask yourself: What story does this guy wish someone would tell him about himself? And then you told the guy that story.

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....

A lot of students just don’t understand what’s out there,” she told me, shaking her head. “You have the kids who plan on being baseball players but don’t even play on the high school team because the coach is mean to them.

When everyone believes they are the life coaches, who are the players?

But something magical happened to me when I went to Reardan. Overnight I became a good player. I suppose it had something to do with confidence. I mean, I'd always been the lowest Indian on the reservation totem pole - I wasn't expected to be good so I wasn't. But in Reardan, my coach and the other players wanted me to be good. They needed me to be good. They expected me to be good. And so I became good. I wanted to live up to the expectations. I guess that's what it comes down to. The power of expectations. And as they expected more of me, I expected more of myself, and it just grew and grew.

A coach’s primary function should be not to make better players, but to make better people.

...if I let him walk away now, we'll forever be a "just"; Just hockey player and skating coach. Just music swappers. Just friends. A not-quite-almost whose time passed through as quickly as the train, fading into the distance before it even had a real chance at staying, at becoming something more, because I didn't speak up.

I’m not sure why you are playing hard to get,” he breathed, his lips so close to my skin that I fought hard not to shudder. “You shouldn’t try to play games with me because I’m not a player. I’m the coach.

Coaching doesn’t start with X’s and O’s. It starts with believing that players win games and coaches win players.

That was what made the story so epic: the player, the hero, had to suffer mightily en route to his final triumph. Schwartz knew that people loved to suffer, as long as the suffering made sense. Everybody suffered. The key was to choose the form of your suffering. Most people couldn't do this alone; they needed a coach. A good coach made you suffer in a way that suited you. A bad coach made everyone suffer in the same way, and so was more like a torturer.

You promised to be on your best behavior,” I reminded him, breathless. “You kissed me,” he growled. His voice had gone very deep. “Well, but you started it by kissing my neck.” “True. I hadn't planned that.” His sultry voice, paired with those blazing eyes, told me I needed to get away from him. I hurried to the end of the bed, where I jumped off and began to pace back and forth, yanking out my loose hairband and pulling my hair back into a tight ponytail. I tried hard not to think about the taste of his lips. I'd had my first kiss, and I'd never be the same. “Why did you stop?” he asked. “Because you were moving on to other things.” He scratched his chin and cheek. “Hmm, moved too quickly. Rookie mistake.” I crossed my arms again, watching him speculate internally like a coach outlining a play that had gone wrong. Incredible. Then he sized me up in his sights again. “But I can see you still want me.” I gave him my meanest stare, but it was hard to look at him. Gosh, he was hot! And a total player. The kiss meant nothing to him. “Oh,” he said with mock sadness, “there it goes. Mad instead? Well, sort of. You can't seem to muster a really good anger—” “Stop it!” “Sorry, was I saying that out loud?” “I can read people, too, you know. Well, not you, but at least I have the decency to try not to notice, to give them some sort of emotional privacy!” “Yes, how very decent of you.” He hadn't moved from his languid position on my bed. I leaned forward, grabbing a pillow and throwing it at him. “Pillow fight?” He raised an eyebrow. “Get off my bed. Please. I'm ready to go to sleep.

In a world full of game players, the only way to set yourself apart is to be a game changer.

Every disadvantage has its advantage.

what they don't tell you about self-care, that it can make you feel like you are the coach, the captain, & every.other.player. oh, & the mascot. it can make you feel especially like the mascot.

David drives back to Björnstad. Sits in the car and cries in anger. He is ashamed. He is disgusted. With himself. For an entire hockey life he has trained a boy, loved him like a son, been loved back as a father. There is no player as loyal as Benji. No bigger heart than his. How many times has David hugged number sixteen after a game and told him that? "You are the bravest bastard I know, Benji." The bravest bastard I know. " And after all those hours in locker rooms, all those nights in the bus, all the conversations and blood, sweat and tears, the boy didn't dare tell his coach his greatest secret. It's a betrayal, David knows it's a terrible betrayal. There is no other way to explain how much a grown man must have failed for such a warrior of a boy to make him think his coach would be less proud of him if he was gay. David hates himself for not being better than his father. For that is a son's job.

I need people who look at adversity as a challenge and failure as a learning opportunity.

I begin to call Morrie “Coach,” the way I used to address my high school track coach. Morrie likes the nickname. “Coach,” he says. “All right, I’ll be your coach. And you can be my player. You can play all the lovely parts of life that I’m too old for now.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

You shouldn’t try to play games with me because I’m not a player, I’m the coach.” ~ Cane

I should be a coach, because when my players win, I win. But when my players lose, what a bunch of losers and hey, don’t blame me, because I wasn’t playing.

There are people who are team players and really care about the company. When they speak up, it matters a lot to me because I know they are coming from the right place.

Rosenfeld runs the metropolitan staff, the Post's largest, like a football coach. He prods his players, letting them know that he has promised the front office results, pleading, yelling, cajoling, pacing, working his facial expressions for instant effects - anger, satisfaction, concern. -- Carl Bernstein, Bob Woodward

Life is full of all sorts of setbacks and twists and turns and disappointments. The character of this team will be how well you will come back from this letdown, this defeat. You could still be a great team and you can still accomplish great things as football players but it's going to take a real resolve to do it." -Coach Ladouceur

In Missoula, Grizzly football exists in a realm apart, where there is a pervasive sense of entitlement. University of Montana fans, coaches, players, and their lawyers expect, and often receive, special dispensation.

If you define yourself by the title of coach or boss, you’ll never earn real trust from your players or employees.

Not only does this rule inconvenience players, it creates a highly avoidable rift among the coaches. Groupism and favouritism are the inevitable consequences of it. The

Morrie likes the nickname. "Coach," he says. "All right, I'll be your coach. And you can be my player. You can play all the lovely parts of life that I'm too old for now.

Players grunt, coaches yell, and pads and helmets crack, creating a frightening symphony of future early-onset dementia.

It doesn’t matter how old you are or what you think you’ve accomplished. You don’t know everything. If you let your success harden into stubbornness, you may actually know less as the years go on. You get stupider because you stop listening. Nobody can tell you anything.

PICK THE RIGHT PLAYERS THE TOP CHARACTERISTICS TO LOOK FOR ARE SMARTS AND HEARTS: THE ABILITY TO LEARN FAST, A WILLINGNESS TO WORK HARD, INTEGRITY, GRIT, EMPATHY, AND A TEAM-FIRST ATTITUDE.

If a pro ball player stays up the night before a game, playing video games or watching TV, the other players would kick his tail, the coach would fine him, and that nonsense would stop immediately.

Victories are a byproduct of a larger vision. It begins with a question: How much do we owe one another? Each coach's and player's individual answer is one of the building blocks of The Streak. De La Salle separates itself from the competition because everyone from the head coach to the least accomplished player on the roster is willing to make the sacrifices necessary to be their absolute best.

The process begins during the off-season program, when players spend countless hours together and become heavily invested in the season before it even starts. It continues during these weekly meetings, when players stand and deliver heartfelt testimonials. You can't play for Ladouceur unless you're willing to stand in front of your teammates and bare your soul. You can't play unless you're willing to cry.

I heard Coach Downs never started freshman," he told us. "Well that's not how it is with me. I play the best players, period. If you're a junior with three letters on your jacket, and you shave twice a day, and some smooth-faced freshman whips your ass in practice, then your collecting splinters while he's playing. Understood? Coach Carlson

Hey, ass-hats!” We bolt to our feet when Coach Jensen’s commanding voice snaps toward the bleachers. Our fearless leader—the only Briar faculty member who can get away with calling students “ass-hats”—glares at us from the ice. “Is there a reason your lazy asses are up in those seats when you should all be in the weight room?” he booms. “Quit stalking my practice!” Then he turns to scowl at the trio of freshmen who are snickering behind their gloves. “What’re you ladies laughing at? Hustle!” The players speed forward as if the ice behind them is cracking to pieces. Up in the stands, the guys and I hustle just as fast.

Overnight, I became a good player. I suppose it had something to do with confidence. I mean, I'd always been the lowest Indian on the reservation totem pole - I wasn't expected to be good so I wasn't. But in Reardan, my coach and the other players wanted me to be good. They needed me to be good. They expected me to be good. And so I became good. I wanted to live up to expectations. I guess that's what it comes down to. The power of expectations.

I truly believe that success is determined not on Friday nights during games but rather in practice away from the lights and glimmer where coaches and players only have each other, their sweat, their discipline and their loyalty to each other. It is at practice where the boys of America become men through hard work, dedication and perseverance.

Strategy is important. Execution is imperative. However, the most overlooked aspect in team sports, and what most coaches and leaders fail to grasp, is the fact that it is your culture that will determine whether your strategy works and is sustainable. It is the culture you create that is going to determine whether your players perform and execute.

Football Coaches do play football matches; their attitudes toward the game in times of tendencies of losing can cause a change in the scores of the games they monitor and mentor!

Players are people, not horses. You don’t handle them. You work with them, you coach them, you teach them, and, maybe most important, you listen to them.

a year in a young man’s life is not forgotten by him or his family, and it may set the trajectory for the rest of his life.

They knew we cared about them individually. I believe that gave them an even greater ability to care about each other—to be fully invested as teammates.

Teenage boys fall in love with girls who have blond hair and blue eyes. Basketball coaches fall in love with players who have a cerebral court sense and a great jump shot.

Though the legs of a football coach are never so active on the field of play during playing time, his mind is the best or worst player on the pitch!

A touring pro who sticks with the same coach gains clarity and stability in his golf game. A player who flits from coach to coach often winds up confused.

Keep note of the times when they give up things, and when they are excited for someone else’s success. Sundar notes that “sometimes decisions come up and people have to give up things. I overindex on those signals when people give something up.* And also when someone is excited because something else is working well in the company. It isn’t related to them, but they are excited. I watch for that. Like when you see a player on the bench cheering for someone else on the team, like Steph Curry jumping up and down when Kevin Durant hits a big shot. You can’t fake that.

Regardless of how liberal Massachusetts may seem, the Celtics were totally GOP. Like Thomas Jefferson, K. C. Jones did not believe in a strong central government: The Celtic players mostly coached themselves. They practiced when they felt like practicing and pulled themselves out of games when they deemed it appropriate, and they wanted to avoid anything taxing. They wanted to avoid taxes. And they excelled by attacking the world in the same way they had been raised to understand it: You pick-and-roll, you throw the bounce pass, you make your free throws. If it worked in the 1950s, it can work now.

What if my job as a coach isn’t so much to force or coerce performance as it is to create situations where players develop the confidence to set their talents free and pursue their potential to its full extent?

Dear Jamie, You tried to tell me about an issue with your co-coach and homophobic language, but I didn’t listen as well as I should have. I’m truly sorry. Our policy is unambiguous—no employer or player should have to put up with discriminatory language or a hostile work environment. Please allow me to help you do now what I should have helped you do then. Attached is the form for filing a complaint. As soon as you feel well enough to do so, fill it out so that we can properly investigate your complaint. I’ve learned a difficult lesson this week, and I’d like to amend my previous response to your inquiry. Sincerely, Bill Braddock

It is not a question of 4-4-2 or 4-2-1-3, it is a question of having a team which is ordered, in which the players are connected to one another, which moves together, as if it was a single player.” (Arrigo Sacchi)

I remain convinced to this day that compassion like that—sincerely caring for your players and maintaining an active interest in their lives, concerns, and motivations—is one of the most important qualities a coach can have.

Coach wastes no time delivering one of his brief, post-game speeches. As usual, it sounds like he’s talking in point form. “We lost. It feels shitty. Don’t let it get to you. Just means we work harder during practice and bring it harder for the next game.” He nods at everyone, then stalks out the door. I’d think he was pissed at us, if not for the fact that his victory speeches more or less go the same way—“We won. It feels great. Don’t let it go to your head. We work just as hard during practice and we win more games.” If any of our freshman players are expecting Coach to deliver epic motivational speeches a la Kurt Russell in Miracle, they’re in for a grave disappointment.

I offered my most enticing smile, the one I’d been perfecting for years. Sincere and encouraging, it brimmed with counterfeit confidence. My smile had earned me forgiveness when I deserved none, a seat in first class though I’d only paid for coach.

But a Christ who is all grace cannot stir the masculine soul. Deep down, men long for a harsh affection—the love of a coach who yells at his players to get every ounce of effort; the love of a drill sergeant who pushes his recruits to the limits of human endurance; the love of a teacher who demands the impossible from his students. As Western society feminizes, it’s getting harder for men to find this kind of love. The Lion of Judah offers harsh father-love in abundance—yet he’s becoming an endangered species in the modern church.

Clare offered a half-hearted suggestion. “Well, there are coaches I know who do one-on-one counseling.” Bobby shook his head. “No, that doesn't usually work. It takes months and only isolates people. It seems like most of them just use it to prepare for their next job.

The largest culture shock was being Black in this atmosphere. We had white coaches, and they wanted the Black players to be the embodiment of who they were. They would tell us to wear our pants or shoes a certain way; this is what it meant to “be a man.” They thought our path to manhood was to be found in skinny jeans and a tucked-in shirt. (Although now Migos, getting “Bad and Boujee,” has all kinds of young players dressing like that by choice. Go figure.) But they never understood or tried to understand us. They projected their morals and thought processes onto young Black men without figuring out who we were. This struck me as a recipe for our continually being misunderstood, misguided, and misjudged, ingredients for disaster and rebellion, or at the very least for stress and self-destruction and the creation of the very PTSD that afflicts players when it’s all over.

Understatement has become part of the tradition. A proposal to build a history room to house the football team's memorabilia was immediately shelved when many former players complained. What makes this program so special is what you carry in your heart, they argued, not what you hang on the wall.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams

In most sports, coaches can be seen pacing the sidelines, cheering, hooting and hollering at their players. By contrast, chess players have an invisible army at work, tucked away from public view, putting their sleep and often their own careers on hold, and grinding in bottomless hours of preparatory work.

Our facility is state of the art. There are half a dozen big cozy offices that Chad Jensen could’ve parked his ass in, but for some reason he chose this modest office tucked away near the laundry room. I knock on the door, only opening it when I hear Coach’s gruff, “Get in here.” The last player who waltzed in without knocking got a tongue-lashing that the rest of us could hear all the way from the showers. I like to think Coach uses the office to jack off and that’s why he insists on privacy. Logan hypothesizes that he has a secret office family that’s only allowed to venture out in the wee hours of the night. Logan is an idiot.

We wanted you to achieve the greatest osteomancy you were capable of." "What if I wanted to be a professional baseball player?" "Then we would have found you the best coaches and bought you a really good mitt. Did you want to be a professional baseball player?" "Naw. I got hit in the eye with a ball once and set it on fire.

Now, granted, Howard doesn't fit the conventional psychological profile of a rebounder - that of the no-nonsense, utilitarian "dirty work" specialist. Rather, this is a guy who sings Beyoncé at the free throw line, who quotes not Scarface but Finding Nemo, whose idea of humor is ordering 10 pizzas to be delivered to another player's hotel room, or knocking on teammates' doors and sprinting off down the hall, giggling. He goofs around during practice, during press conferences and during team shootarounds, for which Magic coach Stan Van Gundy has had to institute a no-flatulence rule because, as teammate Rashard Lewis says, "Dwight really likes to cut the cheese.

If you strut around like peacocks-I'm a De La Salle football player-you're going to struggle. Get that out of your heads. You have to earn that, and you earn it week to week with consistency, mental toughness, focus, the grind and the grittiness of it. I don't know if you're earning it or not. We'll find out in the game... -Coach Ladouceur

Make the Leader Occasionally Disappear: Several leaders of successful groups have the habit of leaving the group alone at key moments. One of the best at this is Gregg Popovich. Most NBA teams run time-outs according to a choreographed protocol: First the coaches huddle as a group for a few seconds to settle on a message, then they walk over to the bench to deliver that message to the players. However, during about one time-out a month, the Spurs coaches huddle for a time-out…and then never walk over to the players. The players sit on the bench, waiting for Popovich to show up. Then, as they belatedly realize he isn’t coming, they take charge, start talking among themselves, and figure out a plan.

If any one premise typifies my teams in all the years I've coached, it is this concept. Often as a player, I'd tell myself, "I may play someone better than I am, but I'll never run against one who is going to be in better condition" And I never played against a man in my life I felt was in better shape, and Lambert often cited me as an example of top conditioning.

The cool thing about Bench was that he didn’t seem to care that he wasn’t very good; he just enjoyed being a part of the team. The other players didn’t mind having him around because he was a nice guy (who also never threatened to replace them), and the coaches liked him because he was an A student and never complained. Bench was BMS’s poster boy for student athletes;

The crowd started going crazy. Like even crazier than when Romeo got up from the hit. I was clinging to the railing, wondering if I would like prison, when Ivy sighed. "I swear. You have all the luck." Confused, I glanced around. Romeo was jogging toward us, helmet in his hands. Quickly, I glanced at the big screen and it was showing a wide shot of me clinging onto the rails and him running toward us. When he arrived, he slapped the guard on his back and said something in his ear. The guard looked at me and grinned and then walked away. Romeo stepped up to where I was. At the height I was at one the railing, for once I was taller than him. "You're killing me, Smalls," he said. "I had to interrupt a championship game to keep you from going to the slammer." "I was worried. You didn't get up." "And so you were just going to march out on the field and what?" God, he looked so… so incredible right then. His uniform stretched out over his wide shoulders and narrow waist. The pads strapped to his body made him look even stronger. He had grass stains on his knees, sweat in his hair, and ornery laughter in his sparkling blue eyes. I swear I'd never seen anyone equal parts of to-die-for good looks and boy-next-door troublemaker. "I was going to come out there and kiss it and make it better." He threw back his head and laughed, and the stadium erupted once more. I was aware that every moment between us was being broadcast like some reality TV show, but for once, I didn't care how many people were staring. This was our moment. And I was so damn happy he wasn't hurt. "So you're okay, then?" I asked. "Takes a lot more than a shady illegal attack to keep me down." Behind him, the players were getting back to the game, rushing out onto the field, and the coach was yelling out orders. "I'll just go back to my seat, then," I said. He rushed forward and grabbed me off the railing. The crown cheered when he slid me down his body and pressed his lips to mine. It wasn't a chaste kiss. It was the kind of kiss that made me blush when I watched it on TV. But I kissed him back anyway. I got lost in him. When he pulled back, I said, "By the way, You're totally kicking ass out there." He chuckled and put me back on the railing and kept one hand on my butt as I climbed back over. Back in the stands, I gripped the cold metal and gave him a small wave. He'd been walking backward toward his team, but then he changed direction and sprinted toward me. In one graceful leap, he was up on the wall and leaning over the railing. "Love you," he half-growled and pressed a swift kiss to my lips. "Next touchdown's for you.

A favorite concept of mine comes from Henri Nouwen’s book The Wounded Healer. The premise of the book is that as we travel life’s journey from childhood to adulthood we acquire wounds along the way. A wound can be any unresolved social, emotional, relational issue that still impacts our lives. These wounds can be inflicted by negative cultural messages or experiences with parents, peers, or adults with power and authority over us. Unresolved, these wounds can leave us with a sense of deficiency or inferiority. We can let unhealed wounds drive us and risk hurting our players through endless self-serving transactions, or we can heal ourselves and then help heal our players. Nouwen says we have two choices: Either we deny, repress, or dissociate from the wounding and therefore wound others with our unhealed injuries, or we bring healing to our wounds and offer our healed wounds to others to heal and transform their lives. I am a wounded healer and this is the story of my wounds, their healing, and the transformation in coaching that ensued because I chose to process and grieve over my pain instead of hiding it and acting it out.

Covering politics like sports has created a self-reinforcing incentive structure that is not dissimilar to the one the ESPN’S SportsCenter has on the fundamentals of basketball. There is a long-running concern from basketball purists that the fundamentals of the game – passing, defense, and footwork – are eroding. The theory goes that players want to be like the stars they see on SportsCenter. You don’t get on SportsCenter by doing the nitty-gritty work of winning basketball games. The more extreme the play, the more dramatic the showboating and celebrating, the more likely to be a feature in a coveted highlight segment. The reward system benefits the opposite behavior most basketball coaches would like to see in their players. This is the SportsCenter effect.

I used to call players in and sit them down privately and say, “This is the deal.” I find myself doing it less and less, and here’s why: you know when they leave your office, they’re going to lie. You could say ten things and nine of them are “You are greatest in the world at nine things, but you suck going to your left.” They leave and say, “Coach says I suck.” I like to say things right in front of the team about reality. I like to say, This is what you’re doing and this is why it’s costing us, and does anybody have any questions? Because now they have to confront. They can’t go their separate ways and say, “He said …” No. Everybody heard it. And everybody on the team already knows it. They just want someone else to say it. You are just the voice of the team calling out that player—and now that player has to react. They have to either admit it, and fix it, or say everybody else is wrong. And if they do that, they further separate themselves from the team. College kids are still kids and are looking for direction. What gives you the stomach to do it is you know you’re right, and you’re only saying what they already know and believe. —GENO AURIEMMA

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.

Careful in what and how you are learning. Professors specialize in “teaching” knowledge – They do not specialize in organization and application of knowledge. This is often why modern education includes “job placement” for real-world understanding and immersion of what you learn. Listen, you can grow up in Saudi Arabia, or in Kenya, or Bolivia – and study every book available on-line about hockey. But that will NEVER, by itself, lead you to become an adept hockey player or Hockey Coach. Yet, this is exactly the kind of thing going on all across the Fitness Industry, with ‘weekend certifications’ and the like. Knowledge is more than information gathering– and knowledge is NOT power in and of itself. Knowledge and access to it, is merely the “potential for proper and expert application.

Every team needs either a confrontational star player or coach. In San Antonio, Gregg Popovich was that guy and Tim Duncan was not. In Golden State, Draymond Green is the confrontational one; Steve Kerr is not. For us, Phil was not that type of person, so I provided that force. You always have to have that balance and counterbalance, and Phil and I were perfectly suited for each other in that way.

So at my old school,” he said. “There was this kid on the baseball team. People thought, I don’t know. They saw that he went to some website or something.” ... “They made it impossible for him to play. Every day, the found another way to mess with him. Then one Friday after school, they locked him in the storage closet.” He winced, as if remembering and I knew. I knew then. “All night long and the whole next day. A tiny, dark, disgusting airless space. His parents thought he was at the away game and someone told the coaches he was sick, so no one even looked for him. No one knew he was trapped in there.” His chest was heaving and I was remembering how he told me he didn’t used to have claustrophobia and now he did. “He was really good too, probably the best player on the team or could have been. And he didn’t even do anything. The guy just went to these sites and someone saw. Do you get it? Do you get what it would mean for me? The assistant captain? I want to be captain next year so maybe I can graduate early. No scholarship. No nothing. These guys aren’t” - he made finger quotes - “evolved. They’re not from Northern California. They don’t do all-day sits or draw pictures.” The dagger went straight in. “It’s brutal in a locker room.

like the culture developed by Coach Steve Kerr for my beloved Golden State Warriors. Even though he helms a team, Steve believes that having good people is more important that just having good basketball players; he understands that players come and go, but the ethos on the court gets passed down from one game and one season to another. The best teams play together like a family who trust one another to have their back.

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.

The great football coach John Madden was once asked whether he would tolerate a player like Terrell Owens on his team. Owens was both one of the most talented players in the game and one of the biggest jerks. Madden answered, “If you hold the bus for everyone on the team, then you’ll be so late you’ll miss the game, so you can’t do that. The bus must leave on time. However, sometimes you’ll have a player that’s so good that you hold the bus for him, but only him.

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.

The Patriots had picked Brady in the sixth round, and he soon turned out to be one of the two or three best quarterbacks in the League, and absolutely perfect for the Belichick system and for the team's offense. So, as the team continued to make a series of very good calls on other player personnel choices, there was a general tendency to talk about how brilliant Pioli and Belichick were, and to regard Pioli as the best young player personnel man in the League. Just to remind himself not to believe all the hype and that he could readily have screwed up on that draft, Pioli kept on his desk a photo of Brady, along with a photo of the team's fifth-round traft choice, the man he had taken ahead of Brady: Dave Stachelski. He was a Tight End from Boise State who never a played a down for New England. Stachelski was taken with the 141st pick, Brady with the 199th one. 'If I was so smart,' Pioli liked to say, 'I wouldn't have risked an entire round of the draft in picking Brady.

The best nicknames that I have ever come across: -Dai Young (ex-Wales rugby prop, current coach of Wasps) –‘Only the Good’. -Billy Twelvetrees (England rugby centre) –‘36'. - Martin Offiah (ex-rugby league legend)–‘Chariots’ - Nia Wales (ex-work colleague) –‘Chester’ - Fitz Hall (QPR defender) –‘One size’ -David Jones (lower league rugby player who had half an ear bitten off) –‘Dai 18 months’ - The New Zealand junior rugby team -the small blacks -The New Zealand basketball team -the tall blacks

One of the ways Coach Wooden used to do that was to ask his players to acknowledge the skills and contributions of others. He told each player that if a teammate made a great pass or set a pick that allowed him to score, he should acknowledge the teammate on the way back down the court. One time a player asked, “Coach, if we do that, what if the teammate that made the assist isn’t looking?” Coach Wooden replied, “He will always be looking.” Coach knew that people look for and thrive on acknowledgment and appreciation.

Whenever the story of John Wooden’s life gets told, his years at UCLA before he started winning championships are usually characterized as a period of struggle. Wooden didn’t view them that way. He was a diligent, persistent man. He enjoyed developing his craft, one small lesson plan at a time. “Little things add up, and they become big things. That’s what I tried to teach my players in practice,” he said. “You’re not going to make a great improvement today. Maybe you’ll make a little bit. But tomorrow it’s a little more, and the next day a little more.

What I hadn't expected was to be blindsided by a history lesson that betrayed every hard-won experience I'd had as a player and now a coach at the same school I'd attended. . . Whoever was responsible for sending a championship team into virtual obscurity was either a serious egomaniac or just plain mean. It stung. After all, wasn't the story told at today's funeral the stuff of legacies? Of school lore passed on to the next class, and the next, building institutional pride as well as magical identities that made every kid in the state want to play there?

When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was.

your team is ranked first? congratulations and big deal. maintaining a top position is far easier than starting over from the gutters. kevin is doing that right now. he’s facing entirely new schools and learning to play with his less dominant hand. when he masters it, and he will, he’ll be better than you could ever have made him. do you know why? it’s not just his natural talent. it’s because he’s with us. there are only ten foxes this year. that’s one sub for every position. think about it. last night we played blackenridge. they have twenty-seven people on their roster. they can burn through players as fast as they want because they have a pile of replacements. we don’t have that luxury. we have to hold our ground on our own.” “you didn’t hold your ground, you lost. your school is the laughingstock of the ncaa. you’re a team with no concept of teamwork.” “lucky for you. if we were a unified front, you wouldn’t have a chance against us.” “you cannot last and your unfounded arrogance is offensive to everyone who actually earned a spot in first class. everyone knows the only reason palmetto qualified for this division is because of your coach.” “funny, i’m pretty sure that’s how edgar allan qualified.” - neil & riko

13 core principles of managing: 1. Make a personal connection first; everything else follows. 2. There is only one team rule. (Respect 90) 3. Freedom is empowering. 4. Never hold a team meeting in your home clubhouse. 5. Do not have a fine system. 6. Wear whatever you think makes you look hot. 7. Empower your coaches. 8. But don’t allow your coaches—or veterans—to be harsh on young players. 9. Question data with feel. 10. Pregame work is excessive. 11. Keep signs simple and to a minimum. 12. A lineup card is all a manager needs in the dugout. 13. Forget “The Book.” Making the first or third out at third base is okay.

Though I thought Red (Auerbach) wasn't mean enough to (Tommy) Heinsohn it seemed he was too mean to Satch (Sanders) and (Don) Nelson. He'd yell at them for no reason at all, as a pair, and he was cruel. He used to embarrass the whole team as he jumped up and down and yell at them as though they were referees. This offended my sense of justice, and so when of my first reforms when I succeeded Red as coach was to being giving Satch and Nelson the respect they deserved. That season, unfortunately, Satch and Nelson played like ghosts at first. ... It wasn't that they were goofing up, but neither of them seemed to be there, and I couldn't put my finger on exactly what they were doing wrong, but finally I'd boil over and yell at them. Then, of course, they'd play better. For weeks I tried yelling at them only when they were guilty of something, but I didn't work. Then I tried yelling at them when they were clearly innocent; some players, like Heinsohn, could become productively engaged when wrongly accused. But that didn't help either. Then it dawned on me that it didn't matter so much why I yelled at Satch and Nelson; I just had to do it regularly, at certain intervals, the way you take vitamin pills. After only a few months as player -coach I found myself thinking, "Okay, it's 7:20. Time to yell at Satch and Nelson." Needless to say, Red became less of an ogre to me and I became more of one to the players.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

Well,” he said. “The gap between the player you are today and the player you want to be—” “I want to be the greatest tennis player in the world,” I said. “That gap is not big. We are talking about that vital half-percent improvement. And that’s not found in changing your strategy. It’s in shortening the nanosecond of time between getting to the ball and slicing it across the court. It is going to be found in the minute change you make to the angle of your serve. The details are fine, and they are going to get finer. It is going to be nearly imperceptible, the ways we need to change your game. No one will be able to see it from the outside, but Stepanova is going to feel it. Every time she loses to you for the next ten years.” I could feel my pulse in my ears; my face felt hot. “Okay,” I said. “How do we do that?” “Are you cross-training?” he asked. “I run and do drills.” Lars laughed. “That’s not enough. Stepanova is right about one thing––you need to lose at least a couple pounds. We need you doing sprints, lunges, weight training. You can jump higher to hit overheads. You rarely do—it’s a weakness in your game, in my opinion. I want to see what happens when you blast off the court into the air. Take out some of Stepanova’s lobs before they hit the ground. We start there and see where we get.” “No,” I said, shaking my head. “If we are doing this, I need to know right now that you believe I can bury her. That I can be number one.” “If I am your coach and you do not become the number-one-ranked player for the year,” he said, “I will be disgusted.

When I see you play, I see perfection,” he said. “I see the player I always believed you could be. So be happy, right here and now. Because of what you have done, who you’ve become. And not on some condition of being number one.” “But why stop striving now, Dad? You’ve raised me to be the very best. That means number one. And I’m not yet. Why are you changing the rules?” My father sat down in the chair next to him. But I could not sit down. “At least be honest,” I said, shaking my head. “Decime la verdad, papá.” My eyes were burning and starting to tear. “Do you not believe I can do it?” I asked him. “Do you not think I can knock her out of first place?” He closed his eyes and sighed. I stared at him, wiping away the tear that fell out of my eye. “After all this time,” I said, “have you given up on me?” He did not open his eyes. He did not respond. “Respondeme,” I said. “¿Creés que puedo hacerlo?” He threw his hands into the air. “Why won’t you listen to what I’m trying to tell you, Carolina?” I stepped closer to him. My breath slowed; my mouth turned down. “Do you think I can beat her, Dad?” I asked him. “Yes or no.” He finally looked up at me, and I swear my heart started breaking before he even said it. “I do not know.” I closed my eyes and tried to stay upright, but my legs nearly gave out. I sat down, but then just as quickly, I was back on my feet. “Te podés ir,” I said. I ran to my hotel room door and opened it. “¡ANDATE DE ACÁ!” I said to him. “Carolina,” my father said. “Get out of my room,” I said. “We’re done.” “Carolina, you cannot be done with your father.” “I’m talking to you as my coach,” I said. “Get out.” My father stood, his shoulders low. His eyelids half closed, suddenly heavy. He hung his head. “Te amo, hija,” he said as he walked into the hallway. I shut the door behind him. In the morning, I got up and went to the court alone. My father flew home to L.A. later that day.

The Bears would play in Wrigley Field from 1921 to 1970. In their first home game, they beat the Rochester Jeffersons. Wrigley Field was particularly ill suited for football. The end zones, which are normally ten yards deep, were foreshortened by a dugout on one side, an outfield wall on the other. A wide receiver might make a catch, then fall into the dugout. On one occasion, Bronko Nagurski, the great power runner of the 1930s, took the ball, put his head down, bulled through every defender—and straight into a brick wall. He got up slowly. When he made it to the bench, Halas was concerned: “You okay, Bronk?” Nagurski said he was fine, but added, “That last guy gave me a pretty good lick, coach.” In the early years, most NFL teams played in baseball stadiums, and many took the name of the host team. Hence the Pittsburgh Pirates, who played in Forbes Field, and the New York Football Giants, who played in the Polo Grounds. Halas considered naming his team the Cubs, but in the end, believing that football players were much tougher than baseball players, he called them the Bears.

Baseball may be called the national pastime, but it survives on the sentimentality of middle-age men who wistfully dream of playing catch with their fathers and sons. Football, with its dull stoppages, lost its military-industrial relevance with the end of the Cold War, and has become as tired and predictable in performance as it is in political metaphor. The professional game floats on an ocean of gambling, the players' steroid-laced bodies having outgrown their muscular and skeletal carriages. Biceps rip from their moorings, ankles break on simple pivots. Achilles' tendons shrivel like slugs doused with salt. Soccer and basketball are the only mainstream sports that truly plug into the modem-pulse of a dot-com society. Soccer is perfectly suited for a country of the hamster-treadmill pace, the remote-control zap and the national attention deficit—two 45-minute halves, the clock never stops, no commercial interruptions, the final whistle blows in less than two hours. It is a fluid game of systemized chaos that, no matter how tightly scripted by coaches, cannot be regulated any more than information can be truly controlled on the Internet.

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

BEYOND THE GAME In 2007 some of the Colorado Rockies’ best action took place off the field. The Rocks certainly boasted some game-related highlights in ’07: There was rookie shortstop Troy Tulowitzki turning the major league’s thirteenth unassisted triple play on April 29, and the team as a whole made an amazing late-season push to reach the playoffs. Colorado won 13 of its final 14 games to force a one-game wild card tiebreaker with San Diego, winning that game 9–8 after scoring three runs in the bottom of the thirteenth inning. Marching into the postseason, the Rockies won their first-ever playoff series, steamrolling the Phillies three games to none. But away from the cheering crowds and television cameras, Rockies players turned in a classic performance just ahead of their National League Division Series sweep. They voted to include Amanda Coolbaugh and her two young sons in Colorado’s postseason financial take. Who was Amanda Coolbaugh? She was the widow of former big-leaguer Mike Coolbaugh, a coach in the Rockies’ minor league organization who was killed by a screaming line drive while coaching first base on July 22. Colorado players voted a full playoff share—potentially worth hundreds of thousands of dollars—to the grieving young family. Widows and orphans hold a special place in God’s heart, too. Several times in the Old Testament, God reminded the ancient Jews of His concern for the powerless—and urged His people to follow suit: “Learn to do right; seek justice. Defend the oppressed. Take up the cause of the fatherless; plead the case of the widow” (Isaiah 1:17). Some things go way beyond the game of baseball. Will you?

In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

The day-to-day horror of writing gave me a notion of tournament time. Writing novels is tedious. When will this book be finished, when will it reveal its bright and shining true self? it takes freakin’ years. At the poker table, you’re only playing a fraction of the hands, waiting for your shot. If you keep your wits, can keep from flying apart while those around you are self-destructing, devouring each other, you’re halfway there. … Let them flame out while you develop a new relationship with time, and they drift away from the table. 86-7 Coach Helen’s mantra: It’s OK to be scared, but don’t play scared. 90 [During a young adult trip to Los Vegas] I was contemplating the nickel in my hand. Before we pushed open the glass doors, what the heck, I dropped it into a one-armed bandit and won two dollars. In a dank utility room deep in the subbasements of my personality, a little man wiped his hands on his overalls and pulled the switch: More. Remembering it now, I hear a sizzling sound, like meat being thrown into a hot skillet. I didn't do risk, generally. So I thought. But I see now I'd been testing the House Rules the last few years. I'd always been a goody-goody. Study hard, obey your parents, hut-hut-hut through the training exercises of Decent Society. Then in college, now that no one was around, I started to push the boundaries, a little more each semester. I was an empty seat in lecture halls, slept late in a depressive funk, handed in term papers later and later to see how much I could get away with before the House swatted me down. Push it some more. We go to casinos to tell the everyday world that we will not submit. There are rules and codes and institutions, yes, but for a few hours in this temple of pure chaos, of random cards and inscrutable dice, we are in control of our fates. My little gambles were a way of pretending that no one was the boss of me. … The nickels poured into the basin, sweet music. If it worked once, it will work again. We hit the street. 106-8 [Matt Matros, 3x bracelet winner; wrote The Making of a Poker Player]: “One way or another you’re going to have a read, and you’re going to do something that you didn’t expect you were going to do before, right or wrong. Obviously it’s better if you’re right, but even if you’re wrong, it can be really satisfying to just have a read, a feeling, and go with it. Your gut.” I could play it safe, or I could really play. 180 Early on, you wanted to stay cool and keep out of expensive confrontations, but you also needed to feed the stack. The stack is hungry. 187 The awful knowledge that you did what you set out to do, and you would never, ever top it. It was gone the instant you put your hands on it. It was gambling. 224

I awake with a start, shaking the cobwebs of sleep from my mind. It’s pitch-dark out, the wind howling. It takes a couple seconds to get my bearings, to realize I’m in my parents’ bed, Ryder beside me, on his side, facing me. Our hands are still joined, though our fingers are slack now. “Hey, you,” he says sleepily. “That one was loud, huh?” “What was?” “Thunder. Rattled the windows pretty bad.” “What time is it?” “Middle of the night, I’d say.” I could check my phone, but that would require sitting up and letting go of his hand. Right now, I don’t want to do that. I’m too comfortable. “Have you gotten any sleep at all?” I ask him, my mouth dry and cottony. “I think I drifted off for a little bit. Till…you know…the thunder started up again.” “Oh. Sorry.” “It should calm down some when the eye moves through.” “If there’s still an eye by the time it gets here. The center of circulation usually starts breaking up once it goes inland.” Yeah, all those hours watching the Weather Channel occasionally come in handy. He gives my hand a gentle squeeze. “Wow, maybe you should consider studying meteorology. You know, if the whole film-school thing doesn’t work out for you.” “I could double major,” I shoot back. “I bet you could.” “What are you going to study?” I ask, curious now. “I mean, besides football. You’ve got to major in something, don’t you?” He doesn’t answer right away. I wonder what’s going through his head--why he’s hesitating. “Astrophysics,” he says at last. “Yeah, right.” I roll my eyes. “Fine, if you don’t want to tell me…” “I’m serious. Astrophysics for undergrad. And then maybe…astronomy.” “What, you mean in graduate school?” He just nods. “You’re serious? You’re going to major in something that tough? I mean, most football players major in something like phys ed or underwater basket weaving, don’t they?” “Greg McElroy majored in business marketing,” he says with a shrug, ignoring my jab. “Yeah, but…astrophysics? What’s the point, if you’re just going to play pro football after you graduate anyway?” “Who says I want to play pro football?” he asks, releasing my hand. “Are you kidding me?” I sit up, staring at him in disbelief. He’s the best quarterback in the state of Mississippi. I mean, football is what he does…It’s his life. Why wouldn’t he play pro ball? He rolls over onto his back, staring at the ceiling, his arms folded behind his head. “Right, I’m just some dumb jock.” “Oh, please. Everyone knows you’re the smartest kid in our class. You always have been. I’d give anything for it to come as easily to me as it does to you.” He sits up abruptly, facing me. “You think it’s easy for me? I work my ass off. You have no idea what I’m working toward. Or what I’m up against,” he adds, shaking his head. “Probably not,” I concede. “Anyway, if anyone can major in astrophysics and play SEC ball at the same time, you can. But you might want to lose the attitude.” He drops his head into his hands. “I’m sorry, Jem. It’s just…everyone has all these expectations. My parents, the football coach--” “You think I don’t get that? Trust me. I get it better than just about anyone.” He lets out a sigh. “I guess our families have pretty much planned out our lives for us, haven’t they?” “They think they have, that’s for sure,” I say.

Chapter One Vivek Ranadivé “IT WAS REALLY RANDOM. I MEAN, MY FATHER HAD NEVER PLAYED BASKETBALL BEFORE.” 1. When Vivek Ranadivé decided to coach his daughter Anjali’s basketball team, he settled on two principles. The first was that he would never raise his voice. This was National Junior Basketball—the Little League of basketball. The team was made up mostly of twelve-year-olds, and twelve-year-olds, he knew from experience, did not respond well to shouting. He would conduct business on the basketball court, he decided, the same way he conducted business at his software firm. He would speak calmly and softly, and he would persuade the girls of the wisdom of his approach with appeals to reason and common sense. The second principle was more important. Ranadivé was puzzled by the way Americans play basketball. He is from Mumbai. He grew up with cricket and soccer. He would never forget the first time he saw a basketball game. He thought it was mindless. Team A would score and then immediately retreat to its own end of the court. Team B would pass the ball in from the sidelines and dribble it into Team A’s end, where Team A was patiently waiting. Then the process would reverse itself. A regulation basketball court is ninety-four feet long. Most of the time, a team would defend only about twenty-four feet of that, conceding the other seventy feet. Occasionally teams played a full-court press—that is, they contested their opponent’s attempt to advance the ball up the court. But they did it for only a few minutes at a time. It was as if there were a kind of conspiracy in the basketball world about the way the game ought to be played, Ranadivé thought, and that conspiracy had the effect of widening the gap between good teams and weak teams. Good teams, after all, had players who were tall and could dribble and shoot well; they could crisply execute their carefully prepared plays in their opponent’s end. Why, then, did weak teams play in a way that made it easy for good teams to do the very things that they were so good at? Ranadivé looked at his girls. Morgan and Julia were serious basketball players. But Nicky, Angela, Dani, Holly, Annika, and his own daughter, Anjali, had never played the game before. They weren’t all that tall. They couldn’t shoot. They weren’t particularly adept at dribbling. They were not the sort who played pickup games at the playground every evening. Ranadivé lives in Menlo Park, in the heart of California’s Silicon Valley. His team was made up of, as Ranadivé put it, “little blond girls.” These were the daughters of nerds and computer programmers. They worked on science projects and read long and complicated books and dreamed about growing up to be marine biologists. Ranadivé knew that if they played the conventional way—if they let their opponents dribble the ball up the court without opposition—they would almost certainly lose to the girls for whom basketball was a passion. Ranadivé had come to America as a seventeen-year-old with fifty dollars in his pocket. He was not one to accept losing easily. His second principle, then, was that his team would play a real full-court press—every game, all the time. The team ended up at the national championships. “It was really random,” Anjali Ranadivé said. “I mean, my father had never played basketball before.” 2. Suppose you were to total up all the wars over the past two hundred years that occurred between very large and very small countries. Let’s say that one side has to be at least ten times larger in population and armed might