Player Attitude Quotes

When a man plays with your heart it is for one of two reasons: He knows he can or he is undecided.

As we continued to talk, going through the motions of getting to know each other, I realized that we already did know each other, as well as any two people could. We’d known each other for years, in the most intimate way possible. We’d connected on a purely mental level. I understood her, trusted her, and loved her as a dear friend. None of that had changed, or could be changed by anything as inconsequential as her gender, or skin color, or sexual orientation.

I think it was Donald Mainstock, the great amateur squash player who pointed out how lovely I was. Until that time I think it was safe to say that I had never really been aware of my own timeless brand of loveliness. But his words smote me, because of course you see, I am lovely in a fluffy moist kind of way and who would have it otherwise? I walk, and let’s be splendid about this, in a highly accented cloud of gorgeousness that isn't far short of being, quite simply terrific. The secret of smooth almost shiny loveliness, of the order of which we are discussing, in this simple, frank, creamy sort of way, doesn't reside in oils, unguents, balms, ointments, creams, astringents, milks, moisturizers, liniments, lubricants, embrocations or balsams, to be rather divine for just one noble moment, it resides, and I mean this in a pink slightly special way, in ones attitude of mind. To be gorgeous, and high and true and fine and fluffy and moist and sticky and lovely, all you have to do is believe that one is gorgeous and high and true and fine and fluffy and moist and sticky and lovely. And I believe it of myself, tremulously at first and then with rousing heat and passion, because, stopping off for a second to be super again, I’m so often told it. That’s the secret really.

Sometimes all the players get a bad hand. You just have to be determined enough to see the game through.

The central attitudes driving the Player are: Women were put on this earth to have sex with men—especially me. Women who want sex are too loose, and women who refuse sex are too uptight. (!) It’s not my fault that women find me irresistible. (This is a word-for-word quotation from a number of my clients.) It’s not fair to expect me to refuse temptation when it’s all around me; women seduce me sometimes, and I can’t help it. If you act like you need anything from me, I am going to ignore you. I’m in this relationship when it’s convenient for me and when I feel like it. Women who want the nonsexual aspects of themselves appreciated are bitches. If you could meet my sexual needs, I wouldn’t have to turn to other women.

For being a shitty team player and having a craptastic attitude. Newsflash, you want to act like a jerk, do it at home to your parents who made you this way. Now, run.

The author refers to a player's affected nonchalance and comments he is, "too young to realize you are what you pretend to be.

I was a wise-a** college student of twenty at the time and a precocious musician, with somewhat of that screw-you-I'm-a-jazz-player attitude.

When a woman excels at her job, both male and female coworkers will remark that she may be accomplishing a lot, but is “not well-liked by her peers.” She is probably also “too aggressive,” “not a team player,” “a bit political,” “can’t be trusted,” or “difficult.

Enlightenment writer and philosopher Voltaire likened life to a game of cards. Players must accept the cards dealt to them. However, once they have those cards in hand, they alone choose how they will play them. They decide what risks and actions to take.

Good attitudes among players do not guarantee a team’s success, but bad attitudes guarantee its failure.

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.

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!

Tails was a mediocre player, but he loved the competitive aspect of the game. When his hockey career came to an end, that attitude made him a far-from-mediocre salesman. Now he gets a new car every year and wears a Rolex the size of a blood-pressure monitor. Trophies from a different sport.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

...which I devoted chiefly to a morning's walk up the hill to the Perona springs, where I took the waters, rather for fun than with any idea of a cure, and then sat in a state of wholesome idleness on the terrace of the Source Hotel removing the inky taste by appropriately chosen refreshment. My aunt is inclined to a non-alcoholic attitude, but of late years I have found the unobtrusive exercise of my private judgment in such matters not only permissible but better for both of us. I mean I am a more cheerful companion.

Culture consists of the shared purpose, attitudes, values, goals, practices, behaviors, and habits that define a team or organization. Many coaches focus only on the culture shared by the players, but the fact is that everyone in an organization shapes the culture. To be successful, you need everyone in your organization thinking, believing, talking, and behaving in sync. You need everyone to be aligned with the same beliefs, expectations, behaviors, and habits. Thomas and I learned quickly that the beliefs and behaviors of the past had to go and we needed to instill new ways of thinking and acting that everyone could follow.

Over the years I have seen the power of taking an unconditional relationship to life. I am surprised to have found a sort of willingness to show up for whatever life may offer and meet with it rather than wishing to edit and change the inevitable...When people begin to take such an attitude, they seem to become intensely alive, intensely present. Their losses and suffering have not caused them to reject life, have not cast them into a place of resentment, victimization, or bitterness. From such people, I have learned a new definition of the word 'joy.' I had thought joy to be rather synonymous with happiness, but it seems now to be far less vulnerable than happiness. Joy seems to be part of an unconditional wish to live, not holding back because life may not meet our preferences and expectations. Joy seems to be a function of the willingness to accept the whole, and to show up to meet with whatever is there. It has a kind of invincibility that attachment to any particular outcome would deny us. Rather than the warrior who fights toward a specific outcome and therefore is haunted by the specter of failure and disappointment, it is the lover drunk with the opportunity to love despite the possibility of loss, the player for whom playing has become more important than winning or losing. The willingness to win or lose moves us out of an adversarial relationship to life and into a powerful kind of openness. From such a position, we can make a greater commitment to life. Not only pleasant life, or comfortable life, or our idea of life, but all life. Joy seems more closely related to aliveness than happiness. The strength that I notice developing in many of my patients and in myself after all these years could almost be called a form of curiosity. What one of my colleagues calls fearlessness. At one level, of course, I fear outcome as much as anyone. But more and more I am able to move in and out of that and to experience a place beyond preference for outcome, a life beyond life and death. It is a place of freedom, even anticipation. Decisions made from this perspective are life-affirming and not fear-driven. It is a grace.

Circuitry for self-confidence depends on a child’s ability to locate identity over observable behavior; this comes from growing up in a family that focuses more on what’s “inside” a child (enduring qualities, feelings, ideas) than what is “outside” (accomplishments, outcomes, labels). In regard to your child’s sports team, for example, inside stuff might be her effort in practice, her attitude when winning and losing, and her willingness to try new things; outside stuff might be her number of goals or home runs, or labels like “most valuable player.” When it comes to academics, inside stuff might be willingness to try a bonus math problem, spending time on studying, and showing enthusiasm about a subject; outside stuff might be a grade, a test score, or a label like “smartest kid in class.

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).

One day Spinner, the woman who runs PR tells me, “I like that idea, but I’m not sure that it’s one-plus-one-equals-three enough.” What does any of this nutty horseshit actually mean? I have no idea. I’m just amazed that hundreds of people can gobble up this malarkey and repeat it, with straight faces. I’m equally amazed by the high regard in which HubSpot people hold themselves. They use the word awesome incessantly, usually to describe themselves or each other. That’s awesome! You’re awesome! No, you’re awesome for saying that I’m awesome! They pepper their communication with exclamation points, often in clusters, like this!!! They are constantly sending around emails praising someone who is totally crushing it and doing something awesome and being a total team player!!! These emails are cc’d to everyone in the department. The protocol seems to be for every recipient to issue his or her own reply-to-all email joining in on the cheer, writing things like “You go, girl!!” and “Go, HubSpot, go!!!!” and “Ashley for president!!!” Every day my inbox fills up with these little orgasmic spasms of praise. At first I ignore them, but then I feel like a grump and decide I should join in the fun. I start writing things like, “Jan is the best!!! Her can-do attitude and big smile cheer me up every morning!!!!!!!” (Jan is the grumpy woman who runs the blog; she scowls a lot.) Sometimes I just write something with lots of exclamation points, like, “Woo-hoo!!!!!!! Congratulations!!!!!!! You totally rock!!!!!!!!!!!!” Eventually someone suspects that I am taking the piss, and I am told to cut that shit out.

THE OBEDIENCE GAME DUGGAR KIDS GROW UP playing the Obedience Game. It’s sort of like Mother May I? except it has a few extra twists—and there’s no need to double-check with “Mother” because she (or Dad) is the one giving the orders. It’s one way Mom and Dad help the little kids in the family burn off extra energy some nights before we all put on our pajamas and gather for Bible time (more about that in chapter 8). To play the Obedience Game, the little kids all gather in the living room. After listening carefully to Mom’s or Dad’s instructions, they respond with “Yes, ma’am, I’d be happy to!” then run and quickly accomplish the tasks. For example, Mom might say, “Jennifer, go upstairs to the girls’ room, touch the foot of your bed, then come back downstairs and give Mom a high-five.” Jennifer answers with an energetic “Yes, ma’am, I’d be happy to!” and off she goes. Dad might say, “Johannah, run around the kitchen table three times, then touch the front doorknob and come back.” As Johannah stands up she says, “Yes, sir, I’d be happy to!” “Jackson, go touch the front door, then touch the back door, then touch the side door, and then come back.” Jackson, who loves to play army, stands at attention, then salutes and replies, “Yes, sir, I’d be happy to!” as he goes to complete his assignment at lightning speed. Sometimes spotters are sent along with the game player to make sure the directions are followed exactly. And of course, the faster the orders can be followed, the more applause the contestant gets when he or she slides back into the living room, out of breath and pleased with himself or herself for having complied flawlessly. All the younger Duggar kids love to play this game; it’s a way to make practicing obedience fun! THE FOUR POINTS OF OBEDIENCE THE GAME’S RULES (MADE up by our family) stem from our study of the four points of obedience, which Mom taught us when we were young. As a matter of fact, as we are writing this book she is currently teaching these points to our youngest siblings. Obedience must be: 1. Instant. We answer with an immediate, prompt “Yes ma’am!” or “Yes sir!” as we set out to obey. (This response is important to let the authority know you heard what he or she asked you to do and that you are going to get it done as soon as possible.) Delayed obedience is really disobedience. 2. Cheerful. No grumbling or complaining. Instead, we respond with a cheerful “I’d be happy to!” 3. Thorough. We do our best, complete the task as explained, and leave nothing out. No lazy shortcuts! 4. Unconditional. No excuses. No, “That’s not my job!” or “Can’t someone else do it? or “But . . .” THE HIDDEN GOAL WITH this fun, fast-paced game is that kids won’t need to be told more than once to do something. Mom would explain the deeper reason behind why she and Daddy desired for us to learn obedience. “Mom and Daddy won’t always be with you, but God will,” she says. “As we teach you to hear and obey our voice now, our prayer is that ultimately you will learn to hear and obey what God’s tells you to do through His Word.” In many families it seems that many of the goals of child training have been lost. Parents often expect their children to know what they should say and do, and then they’re shocked and react harshly when their sweet little two-year-old throws a tantrum in the middle of the grocery store. This parental attitude probably stems from the belief that we are all born basically good deep down inside, but the truth is, we are all born with a sin nature. Think about it: You don’t have to teach a child to hit, scream, whine, disobey, or be selfish. It comes naturally. The Bible says that parents are to “train up a child in the way he should go: and when he is old, he will not depart from it” (Proverbs 22:6).

Blood pressure check!” The doorknob rattled, as if the nurse were intending just to walk in, but the lock held, thank God. The nurse knocked again. “Oh, shit,” Gina breathed, laughing as she scrambled off of him. She reached to remove the condom they’d just used, encountered . . . him, and met his eyes. But then she scooped her clothes off the floor and ran into the bathroom. “Mr. Bhagat?” The nurse knocked on the door again. Even louder this time. “Are you all right?” Oh, shit, indeed. “Come in,” Max called as he pulled up the blanket and leaned on the button that put his bed back up into a sitting position. The same control device had a “call nurse” button as well as the clearly marked one that would unlock the door. “It’s locked,” the nurse called back, as well he knew. “Oh, I’m sorry,” he said, as he wiped off his face with the edge of the sheet. Sweat much in bed, all alone, Mr. Bhagat? “I must’ve . . . Here, let me figure out how to . . .” He took an extra second to smooth his hair, his pajama top, and then, praying that the nurse had a cold and couldn’t smell the scent of sex that lingered in the air, he hit the release. “Please don’t lock your door during the day,” the woman scolded him as she came into the room, around to the side of his bed. It was Debra Forsythe, a woman around his age, whom Max had met briefly at his check-in. She had been on her way home to deal with some crisis with her kids, and hadn’t been happy then, either. “And not at night either,” she added, “until you’ve been here a few days.” “Sorry.” He gave her an apologetic smile, hanging on to it as the woman gazed at him through narrowed eyes. She didn’t say anything, she just wrapped the blood pressure cuff around his arm, and pumped it a little too full of air—ow—as Gina opened the bathroom door. “Did I hear someone at the door?” she asked brightly. “Oh, hi. Debbie, right?” “Debra.” She glanced at Gina, and then back, her disgust for Max apparent in the tightness of her lips. But then she focused on the gauge, stethoscope to his arm. Gina came out into the room, crossing around behind the nurse, making a face at him that meant . . .? Max sent her a questioning look, and she flashed him. She just lifted her skirt and gave him a quick but total eyeful. Which meant . . . Ah, Christ. The nurse turned to glare at Gina, who quickly straightened up from searching the floor. What was it with him and missing underwear? Gina smiled sweetly. “His blood pressure should be nice and low. He’s very relaxed—he just had a massage.” “You know, I didn’t peg you for a troublemaker when you checked in yesterday,” Debra said to Max, as she wrote his numbers on the chart. Gina was back to scanning the floor, but again, she straightened up innocently when the nurse turned toward her. “I think you’re probably looking for this.” Debra leaned over and . . . Gina’s panties dangled off the edge of her pen. They’d been on the floor, right at the woman’s sensibly clad feet. “Oops,” Gina said. Max could tell that she was mortified, but only because he knew her so well. She forced an even sunnier smile, and attempted to explain. “It was just . . . he was in the hospital for so long and . . .” “And men have needs,” Debra droned, clearly unmoved. “Believe me, I’ve heard it all before.” “No, actually,” Gina said, still trying to turn this into something they could all laugh about, “I have needs.” But it was obvious that this nurse hadn’t laughed since 1985. “Then maybe you should find someone your own age to play with. A professional hockey player just arrived. He’s in the east wing. Second floor.” She lowered her voice conspiratorially. “Lots of money. Just your type, I’m sure.” “Excuse me?” Gina wasn’t going to let one go past. She may not have been wearing any panties, but her Long Island attitude now waved around her like a superhero’s cape. She even assumed the battle position, hands on her hips.

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,

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

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.

thepsychchic chips clips ii If you think of yourself instead as an almost-victor who thought correctly and did everything possible but was foiled by crap variance? No matter: you will have other opportunities, and if you keep thinking correctly, eventually it will even out. These are the seeds of resilience, of being able to overcome the bad beats that you can’t avoid and mentally position yourself to be prepared for the next time. People share things with you: if you’ve lost your job, your social network thinks of you when new jobs come up; if you’re recently divorced or separated or bereaved, and someone single who may be a good match pops up, you’re top of mind. This attitude is what I think of as a luck amplifier. … you will feel a whole lot happier … and your ready mindset will prepare you for the change in variance that will come … 134-135 W. H. Auden: “Choice of attention—to pay attention to this and ignore that—is to the inner life what choice of action is to the outer. In both cases man is responsible for his choice and must accept the consequences.” Pay attention, or accept the consequences of your failure. 142 Attention is a powerful mitigator to overconfidence: it forces you to constantly reevaluate your knowledge and your game plan, lest you become too tied to a certain course of action. And if you lose? Well, it allows you to admit when it’s actually your fault and not a bad beat. 147 Following up on Phil Galfond’s suggestion to be both a detective and a storyteller and figure out “what your opponent’s actions mean, and sometimes what they don’t mean.” [Like the dog that didn’t bark in the Sherlock Holmes “Silver Blaze” story.] 159 You don’t have to have studied the description-experience gap to understand, if you’re truly expert at something, that you need experience to balance out the descriptions. Otherwise, you’re left with the illusion of knowledge—knowledge without substance. You’re an armchair philosopher who thinks that just because she read an article about something she is a sudden expert. (David Dunning, a psychologist at the University of Michigan most famous for being one half of the Dunning-Kruger effect—the more incompetent you are, the less you’re aware of your incompetence—has found that people go quickly from being circumspect beginners, who are perfectly aware of their limitations, to “unconscious incompetents,” people who no longer realize how much they don’t know and instead fancy themselves quite proficient.) 161-162 Erik: Generally, the people who cash the most are actually losing players (Nassim Taleb’s Black Swan strategy, jp). You can’t be a winning player by min cashing. 190 The more you learn, the harder it gets; the better you get, the worse you are—because the flaws that you wouldn’t even think of looking at before are now visible and need to be addressed. 191 An edge, even a tiny one, is an edge worth pursuing if you have the time and energy. 208 Blake Eastman: “Before each action, stop, think about what you want to do, and execute.” … Streamlined decisions, no immediate actions, or reactions. A standard process. 217 John Boyd’s OODA: Observe, Orient, Decide, and Act. The way to outmaneuver your opponent is to get inside their OODA loop. 224 Here’s a free life lesson: seek out situations where you’re a favorite; avoid those where you’re an underdog. 237 [on folding] No matter how good your starting hand, you have to be willing to read the signs and let it go. One thing Erik has stressed, over and over, is to never feel committed to playing an event, ever. “See how you feel in the morning.” Tilt makes you revert to your worst self. 257 Jared Tindler, psychologist, “It all comes down to confidence, self-esteem, identity, what some people call ego.” 251 JT: “As far as hope in poker, f#¢k it. … You need to think in terms of preparation. Don’t worry about hoping. Just Do.” 252

Kill the hesitation, Grab the opportunity, Be a Player not an audience. You have all rights to rewrite your own destiny.

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

Logic and intent more than the regular instructions, produce better players. Great players never question the question mark on their performance, they take it as a tool for improvement and make the required changes which are required to make them a better player.

The biggest issue is simply settling down which most Mr. Goodbar will be inclined to do by their mid-thirties.  By this time the average Mr. Goodbar will have an attitude of “been there, done that,” with women and thus be more amenable to a monogamous relationship. 

My analysis reflects that "outstanding entrepreneurs" have in their personality attitude of responsibility, aggressive in experimentation (creativity and innovation), patience for results, friendly with uncertainty, calculated risk taking, Minimum personal needs, Manages social pressures well (Comparisons), adaptive (good team player and a leader). Can such a personality be built?

Attitude at work shows attitude in life. If you want to know how people are doing in their lives, watch how they perform in their work. Do they have full commitment in giving their best to whatever they do? Do they treat their very act of being involved in an activity seriously? You can see that people who work halfheartedly are the very same people who get halfhearted results in life. The truth is we are always in a game because life is a game. We either play to win or not. Those who are serious about winning are the ones who do. Most people want to have fun playing the game, but winners are the ones who want to have serious fun. The most fun you can have in anything you do is by playing to win & by winning. The irony of life is that those who are not serious about life, end up in situations that are not funny. Winning results from the intention to win. The stronger your intent to win, the more your probabilities of winning. Playing to win mindset is considered obsolete by many, but you will see that whenever two evenly matched players are competing head to head, the one who is more intent on winning is the one who does. Individuals with strong intention of winning are able to overcome tougher challenges. Intention to win is important. Play to win.

Statistics about other copies of a team make it harder for team members to deceive themselves about their past performance or their chances for future performance. Such ems may become more like chess players today, where objective performance measures (i.e., their rating) force them to accept their current performance and abilities. This tends to make such players less happy, as they can't pretend to be better than they are. If this happiness effect reduced em productivity sufficiently, ems may adopt attitudes such as "never tell me the odds", often avoiding information about their relative chances of future success.

So many players enter the game with the same approximate skills. The difference is not aptitude but attitude.” - DAVE WINFIELD, 12-time MLB All-Star, World Series Champion, and Member of the National Baseball Hall of Fame

Oikawa always says that before every game. Given his usually flippant attitude, some people might take that for a joke, or even a threat. But every player on this team knows that it is the unvarnished truth. And as he has faith in them, they too have comple faith in him.

When I come into this clubhouse, if I am dejected and I am depressed and I am tired and my players see me that way, what is the attitude and the atmosphere of the clubhouse going to be? If I walk in full of enthusiasm, full of self-confidence, and proud to be putting that uniform on, all of those things are also contagious. That’s the attitude this team will have.” – Tommy Lasorda, 2-Time World Series-Winning Manager

Outsourcing requires a tight integration of suppliers, making sure that all pieces arrive just in time. Therefore, when some suppliers were unable to deliver certain basic components like capacitors and flash memory, Compaq's network was paralyzed. The company was looking at 600,000 to 700,000 unfilled orders in handheld devices. The $499 Pocket PCs were selling for $700 to $800 at auctions on eBay and Amazon.com. Cisco experienced a different but equally damaging problem: When orders dried up, Cisco neglected to turn off its supply chain, resulting in a 300 percent ballooning of its raw materials inventory. The final numbers are frightening: The aggregate market value loss between March 2000 and March 2001 of the twelve major companies that adopted outsourcing-Cisco, Dell, Compaq, Gateway, Apple, IBM, Lucent, Hewlett-Packard, Motorola, Ericsson, Nokia, and Nortel-exceeded $1.2 trillion. The painful experience of these companies and their investors is a vivid demonstration of the consequences of ignoring network effects. A me attitude, where the company's immediate financial balance is the only factor, limits network thinking. Not understanding how the actions of one node affect other nodes easily cripples whole segments of the network. Experts agree that such rippling losses are not an inevitable downside of the network economy. Rather, these companies failed because they outsourced their manufacturing without fully understanding the changes required in their business models. Hierarchical thinking does not fit a network economy. In traditional organizations, rapid shifts can be made within the organization, with any resulting losses being offset by gains in other parts of the hierarchy. In a network economy each node must be profitable. Failing to understand this, the big players of the network game exposed themselves to the risks of connectedness without benefiting from its advantages. When problems arose, they failed to make the right, tough decisions, such as shutting down the supply line in Cisco's case, and got into even bigger trouble. At both the macro- and the microeconomic level, the network economy is here to stay. Despite some high-profile losses, outsourcing will be increasingly common. Financial interdependencies, ignoring national and continental boundaries, will only be strengthened with globalization. A revolution in management is in the making. It will take a new, network-oriented view of the economy and an understanding of the consequences of interconnectedness to smooth the way.

To develop a strong culture on the team level, we started to evaluate players on their character and attitudes in addition to their football skills. Changes to the roster were not solely based on the players' abilities on the field. We also looked very closely at the intangibles that each player would bring to the locker room. We wanted to have team members who were going to positively represent the organization on and off the field. It was important that we had players who were going to be good teammates and citizens.

The story of autism is actually many stores, set on different continents, and overlapping in time, and circling back on one another…Ideas cross-pollinate, major players make cameos in one another’s stories, and entire story lines unfold at different paces thousands of miles apart…And yet, as much as the story zigzags or circles back, there is an unmistakable forward movement. Over time, because of the efforts made by parents and activists…public attitudes toward people given the autism label have moved in what all would agree is the right direction. The cruelty and neglect that have marked the history of autism now seem antiquated. More and more, a new impulse has taken hold, the impulse to recognize the different among us as part of us, and to root for their full participation in the world. That project, of course, is still a work in progress. But it puts us all in the middle of the story, right now.

Seek to develop your skill and talent to a level of relevance. Create a platform to shine and make sure you are bringing a difference to the areas that require your expertise. A pastor who does not teach or pray for people, a football player always playing pool, a body builder who doesn’t eat but sleeps all day, a student who studies only towards examinations, a politician without a cause and a business without a customer service culture all have one thing in common – sooner or later they will all become irrelevant. Never miss the chance to practice the call of your mission, even if you are not getting paid for it.

One should never underestimate the power of a true believer to believe. It's more than a hobby. It's more than a way of life. It's a psychological condition. These folks are defined by their desperate need to believe, and will do so with the least provocation. Hardly matters what. They take pride in their ability to accept the most bizarre notions with the least amount of evidence, the exact opposite of scientists, who pridefully nourish a skeptical attitude. As extraordinary as it sounds, the most direct absolute incontrovertible proof to the contrary will not only NOT dissuade the eager believer, the psychological process set in motion by contrary evidence has the effect of creating an even stronger belief. Which is why flying saucer fans will continue to believe even though they were not picked up at the expected time and place, and why rapture buffs will enthusiastically follow the pastor who predicted the last doomsday that didn’t happen. These people hunger for the traumatic end of the world, the world in which they are seen as losers. The imagined rapture is their opportunity to say neigh neigh to all those smug non believers with their smarter than thou attitudes. And if at times they feel silly for believing in obvious absurdities, the rapture would surely reward them for their foolish faith. Few would call them morons then. As one of the greatest philosophers of our time once said, "Isn't it sad how some people's grip on their lives is so precarious that they'll embrace any preposterous delusion rather than face an occasional bleak truth." Calvin, of Calvin and Hobbes, age six at the time.

When you are fully present and engaged in your workplace, you will demonstrate that you care about the success of your organization, are a team player, have a can-do attitude, and will go the extra mile to fulfill and exceed expectations.

Reality is a complex phenomenon, filled with dimensions, not the least of which are two that Christians affirm and understand: the physical and the spiritual. We are invited by Cervantes to enter into Don Quixote's imaginary world and reflect on these players. We are to ignore no points of view: neither the idealism of Don Quixote nor the realism/literalism of Sancho Panza. The point that comes across is this: we must not have a reductionist attitude toward reality.

Called Investigating and Evaluating Environmental Issues and Actions (IEEIA), this approach provides a systematic approach to issue analysis that includes an exploration of a condition that places someone or something at risk (the problem), different ideas and values about the problem and its potential solutions (the issue), individuals or organizations who have a stake in the problem (the players), attitudes of the players regarding the issue (positions), true or false ideas about the issue held by the players (beliefs), the relative importance of beliefs in a particular situation (values) and strategies available to resolve the issue (solutions).

Sexual plotting on the part of one player is in fact stimulated by disinterest or fear or loathing on the part of the other. A Master Player of finite sexuality chooses not to take these attitudes as a way of refusing the sexual game, but takes them to be part of the game. Thus my indifference or revulsion to your sexuality becomes in your masterful play a sexual indifference, a sexual revulsion. Suddenly I am no longer indifferent to your game, but indifferent to you within your game, and have ipso facto made myself your opponent. This is the plot of the classic pulp novel and of Hollywood romance: indifferent girl won by ardent boy.

To maintain a positive attitude, a smart player lets missed shots and court errors go by the wayside.

Golfing potential depends primarily on a player’s attitude, on how well he plays with the wedges and the putter, and on how well he thinks.

Bielsa’s teams ‘can play badly or well, but talent depends on the inspiration and the effort depends on each one of the players: the attitude is non-negotiable’, Marcelo, ‘el loco’, told him, adding that his sides cannot win if he cannot transmit what he feels. Pep agreed, taking notes all the time.

Pep’s do-or-die attitude from the sidelines (constantly correcting and signalling during games, treating every match as if it were the last, intensely focused on the job, passionate and occasionally over-exuberant) as well as his off-pitch behaviour (making the team eat together, scouting rival players and teams, unheard of at the time in the third division) suggested he was a leader, ready for management. Ready to lead at any level. Any team.

For Guardiola, tactical concepts are taken in if the players have the right attitude and understand what they are doing.

As I read it I was thinking of the phenomenon of endgame. Although the concept can apply to many games, it is most common in chess, which is where I study the subject exhaustively. As the middle game draws to a close and the endgame approaches, a fundamental change occurs in the players’ attitudes, and, I swear, a macabre eeriness descends over the board. The surviving pieces take on different roles and importance. For instance, pawns become vital; not only can they move to the opponent’s first line and become queens but they provide important defensive barriers that limit the other player’s moves. Similarly the king spends most of the game in hiding, protected by his minions. But in endgame, he often must go on the offensive himself. Each

Bodies lay everywhere, in grotesque attitudes of violent death, but manifesting the miracle of life in a snore, a mutter, the flight of a bubble from the lips.

AM: You know [my mother] could read a novel in an afternoon. She was the fastest reader I’ve ever met in my life. Not only that she’d remember it for the rest of her life. JM: She was a very complicated woman. Very complex… AM: She had the energy of a dynamo. KM: she could sing, she could play the piano… JC: She could be quite flamboyant. AM: She used to dance on the table on New Year’s Eve. KM: … she could draw, she could… she was a helluva bridge player. JC: She was funny. JM: … very bitchy. KM: She had an attitude about most things. AM: Oh well, yeah [we kept kosher]… until she started making bacon. Loved bacon. JM: I think she tried to rule and divide the kids. JC: Yeah, you see I always consider myself the favourite. AM: Yeah, I think I was [the favourite]. … AM: See I would, for example if I didn’t want to go to school, I would start limping around. My mother immediately caught on and she said ‘You don’t want to have to go to school today, you’re limping.’ And we’d both go to some place and have oysters. RM: You said that she saw portents in a lot of things, she saw signs. AM: She saw… mysterious things in the air from time to time. She’d have feelings from people. She once sat up in bed in the middle of the night, she suddenly said ‘My mother died’. And indeed at that moment her mother had died. RM: How d’you think that translated into you though? AM: Well, I used to think that the way… that a play was not about what was spoken but what was between the spoken lines. That the world is essentially is not what we call real. And these arts are attempting to approach that world. And it all comes from my mother. Y’know, its always coming from somewhere. She was that way. She idiolised artists, pianists, writers and so on. My father had no knowledge of any of that.

In fact, I found myself overwhelmed by the computers on this record. I hadn’t played seriously for four years and didn’t even like the sound or feel of my own playing. Perhaps I had been demoralised by the conflict with Roger. Certainly I ended up struggling to play some parts satisfactorily. With time pressure on, I surrendered a number of parts to some of the best session players in Los Angeles, including Jim Keltner and Carmine Appice – an odd feeling, a bit like handing your car over to Michael Schumacher. This was not only a defeatist attitude, but meant I then had to learn the damn drum part to play it live (an experience to file under ‘never ever again’).

Prejudice,” Rickey told the table. “It reflects an attitude of a great many people in this country who don’t introspect themselves very closely about their own prejudices. . . . You can’t meet it with words. You can’t take prejudice straight on. It must be done by proximity. Proximity! The player alongside you. No matter what the skin color or language. Win the game. Win all. Get the championship and the check that goes with it.

Ash used his rock star image, his player persona, his cocky attitude and crude tattoos to keep people out. And he’d always lived on the edge, keeping himself on the outside of things, not even wanting to fit in.

One by one, the players expressed their anger and disappointment. They said Solo had torn down what the players before her—players like Julie Foudy and Mia Hamm—had built up. This team had a vitally important culture that Solo was destroying. Solo argued: “This isn’t about Julie Foudy or anyone else from the past.” But her pushback only seemed to further upset the veterans. “I didn’t know to handle this betrayal of the team culture,” Markgraf says now. “I was tired, I was hurt, I had blown my ankle out after a poor World Cup. We played horrible soccer. And she blasted Bri, who had handled the transition of power at goalkeeper in a very classy way, so when she did that, it became a mess. I wish I had kept my cool, but her actions were the telling sign that the old culture would no longer work.” For the rest of the players outside that leadership group, the situation was viewed with a range of attitudes, but everyone knew it was something that needed to be dealt with. The problem was that there wasn’t a consensus on what to do.

Attitude generally isn’t enough. A coach needs attitude plus players.”1 Bill’s attitude, naturally, was all about the team, saying that it succeeded “because the players worked together and had senior leadership.”2

Chess players tend to have the same biased attitude, convictions and irritants. e toward the game as they do toward the world, with their own likes and dislikes

I remember Manjrekar admonishing me for rolling the ball back down the pitch. (I was keeping wickets with our regular keeper injured.) Polly Umrigar in a friendly match at CCI, as soon as he came in, would not play balls on his leg toward short leg preferring to take them on his thigh-pad till he was set; such was the seriousness and professional attitude the Bombay player displayed. And the more senior you were, the greater was the discipline for they saw themselves as role models. This was not evident in Madras or Bangalore where players who had made the grade often thought they were above the law and the code of conduct that was preached. Venkataraghavan was the exception—apart from talent, his discipline, fitness and work ethic has ensured that he is till today, the most successful cricketer from Tamil Nadu.

I couldn’t understand why he had such an attitude. Most teachers did their best to help hockey players because most of the players wanted education and hockey, and doing both was tough without support from the teachers. Anyway, my first two years in junior hockey had shown me there were better things to be afraid of than someone like this, attitude or not.

But unceasing innovation is a vital part of jazz for several reasons, not all of them strictly musical. Since its inception, jazz has been a statement by its principally black players of their lives and social situation in this country. It is descended from the coded field songs of the slaves, which acted as catharsis for their pain and indignity. When Louis Armstrong became the first great jazz soloist, his music spoke for all those blacks who, like Louis, had moved north with fresh hopes as well as new disappointment. Ellington, Billie Holiday, and Lester Young announced a changing, more prideful attitude among blacks of the Thirties. Likewise, the music of the great jazz musicians of the bop revolution, Charlie Parker, Dizzy Gillespie, and Bud Powell, spoke for the new militance of those young blacks who had fought in World War II and expected America to be a new country after defeating the forces of bigotry and fascism.

To him the question: what reality shall we ascribe to number? is meaningless, because there is no reality without number, as there is no reality without space or without time. And so neither in the subjective nor yet in the objective world can we find a criterion for the reality of the number concept, because the first contains no such concept, and the second contains nothing that is free of the concept. How then can we arrive at a criterion? Not by evidence, for the dice of evidence are loaded. Not by logic, for logic has no existence independent of mathematics: it is only one phase of this multi phased necessity that we call mathematics. How then shall mathematical concepts be judged? They shall not be judged! Mathematics is the supreme judge; from its decisions there is no appeal. We cannot change the rules of the game, we cannot ascertain whether the game is fair. We can only study the player at his game; not, however, with the detached attitude of a bystander, for we are watching our own minds at play.

A setback is probably a sign that you need to make some adjustments. If you learn to think that way, all expectations are translated into something positive.

A mind-set of being on the field just because we are required to be on the field, leaves us at the mercy of favorable or unfavorable situations, and situations remain mostly unfavorable due to our inability to plan these situations, losing teams have only one factor in common and that is the players' attitude to not get affected by a win or a loss.

dislike to the woman’s superior and cold attitude when she’d thought Leanne was Diane’s sister, but since finding out she was a police officer, that dislike was now drenched in resentment. You didn’t do things to hamper people who were fighting on the same side. Leanne was the player who put a ball in the back of her own net.

The majority of us are the players, and only a few make the rules of the game. Playing can be fun, but getting to make the rules is far more empowering. It all starts with your idea. If it's your idea, you get to make the rules.... but unless you find something that the players find interesting, no one will play your game.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).

Kobe was hell-bent on surpassing Jordan as the greatest player in the game. His obsession with Michael was striking. Not only had he mastered many of Jordan's moves, but he affected many of M.J.'s mannerisms as well. When we played in Chicago that season, I orchestrated a meeting between the two stars, thinking that Michael might help shift Kobe’s attitude towards selfless teamwork. After they shook hands, the first words out of Kobe’s mouth were “You know I can kick your ass one on one.

In an odd way you can compare the social enviroment of any online game to that of a skate park or to a lesser degree sports avenue. I know, I know, it seems like an insane comparision to make, but similarities really do exist. The most prevalent of which is the equality presented. In the previously mentioned spaces age/social status/economic background, etc... have little to no effect (depending upon the sport you don't want a 20 year old lined up across a 10 year old). The determining factors regarding inclusion or friendship revolve around talent and social skills. In a skate park or pick up soccer game where you come from doesn't matter. What matters is how you perform and more importantly if it is fun playing on your team or rolling with you. Same rules apply to online gaming, but to an even more significant degree. In the wow user interface guidez online world other people have no idea what you look like. They have no idea what you do for a living or how old you are. All they know is whether or not you are worth playing with. And being a worthwhile teammate does not just correlate to level of skill. As mentioned previously, it correlates very strongly to your social presence. In short do you make the game more fun to play? Now, you certainly do not want to be on polar opposites of each spectrum. Even if you are the most charming individual to even grace the planet earth, if you think soccer is played with your hands guess who is not getting on the field. In the same token if you think the main goal of battlegrounds in World of Warcraft is to dance on the stump guess who is not getting invited to next week's Rated Battlegrounds. On the other side of the coin there have been gigantic jack asses that just so happen to be the best player I have ever seen. Unfortunately for them despite their abilities no one wants to play with someone who makes everyone around them worse via their poisonous attitude. It is both difficult and important to find a balance between the two. There are so many opportunities waiting for you. Whether it be through sports or online gaming. Do not think for a minute that because you are XX years old or XXX pounds or from a certain background you can't fit in somewhere. One of the most amazing aspects of online gaming is that you can truly present yourself to others as you want. Physical and economic factors are completely removed from the equation. It becomes you, your voice, and who you are as a person that shines through.

Wooden was a very good fundamental coach. He was very good at planning practices. He was very good at the relationships with the players,” Norman said. “But he didn’t have much in the way of strategy. His whole attitude was you play the way you practice.

It was still rare for musicians to be allowed anywhere near the mixing desk, and not unknown for session players to be brought in to save on studio time: the Beatles had begun changing this, as their success convinced record companies to interfere less and less. Virtually every subsequent band owes a huge debt of gratitude to the Beatles for creating an attitude where popular music was made by the artists, and not constructed for them.

Sometimes they do this on purpose, like when a coworker goes behind someone’s back and starts spreading rumors about them to try to make themselves look better. But usually, these small thinkers are sabotaging the team’s mission without even realizing it, like when they whine or complain or have a bad attitude on days when they’re not feeling great. That negativity spreads to others. “In my line of work, this type of small thinking could be as simple as a player telling himself, ‘It’s okay to take a few plays off, nobody will notice,

This kind of winning through competitive advantage may sound like nothing more than good, serious, and sensible business practice. But hardball companies are further distinguished by their attitude and behavior. They play with such a total commitment to the game, such a fierceness of execution, and such a relentless drive to maximize their strengths that they look very different from other companies that have admirable performance and sound business skills. Hardball players always play to win, in every aspect of the game. They always seek decisive victory. They don’t want to win a 2—1 squeaker. They would prefer a 9—2 rout.

Angry Gran Toss – Launch, Fly, and Upgrade in This Hilarious Arcade Adventure Get ready for a wild ride with Angry Gran Toss in slope-ball.io , a wildly entertaining arcade game that turns an angry grandma into a flying projectile. This offbeat and hilarious title combines distance-launching mechanics with quirky upgrades, crazy gadgets, and an endless sky to conquer. Whether you're here for the laughs or the challenge, Angry Gran Toss delivers high-flying fun that will keep you coming back for more. What Is Angry Gran Toss? In Angry Gran Toss, you play as a cranky grandmother who’s just broken out of the retirement home. Armed with a giant cannon and an attitude to match, she’s ready to soar through the skies. Your mission is simple: launch Grandma as far as you can, collect coins, dodge obstacles, and upgrade your equipment to achieve greater distances. The game blends elements of timing, strategy, and chaos. Each launch is unpredictable, making every round feel fresh and fun. Whether she’s bouncing off rooftops, flying through billboards, or smashing into helicopters, Grandma's journey is anything but boring. Game Features Addictive Launch Gameplay: Tap to launch at the perfect angle and power, then use gadgets to extend flight. Wacky Power-Ups: From jetpacks to rocket pants, unlock insane equipment to keep Granny airborne. Fun Physics: Hilarious ragdoll physics make every crash and bounce unpredictable and funny. Upgradable Gear: Spend the coins you earn on new launchers, gadgets, and boosts to fly farther. Colorful Visuals: Cartoon-style graphics bring the chaos to life in a lighthearted and vibrant world. Why Angry Gran Toss Is So Fun At its core, Angry Gran Toss is simple but incredibly rewarding. The satisfaction of watching your upgrades pay off as you launch further and further each time is what makes the gameplay loop so addictive. The humorous visuals and unexpected obstacles keep things from ever feeling repetitive. There’s also a level of strategy involved. Do you spend your coins on a stronger cannon, or invest in mid-air boosts? Do you time your launches for maximum efficiency, or rely on luck and chaos? The balance between skill and unpredictability is what keeps players hooked.