Rams Coach Quotes

Ramming it up the middle only works if you soften the defenses up a little first," the coach said.

All those posters and PSAs and health class presentations on body image and the way you can burst blood vessels in your face and rupture your esophagus if you can’t stop ramming those sno balls down your throat every night, knowing they’ll have to come back up again, you sad weak girl. Because of all this, Coach surely can’t tell a girl, a sensitive, body-conscious teenage girl, to get rid of the tender little tuck around her waist, can she? She can. Coach can say anything. And there’s Emily, keening over the toilet bowl after practice, begging me to kick her in the gut so she can expel the rest, all that cookie dough and cool ranch, the smell making me roil. Emily, a girl made entirely of donut sticks, cheese powder, and haribo. I kick, I do. She would do the same for me.

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

Coach spun toward us with a nimble step he should have lost years ago. “Sprint ladders, ladies! I want Grandma Taps in increments of ten and then do that shit backward until you hit fifty!” Noah groaned and Watkins smile sharpened into something that confirmed my suspicions. He was made of evil. “And now you all can thank Trindale for making this Ladder Day! Right and left Twizzlers, front, back, and sideways! Hopsquats, Jack Dogs, Skip to My Lous, and…Twinkies.” “Dear God,” Adam whispered. “Not the Twinkies.” Dylan squirmed in his pads. “Sir, these names are— Well, half of us can’t remember how to do them. Why can’t we call them Ickey and Heisman shuffles, like, other coaches do?” There was a sound in the back of Watkins’ throat that suggested he was making way in his gut for a piece of Dylan. “Because you shit stains haven’t earned the right to utter the names of those gods!

Good. How about you find the balls that are attached to your dicks, draw them out of your abdominal cavity and show me.” “You want to see our testicles, Coach?” Mike asked, making his way backward down his ladder. “Maybe when I find my magnifying glass, Mr. Brown! I won’t be able to tell the difference between what you call testicles and raisins.” Mike gasped for air. “My balls are sweeter, sir!” Lids narrowed over his black marbles. “Glad to know how flexible you are, Mr. Brown. That’ll come in handy for the rest of my practice.” Watkins added with a growl, “If you are still alive.

From the front, Coach Zawasky booted up his computer. “We’re missing Ryan and Hale.” That elicited a grunt. “I’ll bet those poor sons of bitches won’t miss my divine wisdom ever again after the Wolverine Special Drill I have in store for them.” “Shit.” Matt swallowed and shrunk into his chair. “Dare I ask?” I whispered. Cam’s head tilted toward mine, pure fear reflecting in his eyes. “Pray you never know.” Matt slid the playbook out of his messenger bag and I could have sworn his hand trembled. “Watkins used to be a drill instructor for the Marines and he really misses his old job—” “I sure as fuck don’t miss it when you pissants screw up. Because you will. Eventually.” Beady eyes glinted at me from across the room. I could have sworn that was a gleam of hope aimed my way. Like he was hoping to consume my soul. I blinked at the man sipping his coffee—or the devil’s tears—at a distance much too far for a human to have caught that. “How did he hear us?” Cam’s chest shuddered with an unsteady breath. “There are theories. And they all involve Satan.” “I knew it.

Q. What is the difference between coaching and mentoring? A. Coaching generally has to do with success in the current position, with some emphasis—say, 10 to 15 percent—on the next position. Mentoring is the reverse. Most of the emphasis is on the future, probably 80 to 85 percent; only 15 to 20 percent is focused on current performance.

After the 1998 season Warner was included among the five Rams exposed on the expansion list for the new Cleveland Browns. The Browns passed on Warner, an unknown with virtually no playing experience outside of the Arena Football League and NFL Europe.