Score A Goal Quotes

Sorry to burst your bubble, but you were actually pointing at the old guy a few seats over. He totally freaked out and started shouting to everyone that you scored that goal for him, and then I heard him ask his wife if maybe you knew that he was just diagnosed with diabetes, so I didn’t have the heart to tell him who the goal was really for.

You cannot score a goal when you are sitting on the bench. To do so, you have to dress up and enter the game.

Your vision of where or who you want to be is the greatest asset you have. Without having a goal it’s difficult to score.

You may get skinned knees and elbows, but it's worth it if you score a spectacular goal.

Never compare one student's test score to another's. Always measure a child's progress against her past performance. There will always be a better reader, mathematician, or baseball player. Our goal is to help each student become as special as she can be as an individual--not to be more special than the kid sitting next to her.

You’ve probably met moms like that. You say, “Yeah, I scored a goal in the soccer game last night.” And she says, “Oh, that’s nice. All fourteen of my children are the captains of their teams, and they make straight A’s and can play the violin.” And you just want to smack her.

The trouble with not having a goal is that you can spend your life running up and down the field and never score.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others--sales targets, quarterly returns, standardized test scores, and so on--can sometimes have dangerous side effects.

Grades really cover up failure to teach. A bad instructor can go through an entire quarter leaving absolutely nothing memorable in the minds of his class, curve out the scores on an irrelevant test, and leave the impression that some have learned and some have not. But if the grades are removed the class is forced to wonder each day what it’s really learning. The questions, What’s being taught? What’s the goal? How do the lectures and assignments accomplish the goal? become ominous. The removal of grades exposes a huge and frightening vacuum.

My mascara a mess, harsh words for your princess Boy, you and your promises If your goal was to love, you scored an epic miss Now you'll just have memories

A woman today who has no goal, no purpose, no ambition patterning her days into the future, making her stretch and grow beyond that small score of years in which her body can fill its biological function, is committing a kind of suicide.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

That is what is marvelous about school, she realized: when you are in school, your talents are without number, and your promise is boundless. You ace a math test: you will one day work for NASA. The choir director asks you to sing a solo at the holiday concert: you are the next Mariah Carey. You score a goal, you win a poetry contest, you act in a play. And you are everything at once: actor, astronomer, gymnast, star. But at a certain point, you begin to feel your talents dropping away, like feathers from a molting bird. Cello lessons conflict with soccer practice. There aren't enough spots on the debating team. Calculus remains elusive. Until the day you realize that you cannot think of a single thing you are wonderful at.

Hunter scored a total beauty in the third,” Hollis says from his stool. “I almost came in my pants.” “Don’t be crude in front of the baby,” I say immediately. “Bro, you brought a baby to a bar. Go throw glass stones in your own house.” When everyone snickers, Hollis is visibly confused. “What?” “That’s not the phrase,” Hannah says helpfully. “Sure it is.” “It’s really not.” Hollis waves a hand. “You know nothing, Jon Snow.

If you’re not keeping score, you’re just practicing.

You should want to win. I still remember when I was little. Girls would score a goal, and we would walk together, high-five, and walk back to our positions. Boys are running around, going "I'm Number One." It wasn't like that for young girls. With girls, if you miss the ball on a tackle and hit the other player, it's like, "Oh my God, I'm so sorry.

I don't care who scores the goals, I'm going to leave my human beingness on the field!

As long as you keep secrets and suppress information, you are fundamentally at war with yourself. Hiding your core feelings takes an enormous amount of energy, it saps your motivation to pursue worthwhile goals, and it leaves you feeling bored and shut down. Meanwhile, stress hormones keep flooding your body, leading to headaches, muscle aches, problems with your bowels or sexual functions—and irrational behaviors that may embarrass you and hurt the people around you. Only after you identify the source of these responses can you start using your feelings as signals of problems that require your urgent attention.

I want you to take a sleeve of Thin Mints and line them up on the edge of the kitchen counter and when I'm hungry I can just bend over and sweep a cookie into my mouth like I'm scoring a goal in hockey.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

Remember, without a goal, your stamina is useless no matter how you get trained. You may defend your integrity and attack your obstacles, but when you have no target in focus, you will score many zero number of goals...

When Arthur had been a boy at school, long before the Earth had been demolished, he had used to play football. He had not been at all good at it, and his particular speciality had been scoring own goals in important matches.

Keep it calm and watch the company you keep. It's either a red card or a green card you are holding. One guides you to go on, and the other makes you give up on scoring your goals

Why couldn't you beat a richer club? I've never seen a bag of money score a goal.

You will never score a goal if you don't take the shot.

Life is fundamentally a mental state. We live in a dream world that we create. Whose life is truer, the rational man of action pursuing practical goals of personal happiness and wealth or the philosophic man who lives in a world of theoretical and metaphysical ideas? We ascribe the value quotient to our lives by making decisions that we score as either valid or invalid based upon our personal ethics and how we think and behave.

You know, you spend your childhood watching TV, assuming that at some point in the future everything you see will one day happen to you: that you too will win a Formula One race, hop a train, foil a group of terrorists, tell someone 'Give me the gun', etc. Then you start secondary school, and suddenly everyone's asking you about your career plans and your long-term goals, and by goals they don't mean the kind you are planning to score in the FA Cup. Gradually the awful truth dawns on you: that Santa Claus was just the tip of the iceberg - that your future will not be the rollercoaster ride you'd imagined,that the world occupied by your parents, the world of washing dishes, going to the dentist, weekend trips to the DIY superstore to buy floor-tiles, is actually largely what people mean when they speak of 'life'.

The Stadium Have you ever entered an empty stadium? Try it. Stand in the middle of the field and listen. There is nothing less empty than an empty stadium. There is nothing less mute than stands bereft of spectators. At Wembley, shouts from the 1966 World Cup, which England won, still resound, and if you listen very closely you can hear groans from 1953 when England fell to the Hungarians. Montevideo’s Centenario Stadium sighs with nostalgia for the glory days of Uruguayan soccer. Maracanã is still crying over Brazil’s 1950 World Cup defeat. At Bombonera in Buenos Aires, drums boom from half a century ago. From the depths of Azteca Stadium, you can hear the ceremonial chants of the ancient Mexican ball game. The concrete terraces of Camp Nou in Barcelona speak Catalan, and the stands of San Mamés in Bilbao talk in Basque. In Milan, the ghosts of Giuseppe Meazza scores goals that shake the stadium bearing his name. The final match of the 1974 World Cup, won by Germany, is played day after day and night after night at Munich’s Olympic Stadium. King Fahd Stadium in Saudi Arabia has marble and gold boxes and carpeted stands, but it has no memory or much of anything to say.

For the entire summer, Lane’s cell phone background was a picture of Jared eating Lucky Charms out of the Kelly Cup. Jared’s was, of course, that shot of his that blocked Lane’s would-be goal. According to Jared, it was going to stay that way until he had a picture of Lane drinking Dr Pepper out of Lord Stanley’s Cup to replace it with. He liked to call it incentive.

Our eyes are always pointing at things we are interested in approaching, or investigating, or looking for, or having. We must see, but to see, we must aim, so we are always aiming. Our minds are built on the hunting-and-gathering platforms of our bodies. To hunt is to specify a target, track it, and throw at it. To gather is to specify and to grasp. We fling stones, and spears, and boomerangs. We toss balls through hoops, and hit pucks into nets, and curl carved granite rocks down the ice onto horizontal bull’s-eyes. We launch projectiles at targets with bows, guns, rifles and rockets. We hurl insults, launch plans, and pitch ideas. We succeed when we score a goal or hit a target. We fail, or sin, when we do not (as the word sin means to miss the mark70). We cannot navigate, without something to aim at and, while we are in this world, we must always navigate.

Every person that has lived with purpose has at one time or another answered these questions: Do you remember who you were before the world, and it's evil stole your hope? Do you remember who you wanted to be before a religion, culture or organization told you to be something you were not? Do you remember what your dream was before they told you that it was unachievable? Do you remember the moments God kept taking you back to the one thing you were best at (but you kept denying it)? Do you remember the moments He handed you the opportunity and you walked away, instead? Do you remember the moments He kept closing the doors on the one thing you wanted because it wouldn't help you? Do you remember it was all going to be okay if you simply believed, but you gave up? For every bad moment, we blamed others, kept score, got even and forgot to live. When you remember your "true self", then you can begin to walk forward once again down the road to discovery, childhood dreams and your life purpose. (Writer's Conference, 2012)

Of course I’m up,” I grumble, rubbing my eyes. “How am I supposed to sleep when you two fucktards are standing at the foot of my bed talking about angels blowing their loads?” Garrett snickers. “Like I’m the first one to ever wonder about that.

The difference between a goal-directed individual and someone without goals is like the difference between a Wimbledon champion and a kid batting a tennis ball around on a court with no net, no opponent to bring out the best in him, and no way of keeping score.

Don't feel pity for those who will feel disappointed because you have scored! You were trained not to entertain a pity party but to excel in a winning game!

He once told me, Instead of scoring thirty goals a season, why don't you score twenty-five and help someone else to score fifteen? That way the team's ten goals better off.

Scoring a goal is almost like kissing. The more you do it, the more you want. I wanted to keep scoring until it hurt.

If you don't have a goal, you will score zero even if you run with the fastest speed.

Elli." "Shea," she gasped as he bit softly. "Show me your undies." Elli broke out in a fit of giggles as Shea smiled against her neck. "No way." "What if a get a goal just for you-then can I see your undies?" "Do they have to be on me?" she asked, playing along. There was no way in hell he would see her in her undies. "Yes, they do." "Hmm...no." "Come on, two goals." "No." "Three." "Okay. Three, and y'all gotta win." "Deal. Now kiss me." "That I will do," she said with a grin as she leaned up on her tippy toes to kiss him deeply. It was probably the first time Elanor Fisher hoped Shea didn't score.

[Since] a player controls every character, it is that player's intelligence that dictates the character's goals and actions, not an arbitrary number on a character sheet. Thus, in a sense, the player _is_ the character's "intelligence score"!

I observed that when a footballer is about to make a threatening strike to score a goal, there comes a big shout from spectators at the field. He could either get detracted to miss the opportunity or motivated to make it happen. Such is life!

The winners of life's game always set and have goals in focus that they score to fulfill their purposes of existence and making the planet earth to celebrate joy; the losers make life bitter for others by tormenting their senses of joy and peace!

I grin at her enthusiasm. “Did you like the little gun-finger I flashed you after that goal? All for you, baby.” She grins back. “Sorry to burst your bubble, but you were actually pointing at the old guy a few seats over. He totally freaked out and started shouting to everyone that you scored that goal for him, and then I heard him ask his wife if maybe you knew that he was just diagnosed with diabetes, so I didn’t have the heart to tell him who the goal was really for.” I break down in laughter. “Why is nothing ever simple with us?” “Hey,” she protests. “We’re more interesting this way.” I can’t argue with that.

I had a dream about you. We were playing football (soccer), and I just needed to score one goal to win. Of course, one goal was one more than I’d scored so far, so it might be next to impossible. One is certainly next to nothing, but it might also be next to everything. In love, one is also next to nothing—and next to everything, as two is all you need to make eternity.

Scriptural interpretation is properly an ecclesial activity whose goal is to participate in the reality of which the text speaks by bending the knee to worship the God revealed in Jesus Christ. Through Scripture the church receives the good news of the inbreaking kingdom of God and, in turn, proclaims the message of reconciliation. Scripture is like a musical score that must be played or sung in order to be understood; therefore, the church interprets Scripture by forming communities of prayer, service, and faithful witness.

In a few years hardly anyone will remember why the ice rink beyond the apartment blocks and gravel pit in the poorest part of town is always called “the Cathedral.” But the man who dreamed it up knows, and the boy who one day scores his first goal in the NHL knows.

Freud was fascinated with depression and focused on the issue that we began with—why is it that most of us can have occasional terrible experiences, feel depressed, and then recover, while a few of us collapse into major depression (melancholia)? In his classic essay “Mourning and Melancholia” (1917), Freud began with what the two have in common. In both cases, he felt, there is the loss of a love object. (In Freudian terms, such an “object” is usually a person, but can also be a goal or an ideal.) In Freud’s formulation, in every loving relationship there is ambivalence, mixed feelings—elements of hatred as well as love. In the case of a small, reactive depression—mourning—you are able to deal with those mixed feelings in a healthy manner: you lose, you grieve, and then you recover. In the case of a major melancholic depression, you have become obsessed with the ambivalence—the simultaneity, the irreconcilable nature of the intense love alongside the intense hatred. Melancholia—a major depression—Freud theorized, is the internal conflict generated by this ambivalence. This can begin to explain the intensity of grief experienced in a major depression. If you are obsessed with the intensely mixed feelings, you grieve doubly after a loss—for your loss of the loved individual and for the loss of any chance now to ever resolve the difficulties. “If only I had said the things I needed to, if only we could have worked things out”—for all of time, you have lost the chance to purge yourself of the ambivalence. For the rest of your life, you will be reaching for the door to let you into a place of pure, unsullied love, and you can never reach that door. It also explains the intensity of the guilt often experienced in major depression. If you truly harbored intense anger toward the person along with love, in the aftermath of your loss there must be some facet of you that is celebrating, alongside the grieving. “He’s gone; that’s terrible but…thank god, I can finally live, I can finally grow up, no more of this or that.” Inevitably, a metaphorical instant later, there must come a paralyzing belief that you have become a horrible monster to feel any sense of relief or pleasure at a time like this. Incapacitating guilt. This theory also explains the tendency of major depressives in such circumstances to, oddly, begin to take on some of the traits of the lost loved/hated one—and not just any traits, but invariably the ones that the survivor found most irritating. Psychodynamically, this is wonderfully logical. By taking on a trait, you are being loyal to your lost, beloved opponent. By picking an irritating trait, you are still trying to convince the world you were right to be irritated—you see how you hate it when I do it; can you imagine what it was like to have to put up with that for years? And by picking a trait that, most of all, you find irritating, you are not only still trying to score points in your argument with the departed, but you are punishing yourself for arguing as well. Out of the Freudian school of thought has come one of the more apt descriptions of depression—“aggression turned inward.” Suddenly the loss of pleasure, the psychomotor retardation, the impulse to suicide all make sense. As do the elevated glucocorticoid levels. This does not describe someone too lethargic to function; it is more like the actual state of a patient in depression, exhausted from the most draining emotional conflict of his or her life—one going on entirely within. If that doesn’t count as psychologically stressful, I don’t know what does.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

In times of old when I was new And Hogwarts barely started The founders of our noble school Thought never to be parted: United by a common goal, They had the selfsame yearning, To make the world’s best magic school And pass along their learning. “Together we will build and teach!” The four good friends decided And never did they dream that they Might someday be divided, For were there such friends anywhere As Slytherin and Gryffindor? Unless it was the second pair Of Hufflepuff and Ravenclaw? So how could it have gone so wrong? How could such friendships fail? Why, I was there and so can tell The whole sad, sorry tale. Said Slytherin, “We’ll teach just those Whose ancestry is purest.” Said Ravenclaw, “We’ll teach those whose Intelligence is surest.” Said Gryffindor, “We’ll teach all those With brave deeds to their name.” Said Hufflepuff, “I’ll teach the lot, And treat them just the same.” These differences caused little strife When first they came to light, For each of the four founders had A House in which they might Take only those they wanted, so, For instance, Slytherin Took only pure-blood wizards Of great cunning, just like him, And only those of sharpest mind Were taught by Ravenclaw While the bravest and the boldest Went to daring Gryffindor. Good Hufflepuff, she took the rest, And taught them all she knew, Thus the Houses and their founders Retained friendships firm and true. So Hogwarts worked in harmony For several happy years, But then discord crept among us Feeding on our faults and fears. The Houses that, like pillars four, Had once held up our school, Now turned upon each other and, Divided, sought to rule. And for a while it seemed the school Must meet an early end, What with dueling and with fighting And the clash of friend on friend And at last there came a morning When old Slytherin departed And though the fighting then died out He left us quite downhearted. And never since the founders four Were whittled down to three Have the Houses been united As they once were meant to be. And now the Sorting Hat is here And you all know the score: I sort you into Houses Because that is what I’m for, But this year I’ll go further, Listen closely to my song: Though condemned I am to split you Still I worry that it’s wrong, Though I must fulfill my duty And must quarter every year Still I wonder whether Sorting May not bring the end I fear. Oh, know the perils, read the signs, The warning history shows, For our Hogwarts is in danger From external, deadly foes And we must unite inside her Or we’ll crumble from within. I have told you, I have warned you. . . . Let the Sorting now begin. The hat became motionless once more;

As the 2018 World Cup Championship in Russia draws to a close, President Trump scores a hat-trick of diplomatic faux pas - first at the NATO summit, then on a UK visit, and finally with a spectacular own goal in Helsinki, thereby handing Vladimir Putin a golden propaganda trophy. For as long as this moron continues to queer the pitch by refusing to be a team player, America's Achilles' heel will go from bad to worse. It's high time somebody on his own side tackled him in his tracks.

(This is how the iron law of bureaucracy installs itself at the heart of an institution. Most of the activities of any bureaucracy are devoted not to the organization’s ostensible goals, but to ensuring that the organization survives: because if they aren’t, the bureaucracy has a life expectancy measured in days before some idiot decision maker decides that if it’s no use to them they can make political hay by destroying it. It’s no consolation that some time later someone will realize that an organization was needed to carry out the original organization’s task, so a replacement is created: you still lost your job and the task went undone. The only sure way forward is to build an agency that looks to its own survival before it looks to its mission statement. Just another example of evolution in action.)

When people are compulsively and constantly pulled back into the past, to the last time they felt intense involvement and deep emotions, they suffer from a failure of the imagination, a loss of the mental flexibility. Without imagination there is no hope, no chance to envision a better future, no place to go, no goal to reach.

He spun on his heels and jogged backward across the goal line, the ball raised triumphantly overhead, a gesture that looked arrogant when the pros did it on TV but felt right just then, allowing him to watch his teammates as they came charging joyfully down the field to join him. Todd spiked the ball and waited for them, his arms stretched wide, his chest heaving as if he were trying to suck the whole night into his lungs. All he wished was that Sarah had been there to see it, to know him as he’d known himself streaking down the wide-open field, not some jock hero scoring the winning touchdown, but a grown man experiencing an improbable moment of grace.

Imagination is absolutely critical to the quality of our lives. Our imagination enables us to leave our routine everyday existence by fantasizing about travel, food, sex, falling in love, or having the last word—all the things that make life interesting. Imagination gives us the opportunity to envision new possibilities—it is an essential launchpad for making our hopes come true. It fires our creativity, relieves our boredom, alleviates our pain, enhances our pleasure, and enriches our most intimate relationships. When people are compulsively and constantly pulled back into the past, to the last time they felt intense involvement and deep emotions, they suffer from a failure of imagination, a loss of the mental flexibility. Without imagination there is no hope, no chance to envision a better future, no place to go, no goal to reach.

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!

Don't compete with your friends to win a date with few beautiful girls, but compete to win few beautiful goals.

Without imagination there is no hope, no chance to envision a better future, no place to go, no goal to reach.

People who score zero are not only those who do not participate in the game, but also those who play very well but have no goal in focus!

You are a defenseman. You will teach them how to stand still and not score goals. Defenseman things.

If you want to strike, strike now. No matter how skillfully a footballer strikes beyond the 90 minutes' regulated time, he makes no influence. Strike now before it becomes too late!

the locker room,” Alex counters. “No way, it has to be on the ice. He’s going to take her to the rink tonight, flip on the scoreboard and play porn while he fucks her over the goal. They’re both wearing skates of course, porn everywhere, blaring through the speakers, there’s a hockey stick involved somehow, and he’s all veiny and sweaty and says things like my semen are scoring tonight.

Whatever their temperament, if children are part of your life, encourage them to pause for a moment at the end of the day (or at any other natural interval, such as the last minute before the school bell) to remember what went well and think about things that make them happy (e.g., a pet, their parents’ love, a goal scored in soccer). Then have those positive feelings and thoughts sink in.

She lost her mom so young and without warning. It makes her feel like everything can change in a heartbeat, so she clings to things like plans and goals and timelines to feel like she has control.

During the game, we find endless ways of saying that our team needs to score goals while at the same time not letting any in: ‘We need a goal here,’ ‘We don’t want to let one in now,’ and so on. (‘Here’ and ‘now’ are the words intended to indicate a keen understanding of the complex nature of the particular game, but in truth they mean nothing. Teams always need to score, and never want to let one in.)

The goal in any sport is to finish with the best score, but it would be ridiculous to spend the whole game staring at the scoreboard. The only way to actually win is to get better each day. In the words of three-time Super Bowl winner Bill Walsh, “The score takes care of itself.” The same is true for other areas of life. If you want better results, then forget about setting goals. Focus on your system instead.

Manchester City striker Mario Balotelli sets his own house on fire, apparently after letting off fireworks in his bathroom. Two days later City beat United 6–1, and after scoring the first goal Balotelli revealed a T-shirt bearing the question ‘Why always me?’ This was presumably intended to be rhetorical, but Cheshire Fire and Rescue service, who were at Balotelli’s house until 2.45 a.m., could presumably have provided an answer.

In the words of three-time Super Bowl winner Bill Walsh, “The score takes care of itself.” The same is true for other areas of life. If you want better results, then forget about setting goals. Focus on your system instead.

can tell you the happiest a person can possibly be. ’Cause I’ve taken note of it. The happiest you can be is to be from a Latin country and score a goal in soccer. It’s probably four to eight seconds. But I don’t think it’s possible to be happier than that. I’ve never seen a greater happiness than that. Can you name me a happier person? Happier than that? Happiest you can be. I don’t think you can beat it. No sex stuff either. That’s too easy.

I tell you, Professor, growing up is a full contact sport. Somewhere in our brains, foolishness and naïveté join forces with a false sense of invincibility. Together, they score own-goals against their host’s interests. All this happens while that referee known as ‘reason’ is collapsed in a drunken stupor, unable to stop the madness. When he finally wakes up, all he can do is grant the useless penalty known as ‘hindsight’. But the outcome remains unchanged. The game is lost …

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others—sales targets, quarterly returns, standardized test scores, and so on—can sometimes have dangerous side effects.

the ability to attend to a task and stick to long-term goals is the greatest predictor of success, greater than academic achievement, extracurricular involvement, test scores, and IQ. She calls this grit, and first discovered its power in the classroom, while teaching seventh-grade math. She left teaching to pursue research on her hunch, and her findings have changed the way educators perceive student potential. Gritty students succeed, and failure strengthens grit like no other crucible.

There was something about a group of girls, urgently devoted to scoring a goal, or making a basket, through any means necessary, scuffling, pushing, and pulling, that deeply offended men who couldn’t stand to see women with both strength and agency.

desensitization: helping patients become less reactive to certain emotions and sensations. But is this the correct goal? Maybe the issue is not desensitization but integration: putting the traumatic event into its proper place in the overall arc of one’s life.

Cash has disappeared so quickly from Chinese cities that it even “disrupted” crime. In March 2017, a pair of Chinese cousins made headlines with a hapless string of robberies. The pair had traveled to Hangzhou, a wealthy city and home to Alibaba, with the goal of making a couple of lucrative scores and then skipping town. Armed with two knives, the cousins robbed three consecutive convenience stores only to find that the owners had almost no cash to hand over—virtually all their customers were now paying directly with their phones. Their crime spree netted them around $125 each—not even enough to cover their travel to and from Hangzhou—when police picked them up. Local media reported rumors that upon arrest one of the brothers cried out, “How is there no cash left in Hangzhou?

In reality, the vagina is not a game of soccer to be kicked around like a ball. Its goal is to love and not keep score of how many times it’s beaten the competition. Having a vagina is a beautiful thing and shouldn’t be locked up or controlled by those who do not have one.

she believed that people’s IQ scores told the whole story of who they were. We were seated around the room in IQ order, and only the highest-IQ students could be trusted to carry the flag, clap the erasers, or take a note to the principal. Aside from the daily stomachaches she provoked with her judgmental stance, she was creating a mindset in which everyone in the class had one consuming goal—look smart, don’t look dumb. Who cared about or enjoyed learning when our whole being was at stake every time she gave us a test or called on us in class?

The real direction of your vision is as important as your vision. Notwithstanding how large the goal post might be, the power behind your shots least matter as its direction, for it is more of the direction that will determine the goals you shall score and the final score in the end

Back in fifth year when Connell had scored a goal for the school football team, Rob had leaped onto the pitch to embrace him. He screamed Connell’s name, and began to kiss his head with wild exuberant kisses. It was only one-all, and there were still twenty minutes left on the clock. But that was their world then. Their feelings were suppressed so carefully in everyday life, forced into smaller and smaller spaces, until seemingly minor events took on insane and frightening significance. It was permissible to touch each other and cry during football matches. Connell still remembers the too-hard grip of his arms.

Some hold the position that education is serious, but games are not; therefore games have no place in education. But an examination of our educational system shows that it is a game! Students (players) are given a series of assignments (goals) that must be handed in (accomplished) by certain due dates (time limits). They receive grades (scores) as feedback repeatedly as assignments (challenges) get harder and harder, until the end of the course when they are faced with a final exam (boss monster), which they can only pass (defeat) if they have mastered all the skills in the course (game). Students (players) who perform particularly well are listed on the honor roll (leader board).

CONSENSUS PROPOSED CRITERIA FOR DEVELOPMENTAL TRAUMA DISORDER A. Exposure. The child or adolescent has experienced or witnessed multiple or prolonged adverse events over a period of at least one year beginning in childhood or early adolescence, including: A. 1. Direct experience or witnessing of repeated and severe episodes of interpersonal violence; and A. 2. Significant disruptions of protective caregiving as the result of repeated changes in primary caregiver; repeated separation from the primary caregiver; or exposure to severe and persistent emotional abuse B. Affective and Physiological Dysregulation. The child exhibits impaired normative developmental competencies related to arousal regulation, including at least two of the following: B. 1. Inability to modulate, tolerate, or recover from extreme affect states (e.g., fear, anger, shame), including prolonged and extreme tantrums, or immobilization B. 2. Disturbances in regulation in bodily functions (e.g. persistent disturbances in sleeping, eating, and elimination; over-reactivity or under-reactivity to touch and sounds; disorganization during routine transitions) B. 3. Diminished awareness/dissociation of sensations, emotions and bodily states B. 4. Impaired capacity to describe emotions or bodily states C. Attentional and Behavioral Dysregulation: The child exhibits impaired normative developmental competencies related to sustained attention, learning, or coping with stress, including at least three of the following: C. 1. Preoccupation with threat, or impaired capacity to perceive threat, including misreading of safety and danger cues C. 2. Impaired capacity for self-protection, including extreme risk-taking or thrill-seeking C. 3. Maladaptive attempts at self-soothing (e.g., rocking and other rhythmical movements, compulsive masturbation) C. 4. Habitual (intentional or automatic) or reactive self-harm C. 5. Inability to initiate or sustain goal-directed behavior D. Self and Relational Dysregulation. The child exhibits impaired normative developmental competencies in their sense of personal identity and involvement in relationships, including at least three of the following: D. 1. Intense preoccupation with safety of the caregiver or other loved ones (including precocious caregiving) or difficulty tolerating reunion with them after separation D. 2. Persistent negative sense of self, including self-loathing, helplessness, worthlessness, ineffectiveness, or defectiveness D. 3. Extreme and persistent distrust, defiance or lack of reciprocal behavior in close relationships with adults or peers D. 4. Reactive physical or verbal aggression toward peers, caregivers, or other adults D. 5. Inappropriate (excessive or promiscuous) attempts to get intimate contact (including but not limited to sexual or physical intimacy) or excessive reliance on peers or adults for safety and reassurance D. 6. Impaired capacity to regulate empathic arousal as evidenced by lack of empathy for, or intolerance of, expressions of distress of others, or excessive responsiveness to the distress of others E. Posttraumatic Spectrum Symptoms. The child exhibits at least one symptom in at least two of the three PTSD symptom clusters B, C, & D. F. Duration of disturbance (symptoms in DTD Criteria B, C, D, and E) at least 6 months. G. Functional Impairment. The disturbance causes clinically significant distress or impairment in at least two of the following areas of functioning: Scholastic Familial Peer Group Legal Health Vocational (for youth involved in, seeking or referred for employment, volunteer work or job training)

For such people, finding a mate is like scoring a goal. You have to develop skills like talking cheesy, praising generously, and targeting properly. They are unable to see the opposite person as a human being. All they focus upon is their own strategy and tactics. For them, all the people on the opposite team are alike - except for looks, education and career.

You know, you spend your childhood watching TV, assuming that at some point in the future everything you see there will one day happen to you: that you too will win a Formula One race, hop a train, foil a group of terrorists, tell someone 'Give me the gun', etc. Then you start secondary school, and suddenly everyone's asking you about your career plans and your long-term goals, and by goals they don't mean the kind you are planning to score in the FA Cup. Gradually the awful truth dawns on you: that Santa Claus was just the tip of the iceberg — that your future will not be the rollercoaster ride you'd imagined, that the world occupied by your parents, the world of washing the dishes, going to the dentist, weekend trips to the DIY superstore to buy floor-tiles, is actually largely what people mean when they speak of 'life'. Now, with every day that passes, another door seems to close, the one marked PROFESSIONAL STUNTMAN, or FIGHT EVIL ROBOT, until as the weeks go by and the doors — GET BITTEN BY SNAKE, SAVE WORLD FROM ASTEROID, DISMANTLE BOMB WITH SECONDS TO SPARE — keep closing, you begin to hear the sound as a good thing, and start closing some yourself, even ones that didn't necessarily need to be closed.

The team is greater than the individual” is just a cliché for people who don’t understand sports; for those who do, it’s a painful truth because it hurts to live in accordance with it. Submitting to a role you don’t want, doing a crap job in silence, playing on defense instead of getting to score goals and be the star. When you can accept the worst aspects of your teammates because you love the collective, that’s when you’re a team player.

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.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

FIEND “… AND with 15 seconds to go it’s Hot-Foot Henry racing across the field! Beckham tries a slide tackle but Henry’s too quick! Just look at that step-over! Oh no, he can’t score from that distance, it’s crazy, it’s impossible, oh my goodness, he cornered the ball, it’s IN!!!! It’s IN! Another spectacular goal! Another spectacular win! And it’s all thanks to Hot-Foot Henry, the greatest soccer star who’s ever lived!” “Goal! Goal! Goal!” roared the crowd. Hot-Foot Henry won the match! His teammates carried him through the fans, cheering and chanting, “Hen-ry! Hen-ry! Hen-ry!

I remember working on the manuscript for Overstory: Zero back in the spring of 1995 and feeling that it was incomplete and wishing that I could just keep adding to it for the rest of my life like Walt Whitman did with Leaves of Grass. This place, my home valleys, is interesting enough and complex enough to sustain a lifetime of pondering and description. The One Hundred Valleys of the Umpqua it is called and I would like to write one hundred pieces about our lives here, but, having aged another score of years and finding myself looking ahead to life: the last decades" I doubt now that I'll ever reach that playful goal.

The other boys came up to me and complained, “Lopepe, you never pass the ball to your teammates.” I did not listen. After all, the point of soccer is to score more goals than the other team, not to pass the ball. I kept playing the way I always had. Eventually the other boys had enough. One day I walked out on the soccer field and one of the older boys who ran the games told me, “From now on you are the goalkeeper.” At first I hated being the goalkeeper. You cannot score from the back side of the field, and I love scoring goals. But what could I do? Instead of sulking, I told myself, Okay, you are now the goalkeeper. Make yourself the best goalkeeper in all of Kenya. And I did.

The traits can be sorted into four different categories, or “factors.” The interpersonal factor includes the traits of superficiality, grandiosity, and deceitfulness. The affective factor includes lack of remorse, lack of empathy, and refusal to accept responsibility for one’s actions. The behavioral factor includes impulsivity, lack of goals, and unreliability. And the antisocial factor includes hotheadedness, a history of juvenile delinquency, and a criminal record. Antisocial personality disorder is related to psychopathy but is much more common and is a measure of outward disruptive behavior rather than an underlying personality problem. Psychopathy scores are actually a better predictor of criminal recidivism, severity, and premeditation

The solution to the problem of poor performance scores had been a new system of grading that would encourage students to stay in school as well as improve their self-esteem. Beyond these important, admirable goals, it also had a more immediate purpose: it would undoubtedly reduce the school’s notoriously high failure rate, which had become an embarrassment to the school and to the school board. Under the plan, equal weight was given to class participation (which to some teachers meant simply showing up, because how on earth were you supposed to quantify participation?), homework, weekly tests, and a final exam at the end of every six-week period. A student could flunk every weekly test as well as the final exam and still pass a course for that period.

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.

Briefcase A scientist named Tim Berra wrote a book called Evolution and the Myth of Creationism in 1990. In it, he said that Corvettes can help us understand evolution, because we can see how they changed from year to year. Whoops! Somebody forgot to tell Professor Berra that Corvettes don’t have baby Corvettes. And that Corvettes are designed by intelligent people. So Tim Berra scored a goal for the other side, since his argument was really for intelligent design! Today, it’s called Berra’s Blunder. No one is quite sure when the first demolition derbies were held. Some think a stock-car driver named Larry Mendelsohn organized the first one in Long Island, New York, in the late 1950s. But the Merriam-Webster’s dictionary first included the term “demolition derby” in their 1953 edition. That means there were probably demolition derbies at county fairs at least back in the late 1940s. Anyway, people have been smashing cars for a long time.

We got some stupid fuckers,” Kauzlarich said after the inflatable doll had been tossed into a burn barrel and set on fire, which created a thick column of oily black smoke that rose over the center of the FOB. “We got what we got,” Cummings said—and what he and Kauzlarich were wondering was whether these first cracks were just the effects of war, or also the effects of an army forced to take more and more stupid fuckers. It was something they had been dealing with since they began forming the battalion. For several years, in order to meet recruiting goals, the army had been accepting an ever-increasing number of recruits who needed some kind of waiver in order to become soldiers. Without the waivers, those recruits would not have been allowed into the army. Some of the waivers were for medical problems and others were for low scores on aptitude tests, but the greatest percentage were for criminal offenses ranging from misdemeanor drug use to felonies such as burglary, theft, aggravated assault, and even a few cases of involuntary manslaughter. In 2006, the year the 2-16 was getting most of its soldiers, 15 percent of the army’s recruits were given criminal waivers. Most were for misdemeanors, but nearly a thousand were for some type of felony conviction, which was more than double the number granted just three years before. This

You ever choked? You know what I mean, fumbled at the goal line, stuck your foot in your mouth when you were trying to ask that girl on a date, had a brain freeze on the final exam you were totally prepared for, lipped out a three-foot putt to win the golf tournament, or been paralyzed by the feeling of “Oh my god life can’t get any better, do I really deserve this?” I have. What happens when we get that feeling? We clench up, get short of breath, self-conscious. We have an out-of-body experience where we observe ourselves in the third person, no longer present, now not doing well what we are there to do. We become voyeurs of our moment because we let it become bigger than us, and in doing so, we just became less involved in it and more impressed with it. Why does this happen? It happens because when we mentally give a person, place, or point in time more credit than ourselves, we then create a fictitious ceiling, a restriction, over the expectations we have of our own performance in that moment. We get tense, we focus on the outcome instead of the activity, and we miss the doing of the deed. We either think the world depends on the result, or it’s too good to be true. But it doesn’t, and it isn’t, and it’s not our right to believe it does or is. Don’t create imaginary constraints. A leading role, a blue ribbon, a winning score, a great

When a high IQ-test score is accompanied by subpar performance in some other domain, this is thought "surprising," and a new disability category is coined to name the surprise. So, similarly, the diagnostic criterion for mathematics disorder (sometimes termed dyscalculia) in DSM IV is that "Mathematical ability that falls substantially below that expected for the individual's chronological age, measured intelligence, and age-appropriate education" (p. 50)- The logic of discrepancy-based classification based on IQ-test performance has created a clear precedent whereby we are almost obligated to create a new disability category when an important skill domain is found to be somewhat dissociated from intelligence. It is just this logic that I exploited in creating a new category of disability- dysrationalia.T he proposed definition of the disability was as follows: Dysrationalia is the inability to think and behave rationally despite adequate intelligence. It is a general term that refers to a heterogeneous group of disorders manifested by significant difficulties in belief formation, in the assessment of belief consistency, and/or in the determination of action to achieve one's goals. Although dysrationalia may occur concomitantly with other handicapping conditions (e.g., sensory impairment), dysrationalia is not the result of those conditions. The key diagnostic criterion for dysrationalia is a level of rationality, as demonstrated in thinking and behavior, that is significantly below the level of the individual's intellectual capacity (as determined by an individually administered IQ test).

Convergent intelligence focuses on one line of thought, ignoring the more complex “divergent” form of intelligence, which involves measuring differing factors. For example, during World War II, the U.S. Army Air Forces asked scientists to devise a psychological exam that would measure a pilot’s intelligence and ability to handle difficult, unexpected situations. One question was: If you are shot down deep in enemy territory and must somehow make it back to friendly lines, what do you do? The results contradicted conventional thinking. Most psychologists expected that the air force study would show that pilots with high IQs would score highly on this test as well. Actually, the reverse was true. The pilots who scored highest were the ones with higher levels of divergent thinking, who could see through many different lines of thought. Pilots who excelled at this, for example, were able to think up a variety of unorthodox and imaginative methods to escape after they were captured behind enemy lines. The difference between convergent and divergent thinking is also reflected in studies on split-brain patients, which clearly show that each hemisphere of the brain is principally hardwired for one or the other. Dr. Ulrich Kraft of Fulda, Germany, writes, “The left hemisphere is responsible for convergent thinking and the right hemisphere for divergent thinking. The left side examines details and processes them logically and analytically but lacks a sense of overriding, abstract connections. The right side is more imaginative and intuitive and tends to work holistically, integrating pieces of an informational puzzle into a whole.” In this book, I take the position that human consciousness involves the ability to create a model of the world and then simulate the model into the future, in order to attain a goal.

The brain is wired to minimize loss . . . [and] to keep you alive. [It] makes the assumption that because you were alive yesterday, what you did previously is safe. Therefore, repeating the past is good for survival. As a result, doing things differently, even if it seems like an improvement, is risky. Perpetuating past behaviors, from the brain’s reptilian perspective, is the safest way. This is why innovation is difficult for most individuals and organizations. Put another way, the brain wants its problems and predicaments solved first because it can’t deal with anything new or different until they are addressed. The brain has no incentive to come up with new ideas if it doesn’t have to. As long as your brain knows you have another out, it will always be content with keeping you alive by coming up with the same ideas that it used before. This suggests that when you decide to get scrappy, a shift occurs and seems to unlock a door. Once that new door opens, you are more capable than ever of getting innovative because your brain has been activated to manage discomfort or challenges first. You’re able to work on a new, perhaps more advanced, level with heightened energy and focus. It’s that initial commitment, that literal act of saying, “I’m going for it!” that stimulates your mind in new and clever ways and ultimately leads to the generation of fresh ideas. Let’s go back to the Greg Hague story. 1. He had a huge goal, which was to pass the Arizona state bar exam. 2. There was a limited time frame as he had only four and a half months to study. 3. He was all in: “I flat out made up my mind I was going to pass.” He decided to go despite the odds. 4. He had to figure out a way to learn a ton of information in a short period of time. His brain adapted, shifted, and developed an entirely new learning system in order to absorb more material, which helped him to pass the Arizona bar and get the top score in the state. It’s weird, right? But it happened.

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her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

[...] Kevin had grown up playing left-handed. Seeing him take on Andrew right-handed was ballsy enough, seeing him actually score was surreal. Kevin kicked them off the court [...], but instead of following [...] he stayed behind with Andrew to keep practicing. Neil watched them over his shoulder. "I saw him first," Nicky said. "I thought you had Erik," Neil said. "I do, but Kevin's on the List," Nicky said. When Neil frowned, Nicky explained. "It's a list of celebrities we're allowed to have affairs with. Kevin is number three." Neil pretended to understand and changed the topic. "How does anyone lose against the Foxes with Andrew in your goal?" "He's good, right? [...] Coach bribed Andrew into saving our collective asses with some really nice booze." "Bribed?" Neil echoed. "Andrew's good," Nicky said again, "but it doesn't really matter to him if we win or lose. You want him to care, you gotta give him incentive." "He can't play like that and not care." "Now you sound like Kevin. You'll find out the hard way, same as Kevin did. Kevin gave Andrew a lot of grief this spring [...]. Up until then they were fighting like cats and dogs. Now look at them. They're practically trading friendship bracelets and I couldn't fit a crowbar between them if it'd save my life." "But why?" Neil asked. "Andrew hates Kevin's obsession with Exy." "The day they start making sense to you, let me know," Nicky said [...]. "I gave up trying to sort it all out weeks ago. [...] But as long as I'm doling out advice? Stop staring at Kevin so much. You're making me fear for your life over here." "What do you mean?" "Andrew is scary territorial of him. He punched me the first time I said I'd like to get Kevin too wasted to be straight." Nicky pointed at his face, presumably where Andrew had decked him. "So yeah, I'm going to crush on safer targets until Andrew gets bored of him. That means you, since Matt's taken and I don't hate myself enough to try Seth. Congrats." "Can you take the creepy down a level?" Aaron asked. "What?" Nikcy asked. "He said he doesn't swing, so obviously he needs a push." "I don't need a push," Neil said. "I'm fine on my own." "Seriously, how are you not bored of your hand by now?" "I'm done with this conversation," Neil said. "This and every future variation of it [...]." The stadium door slammed open as Andrew showed up at last. [...] "Kevin wants to know what's taking you so long. Did you get lost?" "Nicky's scheming to rape Neil," Aaron said. "There are a couple flaws in his plan he needs to work out first, but he'll get there sooner or later." [...] "Wow, Nicky," Andrew said. "You start early." "Can you really blame me?" Nicky glanced back at Neil as he said it. He only took his eyes off Andrew for a second, but that was long enough for Andrew to lunge at him. Andrew caught Nicky's jersey in one hand and threw him hard up against the wall. [...] "Hey, Nicky," Andrew said in stage-whisper German. "Don't touch him, you understand?" "You know I'd never hurt him. If he says yes-" "I said no." "Jesus, you're greedy," Nicky said. "You already have Kevin. Why does it-" He went silent, but it took Neil a moment to realize why. Andrew had a short knife pressed to Nicky's Jersey. [...] Neil was no stranger to violence. He'd heard every threat in the book, but never from a man who smiled as bright as Andrew did. Apathy, anger, madness, boredom: these motivators Neil knew and understood. But Andrew was grinning like he didn't have a knife point where it'd sleep perfectly between Nicky's ribs, and it wasn't because he was joking. Neil knew Andrew meant it. [...] "Hey, are we playing or what?" Neil asked. "Kevin's waiting." [...] Andrew let go of Nicky and spun away. [...] Nicky looked shaken as he stared after the twins, but when he realized Neil was watching him he rallied with a smile Neil didn't believe at all. "On second thought, you're not my type after all [...].