Sports Recruiting Quotes

TEAMWORK: Mr. Mason is a team player, capable of stepping up to leadership roles if required. High school sports: making life easier for military recruiters since 1914.

We decided to attend to our community instead of asking our community to attend the church.” His staff started showing up at local community events such as sports contests and town hall meetings. They entered a float in the local Christmas parade. They rented a football field and inaugurated a Free Movie Night on summer Fridays, complete with popcorn machines and a giant screen. They opened a burger joint, which soon became a hangout for local youth; it gives free meals to those who can’t afford to pay. When they found out how difficult it was for immigrants to get a driver’s license, they formed a drivers school and set their fees at half the going rate. My own church in Colorado started a ministry called Hands of the Carpenter, recruiting volunteers to do painting, carpentry, and house repairs for widows and single mothers. Soon they learned of another need and opened Hands Automotive to offer free oil changes, inspections, and car washes to the same constituency. They fund the work by charging normal rates to those who can afford it. I heard from a church in Minneapolis that monitors parking meters. Volunteers patrol the streets, add money to the meters with expired time, and put cards on the windshields that read, “Your meter looked hungry so we fed it. If we can help you in any other way, please give us a call.” In Cincinnati, college students sign up every Christmas to wrap presents at a local mall — ​no charge. “People just could not understand why I would want to wrap their presents,” one wrote me. “I tell them, ‘We just want to show God’s love in a practical way.’ ” In one of the boldest ventures in creative grace, a pastor started a community called Miracle Village in which half the residents are registered sex offenders. Florida’s state laws require sex offenders to live more than a thousand feet from a school, day care center, park, or playground, and some municipalities have lengthened the distance to half a mile and added swimming pools, bus stops, and libraries to the list. As a result, sex offenders, one of the most despised categories of criminals, are pushed out of cities and have few places to live. A pastor named Dick Witherow opened Miracle Village as part of his Matthew 25 Ministries. Staff members closely supervise the residents, many of them on parole, and conduct services in the church at the heart of Miracle Village. The ministry also provides anger-management and Bible study classes.

I tell them to recruit kids whose coaches report that they had tremendous work ethics. They lifted weights on their own during the off-season. They showed up early for practice, stayed late, and asked for extra help on their skills. They were leaders who helped push everyone on the team to work harder. And they displayed these traits both when the team did well and when it struggled through adversity. It’s relatively easy to be enthused and hardworking on a team that’s winning. It shows more character to display those same attributes on a team that’s losing. It speaks to a person’s mental toughness, toughness that will be invaluable in dealing with the setbacks and rejections that inevitably come along in a business career.

Strength is largely a neurologic quality while endurance is largely a metabolic quality. Restating this: Strength depends on the brain’s ability to recruit the greatest number of muscle fibers for a task. Endurance depends on the rate of metabolic turnover of ATP molecules. We use the modifier largely above because these two qualities overlap and are interdependent in endurance sports.

That first year, the real recruiting comes in rooting out the people who don’t want to be there,” Bud said. “I didn’t come in and kick anyone off the team because I believe everyone deserves a shot. But the ones who won’t fit in stand out pretty quickly and they tend to weed themselves out. The key is to not be tempted to convince a player who isn’t a

The West Australian Football Commission (WAFC) got a second team but was not prepared to invest in that team because any investment would drain funds from other parts of the WA football system. The AFL also firmly wanted a second club in Perth to continue its growth as a truly national competition, but after seeing the Eagles play in three and win two of the five Grand Finals between 1990 and 1994, rival clubs were loathe to allow recruiting concessions that might create a second western juggernaut. Hence, the Dockers were not well resourced and light on for talent, left to fend for themselves and somehow expected to make money from day one. By the time the AFL established new clubs on the Gold Coast and in western Sydney nearly 20 years later, they had learned from previous mistakes and invested in those clubs to give them the best chance of success. The support and concessions those clubs received were phenomenal compared to Fremantle’s.

During my time at the club our recruiters and administration would say that with good choices came bad, but most of the gaffes that really hurt came well before I arrived.

I remember doing kick-to-kick with Micky Barlow at his first training session with the group. I reckon he missed me with every kick. It was a bit of a blustery day and he might have been nervous, but my first thought was, ‘This guy has no skill whatsoever - what the hell are we doing drafting him?’ Clearly, I don’t have a future as an AFL recruiter, because he soon proved me wrong.

It doesn’t need a Che Guevara to raise a guerrilla army. The leaders have already been elected to state, local, and federal governments. Sympathizers have been infiltrated into our media establishment, entertainment industry, big tech, academia, even professional sports. Breitbart was right, ‘politics is downstream from culture.’ “You don’t need to take up arms in this war. Their weapons are hurled from social media platforms from which there is no defense and the assassinations are character assassinations. Public executions come not from a slice of the guillotine but by tweet, gleefully cheered on by the mob. You can fight it from your mom’s basement as you eat Cheetos and collect an unemployment check from the very government you seek to destroy. It doesn’t take courage, moral or physical, nor does it take resiliency. In fact, it takes the opposite of those once-lauded traits. It takes apathy. You don’t have to be creative, well-read, in shape, resourceful, or strong. The weaker your mind and body the better. You can be taken advantage of. You are ripe for recruitment. Racism is the witchcraft of the twenty-first century, and cancel culture is the stake at which you are burned.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

Hiring is like building a winning sports team; you need a combination of talent, chemistry, and a shared goal

Craig, on the other hand, sees nothing but blue skies in this change of circumstance. He’s been busy setting up a business he calls Wattle It Be, a touring fan club for the Australian cricket side. Ahead of every international tour he buys cut-price packages for people like himself: sweaty single males who like to drink and chant while they get sunburnt in front of sport. The whole concept is horrific, but it’s a roaring success. He’s turning people away. After two or three tours he works out thtat he can recruit a retired Test player to operate as a kind of figurehead and pub coach, offering special comments and war stories, and the not-quite-promise of access to the players. Pg140

is about much more than college football recruitment…it is actually about the American dream itself.” —A. G. Gancarski, Washington Times “Lewis has such a gift for storytelling…he writes as lucidly for sports fans as for those who read him for other reasons.” —Janet Maslin, New York Times “Grabs hold of you.” —Allen Barra, Washington Post “[Lewis] is advancing a new genre of journalism

Nervously I tried to check my reflection in the opaque window of the front door. I had an idea that equerries to Her Royal Highness the Princess of Wales were several inches taller than me in their Gucci loafers and carried a reassuring air of Labradors and sports cars. They certainly did not lose their cuff links. Summoning up all my stiffening thoughts, I pressed the bell. I could not hear if it had rung, so after several minutes I pressed it again, just as the door opened to reveal the Prince of Wales’s butler. He was about my height and wore a dark blue jacket with the Prince of Wales’s monogram on the lapels. He looked politely unimpressed. “Oh yes,” he said. “Come in.” Later, I came to know Harold Brown well and grew to admire his professionalism. At home and abroad, he quietly bore the hundreds of little stresses that came with dealing with his royal employers at their less attractive moments. His gift as a mimic had me crying tears of laughter into my whiskey on many foreign tours. That afternoon, however, he was every inch the guardian of his master’s privacy and impassively allowed me to follow him to the Equerries’ Room where I was to await the royal summons. Like so much of the apartment, although undeniably comfortable and well appointed, the Equerries’ Room was dark. Clever effects had been achieved with concealed lighting, pastel colorings, and flowers, but the overriding impression was one of pervasive gloom. Two people were already there—the Princess’s lady-in-waiting, Anne Beckwith-Smith, and her current equerry, Richard Aylard. They were there to examine me as a possible recruit to their exclusive way of life. During the last few days they had been examining five others as well, of course, so they were understandably distant, if polite. I was polite too—this was surely part of the selection process—and determined, like the butler, to look unimpressed. But I did need to go to the loo. Badly. Groping in the semigloom of the cloakroom, I became the latest visitor to fumble for the trick light switch on a fiendish trompe l’oeil before finding the real switch on the wall behind me.

The recruiter didn't bother to introduce himself when Alumbaugh extended his hand. Instead, he turned to Aliotti and said: "He's not six-foot-one." Nice to meet you, too, Alumbaugh thought.

Up ahead, a shadowy building loomed. It looked more like a gothic cathedral than a school, with grossly elongated black spires jutting into the night sky. They unnerved Tony. Somehow, they resembled horns silhouetted against the moon. He counted ten of these protuberances, each with an arrowhead as its tip. Tony found the structure difficult to make his mind up about. It was beautiful, that was for sure, but its beauty was intermingled with an ill-masked sense of horror. The black exterior had a pair of peculiar projections on either side of the building resembling a bat's wings. His feet on concrete now, he pulled up to a webbed gate— also reminiscent of a bats with the hind, bone-like array supporting an oily black, translucent texture. He saw some girls a few dozen feet from the gate at the entrance of the building. They were garbed in black sailor fuku skirts too high above the knees to facilitate concentration upon anything academic. The males were also dressed in black corduroy pants and black dress shirt. A throng by the massive doors stared holes through them as they approached. Up close, he noted some of the girls were quite pale, sporting piercings and tattoos on their necks and hands. He even saw one with a spider web inked on the side of her face. When he followed Silver Man into the building— his toes squeaking in his soaked shoes—he was awed by the aesthetics. There was a rather large gathering in the hall that looked more like large shadows with all the children in black. Tony felt out of place in his brown pants and long sleeved white shirt. The hall was bleak; the only source of illumination was a pair of horizontal cylindrical lamps set upon wooden rafters near the ceiling. Silver Man proceeded toward the platform where Tony could just make out the form of a thin man donning a monocle. He looked like an old scientist. He was sitting cross-legged, stroking his chest-length pearl white beard. The man appeared to be watching them as they progressed through the hall. Then he stood as they neared the stage, now caressing his bald head. He had a monkish appearance. His black robe— quite similar to the one Silver Man wore— was tied at the waist by a red cloth. The bald, monocled man extended a spindly hand which Silver Man gave a firm tug before leaning in and whispering something. The man nodded, turning to Tony. Tony flinched as he regarded him through his peculiar eyewear: a single gold-rimmed, circular lens. He now folded himself into an accentuated bow. "Listen up folks!" he shouted. Tony saw the students rushing inside the castle pell-mell, summoned by the voice of the bespectacled man. “We have a late recruit ladies and gentlemen,” the man said. His voice was much stronger than his thin frame suggested. “Join me as I induct him into the hallowed spirit of Imajinaereum.

Malcolm Gladwell book, Outliers. In it, he notes a well-documented Canadian study that shows kids born in January tend to make better grades and score more goals in sports than those born later in the year. The reason, he deduces, is that grade-school kids who were born just after the cut-off date for the school year (January) are always a year older than the kids who were born just before it (December), thus having a full year of mental and physical advantages.   The January kids aren’t naturally brighter and more physically capable than kids born in November and December. They’re just a year older. In elementary school, one year is a lot.   The school system doesn’t see that, so the January kids get labeled as gifted, while the December kids are called slow. Once established, those categories are hard to break out of. The gifted kids get enrolled in advanced classes, increasing the pace of their education and making the gap between them and the December kids bigger.   The physically larger January kids are recruited by better PeeWee teams, then better High Schools and colleges. That’s why, as shown in Gladwell’s book, professional sports leagues – and hockey leagues in particular – have an inordinately high percentage of athletes that were born in the first three months of the year and a much lower percentage of December birthdays.

Jason Gesser was earlier the interim head coach, offensive coordinator, recruiting coordinator for the Idaho Vandals of the Washington State University. He played for Washington State University under head coach Mike Price. Jason Gesser played for the Utah Blaze of the Arena Football League, Calgary Stampeders of the Canadian football league and more. By the time, he was originally hired at Idaho as running backs coach in June 2011.

Consequently the Harney High athletic department decided to focus on another sport, basketball. The first order of business was to build a gymnasium with a basketball court and some portable bleachers. The second order of business was to send a cautious delegation of coaches and teachers into the black neighborhood to recruit some good basketball players. A few old crackers in Harney huffed and swore about having to watch a bunch of skinny spooks tear up and down the court, and about how it wasn't fair to the good Christian white kids, but then it was pointed out that the good Christian white kids were mostly slow and fat and couldn't make a lay-up from a trampoline.

If you think engaging guys within your church beyond worship is challenging, try getting them to share their faith with other men outside the church and inviting a friend to visit. Even tougher. But what if you tell them they can recruit two prospects--who might be good athletes--that don't attend church to play on their sports team? Suddenly, they become extraordinary evangelists.

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.

Jeremy Lamph is passionate about sports and has participated in many teams at a high level. He is particularly passionate about golf and has also played on a local professional level. Jeremy Lamph is currently the Senior Vice President of JLE Industries which is valued at 62 million dollars. He hopes to direct the company towards a valuation of 100 million dollars in 2020.

Anybody could’ve heard. What if there’d been a recruiter nearby? Or worse, a reporter? Fuck.” Straightening, Mitch downed the rest of the beer, then set the glass on the floor. Cody’s eyebrows pulled down and he rubbed Mitch’s arm. “Because you can’t be gay in sports.