Spurs Team Quotes

Mastery requires patience. The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

Dogs and wolves are the same, except for one difference: dogs live at home, food and water are provided and they sleep in their owner’s bed. Wolves, meanwhile, live on mountains, have to find their own food and somewhere to kip . . . I want a team full of hungry and ambitious wolves.’ (Boza Maljkovic)

Don’t hold back because you’re afraid of hurting someone else. If your best friend wants to be a cheerleader and you make the team but she doesn’t, don’t feel guilty. If you end up earning more than your sister, it’s not a betrayal. Your success might be an inspiration for someone else, while limiting yourself to avoid upsetting the balance doesn’t help anyone. Equally, rather than being paralysed by jealousy when someone else is coming out on top, use it to spur you on to greater things. Some of our best achievements will be triggered by envy at seeing someone else fulfilling our secret ambitions.

Democratic periodicals in the North warned that the governor’s stance would compromise highly profitable New York trade connections with Virginia and other slave states. Seward was branded “a bigoted New England fanatic.” This only emboldened Seward’s resolve to press the issue. He spurred the Whig-dominated state legislature to pass a series of antislavery laws affirming the rights of black citizens against seizure by Southern agents, guaranteeing a trial by jury for any person so apprehended, and prohibiting New York police officers and jails from involvement in the apprehension of fugitive slaves.

He spurred the Whig-dominated state legislature to pass a series of antislavery laws affirming the rights of black citizens against seizure by Southern agents, guaranteeing a trial by jury for any person so apprehended, and prohibiting New York police officers and jails from involvement in the apprehension

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

The downside of attending to the emotional life of groups is that it can swamp the ability to get anything done; a group can become more concerned with satisfying its members than with achieving its goals. Bion identified several ways that groups can slide into pure emotion - they can become "groups for pairing off," in which members are mainly interested in forming romantic couples or discussing those who form them; they can become dedicated to venerating something, continually praising the object of their affection (fan groups often have this characteristic, be they Harry Potter readers or followers of the Arsenal soccer team), or they can focus too much on real or perceived external threats. Bion trenchantly observed that because external enemies are such spurs to group solidarity, some groups will anoint paranoid leaders because such people are expert at identifying external threats, thus generating pleasurable group solidarity even when the threats aren't real.

I was visiting Marcus and his wife when a friend asked if she could talk to me alone. Teresa was the spouse of a Team member who’d served with Chris. We hadn’t spent a lot of time together, but we’d always had a connection. “I have something I want to give you,” she said. “I don’t know if it’s going to seem corny to you or what, but I kind of want to do it for me.” She pressed a medal into my hand. I looked at it--it was the medal she’d received for completing the Boston Marathon. “You and Chris kept me going,” she explained. “It was almost eerie how, when my legs were tired and I wanted to quit, Randy Travis’s song came on the iPod. It was the one he played at the memorial. My iPod was on random shuffle but it was always at just the right moment. I would hear that song and it would spur me on.” Maybe Chris was somehow behind that. People have told me of other inspirational incidents; each one, from simple to grand, has touched me with its beauty.

It was clear that only a handful of banks would emerge as winners in our changing, consolidating industry. And the winners likely would be those whose employees could take risks and innovate, who could work smoothly on teams and motivate colleagues, and who could not only cope with change but also spur change. In short, leadership would separate the winners from the losers.

By enlisting the assistance of a team of neuroimmunologists, however, Schaller succeeded in conducting one of the few studies to address the question. As in many of his previous trials, subjects were shown a disease-y slide show, but with one major difference: Immediately before and after the presentation, their blood was drawn and mixed in a test tube with a pathogen surface marker to determine how aggressively their white blood cells countered the challenger. Specifically, the investigators looked to see if arousing subjects’ disgust spurred their white blood cells to produce higher amounts of a pathogen-fighting substance called interleukin 6 (IL-6). It did—and by a whopping 24 percent.

Many people think that designers are lone geniuses, working in solitude and waiting for a flash of inspiration to show them the solution to their design problem. Nothing could be further from the truth. There may be some problems, such as the design of a stool or a new set of children’s blocks, that are simple enough to be tackled by an individual, but in today’s highly technical world, almost every problem requires a design team. Design thinking takes this idea even further and suggests that the best results come from radical collaboration. Radical collaboration works on the principle that people with very different backgrounds will bring their idiosyncratic technical and human experiences to the team. This increases the chance that the team will have empathy for those who will use what they are designing, and that the collision of different backgrounds will generate truly unique solutions. This is proved over and over again in d.school classes at Stanford, where graduate students create teams of business, law, engineering, education, and medical students that come up with breakthrough innovations all the time. The glue that holds these teams together is design thinking, the human-centered approach to design that takes advantage of their different backgrounds to spur collaboration and creativity. Typically, none of the students have any design background when they enroll in our classes, and all of the teams struggle at first to be productive. They have to learn the mind-sets of a designer—especially radical collaboration and being mindful of process. But once that happens, they discover that their abilities as a team far exceed what any individual can do, and their creative confidence explodes.

The only way shame is harmful is when it is irredeemable. Not measuring up but having the chance to improve or change is life affirming, being placed in an endless loop of not being good enough is life crushing. There is great despair in feeling like you will never measure up. The hope of measuring up is how life spurs us into growth. That is life’s intention; like two rugby teams, our grandeur should push up against our shame and maintain the pressure, claiming more and more ground, until it reaches the goal - or until we accept and make peace with our limitations.

The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: "When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow, it will split in two, and I know it was not that last blow that did it -- but all that had gone before.

The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it.19 Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

Four healthy ways to spur people to keep the agreements they make: 1. Specificity Boosts Clarity and Accountability The more concrete the agreement, the more clear the obligation and the more difficult it is for someone to misunderstand. "Please get right on that" does not create as much clarity nor accountability as, "Please finalize your choice of vendors by 5 p.m. tomorrow." 2. Peer Accountability Pins Us Together Although this did not work on the non-profit committee, when peers meet face-to-face or via group video and make specific agreements with each other and they all have a stake in the outcome there's a higher probability of securing accountability. 3. Written Proof So We Don't Goof To reinforce the power of mutual accountability, have a designated meeting recorder (or take turns with the role) so one participant is responsible for recording action items, deadlines and who's responsible for each item. The recorder sends that list to all participants' computers before they leave the meeting. 4. Upfront Rules of Engagement Are Our Guardrails A company, team, or committee is more likely to spur mutual accountability when it adopts a few, specific agreements about how people will operate together, from punctuality to pithiness in writing or conversing.

emphasis on group success spurs cooperation, and fosters trust and purpose. But people cooperate only if they can see the interdependent reality of their environment.

One of the things that kept our marriage intact was community. Friends who spurred us on to finish strong together. And it’s friends who esteem marriage that will do this; not people who belittle it or question the value of it.

I know that being ridiculed for being a Spurs fan is part of the deal and that this team will tear my heart out more times than it will make me leap for joy, but I have made my choice. I can’t wait for the glory, glory nights yet to come.

For impartial observers, there was only one conclusion. And it was a depressing one. Spurs might have been one of the six most beautiful teams. But they just didn’t have the bottle.

fact, the ’01 Lakers swept a 50-win Blazers team (that nearly beat them the previous spring), a 55-win Kings team (that almost beat them 12 months later), and a 58-win Spurs team (that won three titles in the next six years),43 then came within an overtime loss of sweeping the 56-win Sixers,

How does a cranky, demanding coach create the most cohesive team in all of sports? One common answer is that the Spurs are smart about drafting and developing unselfish, hardworking, team-oriented individuals. This is a tempting explanation, because the Spurs clearly make a concerted effort to select high-character individuals. (Their scouting template includes a check box labeled “Not a Spur.” A check in this box means the player will not be pursued, no matter how talented he is.)

The team watched in silence as the story unfolded: Martin Luther King, Jr., Lyndon Johnson, and the Selma marches. When it was over, Popovich asked questions. He always asks questions, and those questions are always the same: personal, direct, focused on the big picture. What did you think of it? What would you have done in that situation? The players thought, answered, nodded. The room shifted and became something of a seminar, a conversation. They talked. They were not surprised because on the Spurs this kind of thing happens all the time.

In addition to pioneering a new product, the Wave team had been run in an experimental way. We were exploring whether setting milestones and allowing teams the possibility of IPO-like rewards for the achievement of IPO-like ambitions would spur greater success. They had chosen to forgo Google bonuses and stock awards for the possibility of much larger rewards. The team had worked for two years on this product, putting in countless hours in an effort to transform how people communicated online. They took a massive, calculated risk. And failed. So we rewarded them. In a sense, it was the only reasonable thing to do. We wanted to make sure that taking enormous risks wasn’t penalized.

PayPal’s big challenge was to get new customers. They tried advertising. It was too expensive. They tried BD [business development] deals with big banks. Bureaucratic hilarity ensued. … the PayPal team reached an important conclusion: BD didn’t work. They needed organic, viral growth. They needed to give people money. So that’s what they did. New customers got $10 for signing up, and existing ones got $10 for referrals. Growth went exponential, and PayPal wound up paying $20 for each new customer. It felt like things were working and not working at the same time; 7 to 10 percent daily growth and 100 million users was good. No revenues and an exponentially growing cost structure were not. Things felt a little unstable. PayPal needed buzz so it could raise more capital and continue on. (Ultimately, this worked out. That does not mean it’s the best way to run a company. Indeed, it probably isn’t.)2 Thiel’s account captures both the desperation of those early days and the almost random experimentation the company resorted to in an effort to get PayPal off the ground. But in the end, the strategy worked. PayPal dramatically increased its base of consumers by incentivizing new sign-ups. Most important, the PayPal team realized that getting users to sign up wasn’t enough; they needed them to try the payment service, recognize its value to them, and become regular users. In other words, user commitment was more important than user acquisition. So PayPal designed the incentives to tip new customers into the ranks of active users. Not only did the incentive payments make joining PayPal feel riskless and attractive, they also virtually guaranteed that new users would start participating in transactions—if only to spend the $10 they’d been gifted in their accounts. PayPal’s explosive growth triggered a number of positive feedback loops. Once users experienced the convenience of PayPal, they often insisted on paying by this method when shopping online, thereby encouraging sellers to sign up. New users spread the word further, recommending PayPal to their friends. Sellers, in turn, began displaying PayPal logos on their product pages to inform buyers that they were prepared to honor this method of online payment. The sight of those logos informed more buyers of PayPal’s existence and encouraged them to sign up. PayPal also introduced a referral fee for sellers, incentivizing them to bring in still more sellers and buyers. Through these feedback loops, the PayPal network went to work on its own behalf—it served the needs of users (buyers and sellers) while spurring its own growth.

Mackay always carried a ball when he came out onto the pitch. And he oozed confidence. As he ran out he’d throw the ball high into the air shouting across to the other team: ‘Have a kick now because you won’t get one when the game starts.’ When it came down he’d kill the ball stone dead. His control was frightening. It was meant to be.

After the match the Wolves captain Billy Wright came into the Spurs dressing-room. ‘If a team ever beats you lot I’d be choked not to see it,’ he told the players. ‘You’re the finest side I’ve seen.

In fact, Mackay had mixed feelings about the whole trip. ‘As a tour it was neither an education nor an adventure, but as a special occasion it was a tremendous success and in Kiev, Moscow and other parts behind the Iron Curtain, I shall always believe we laid the foundation of the team spirit and genuine friendship which has since played a notable part in the success of Tottenham Hotspur Football Club.

Nicholson was both stern and critical in training. He knew the weaknesses of all his players and he exposed them so their team-mates could help to cover them in matches.

Wu is seen taking a breath as if to speak . . . but the former taikonaut lets it out without saying anything. Her silence in this moment was surely spurred by conflicting desires—her duty to her team on one hand, versus her duty to maintain the secrets of her homeland on the other. With every word tantamount to a chess move, her decision to take no action here would prove a costly blunder. And an unnecessary one.

In the Spurs 16 postseason wins that year, Duncan led the team in scoring 50 percent of the time. By comparison, in Michael Jordan's six championship seasons, he led the Bulls in scoring in 93 percent of playoff games.

Bring the big kid in you out to play more often. Take the sandbox into the boardroom and invite others in your team to think inside the box. Stay curious, imaginative, weird, daring, playful, and open because it's these very qualities that have spurred every innovation that we consider standard today.

See others’ slights or outright insults as opportunities to show equanimity, spurring observers to do the same, unified with you around a best side of us. Opportunity Makers demonstrate that being a strong team player is as important as being the leader. Think well of yourself. The subconscious can't take a joke.