Unfair Coaching Quotes

Beth will come back and coach Gretchen and Kailey on how to say the right things. I don't know if anyone is coaching the boys, but it seems unfair. Why do Gretchen and Kailey have to learn how to be the right kind of victims?

When we hoard opportunities, we help our own children but hurt others by reducing their chances of securing those opportunities. Every college place or internship that goes to one of our kids because of a legacy bias or personal connection is one less available to others. We may prefer not to dwell on the unfairness here, but that’s simply a moral failing on our part. Too many upper middle-class Americans still insist that their success, or the success of their children, stems entirely from brilliance and tenacity; “born on third base, thinking they hit a triple,” in football coach Barry Switzer’s vivid phrase.

A cowboy must never shoot first, hit a smaller man, or take unfair advantage. He must never go back on his word, or a trust confided in him. He must always tell the truth. He must be gentle with children, the elderly and animals. He must be free from racial and religious prejudices. He must help people in distress. He must be a good worker. He must keep himself clean in thought, speech, action and personal habits. He must respect women, parents and his nation’s laws. The Cowboy is a patriot.” – GENE AUTRY’S “COWBOY CODE

Play Fair You’re sure to elicit a threat response if you provide feedback the other person views as unfair or inaccurate. But how do you avoid that, given how subjective perceptions of fairness and accuracy are? David Bradford of the Stanford Graduate School of Business suggests “staying on our side of the net”—that is, focusing our feedback on our feelings about the behavior and avoiding references to the other person’s motives. We’re in safe territory on our side of the net; others may not like what we say when we describe how we feel, but they can’t dispute its accuracy. However, when we make guesses about their motives, we cross over to their side of the net, and even minor inaccuracies can provoke a defensive reaction. For example, when giving critical feedback to someone who’s habitually late, it’s tempting to say something like, “You don’t value my time, and it’s very disrespectful of you.” But these are guesses about the other person’s state of mind, not statements of fact. If we’re even slightly off base, the employee will feel misunderstood and be less receptive to the feedback. A more effective way to make the same point is to say, “When you’re late, I feel devalued and disrespected.” It’s a subtle distinction, but by focusing on the specific behavior and our internal response—by staying on our side of the net—we avoid making an inaccurate, disputable guess. Because motives are often unclear, we constantly cross the net in an effort to make sense of others’ behavior. While this is inevitable, it’s good practice to notice when we’re guessing someone’s motives and get back on our side of the net before offering feedback.

We always get opportunities of doing something wrong or bad. Opportunities of hurting, cheating, lying, exaggerating to take advantage of others, and making the situation to favor us. Opportunities of making things unfair because when they are fair and right, they cost us more than the other person. No matter what happens don’t take those opportunities. Those opportunities are your setbacks. If you take them. You will be happy and would have benefited for the short time. Then you will suffer for the rest of your life.

When they say they are maintaining the status quo and keeping things balanced. They mean gatekeeping wealth , land, economy, and business. Keeping us poor, uneducated, unskilled, untrained, underpaid, undeveloped and unemployed. The very same people will be having dementia few years down the line and will be saying we are poor, stupid, thieves, criminals, useless, uneducated, unskilled and dangerous. How we like handouts and everything to be given to us for free. How we like complaining about everything. Forgetting that they had stolen everything from us. Our resources and opportunities. They had tipped the scale to favor them. They were busy sabotaging and tempering with our progress and development. They were busy meddling with our affairs, policies, politics, business, government, and economy.

In that moment she realized he had not been sleeping in the coach when she'd examined the miniature with such detached and puzzled longing. He had seen her take it out, caress it with her thumb, and talk softly to the man whose image it held. Shame and mortification blazed through her. "You saw," she said, red-faced with guilt. "I saw. But I do not condemn. I told you I would give you all the time you need, Juliet. I shall never, ever push you." "I know you won't, but Gareth, although I like you, am very, very fond of you, I ... I may never be able to love any man the way I loved Charles, and that is unfair to you." "Juliet."  He smiled with gentle tolerance, his hand caressing the side of her face. "My dearest Juliet. I knew when I asked you to marry me that you still loved him. I knew where your heart lay, where your thoughts lingered. I have always known, and I do not suffer any delusions that you may ever come to think of me in the same way that you did Charles. I accept that. Do you not see?" "Oh, Gareth..."  She shook her head, guilt twisting her heart. "What about you? What about how you feel about me?" "My dear," he said gently, "I should think that that is painfully obvious." She

Life might be unfair; you might be blindsided by bad luck or misfortune. Nobody knows better than a basketball coach that you might not reap the rewards of your hard work, and that you don't always get what you deserve. But with the support of other people, you get through it. We need one another, and if we stick together, we can get through anything.

Jessica Kim was one of them. A damn shame, she was one of those Asian worker-bee types. Always here past midnight. I heard she worked on Christmas. A real numbers whiz." "True, but she wasn't the best fit for client services. At her level, she needed to be a thinker, not a doer. I know this sounds crass, but her clothes never fit. They were a little too baggy for may taste." "Maybe you should have paid her more so she could hire a tailor." Laughter. "Wasn't she already being overpaid anyway, especially for a female associate?" My stomach lurched. I'd heard enough. My sadness vortexed into pure rage as I stomped over to them. "I gave blood, sweat, and tears for this company." I growled and pointed at Robert, my former group director. "You begged me to cover for you if your wife called when you were wining and dining that female client last year." Robert's face reddened. "But you didn't. I'm going through a divorce now." I went down the line to the next asshole. "Shaun, you tried to expense your escapade at a strip club by saying it was my birthday dinner and HR thought I was in on the scam. And Dan, you transposed all those numbers on the deal sheet and I caught them just before they were sent out, remember? You could have been fired for that, especially for showing up to work high. I went above and beyond for you. I saved your ass." Their jaws dropped. No, they weren't going to schmooze their way out of this one. "I know what you're thinking. How dare she say these things to us? She's just bitter because she was let go. Well, it's partly true. I'm bitter because I've wasted seven years of my life at this company that turned around and stabbed me in the back. If I wasn't leadership material, why didn't a female mentor coach me? Oh right, because there aren't any female execs here. But thank you, sincerely, for the wake-up-call. Now I can take my bonuses and severance and do something better with my time rather than covering for you and making you all richer.

What's really unfair is that Dad put in his ten thousand hours. I've see the footage from his pro days, studied him as a Coach. He had mastered it. Now, as I watch him shuffling inside, I wonder what it feels like to have put in your ten thousand hours only to go backward in time and have to start all over.

Ruth suggests Richard first changed when he was thrown off the football team at the Lincoln School for his epilepsy. He was the quarterback, and Julian attended the Saturday games whenever he wasn’t away laying track. Richard was an excellent athlete and was very proud about being the quarterback. He was a fast runner and could think quickly on his feet. However, when Richard had had a grand mal seizure at the end of one game, the coach had unceremoniously and without apology thrown him off the team. There was medication Richard could have been given, but no one ever suggested it. Richard was very disappointed; it wasn’t his fault he had blackouts, and it was unfair for him to be thrown off the team. He protested to the coach, but the coach said, “If something happens to you while you’re playing, it’ll be all my fault. No, thank you.

Your ability to be fair and impartial will go a long way in building trust and respect among your team. Unfortunately, some people are under the impression that treating everyone fairly means to treat everyone the same--it doesn't. Being fair is about considering the circumstances. Does one person get more recognition than another? Are they a better performer? If so, then they deserve more recognition, and as long as everyone has the opportunity for recognition, a higher performer getting more praise is perfectly fair. In fact, it wouldn't be fair if your top performers were treated the same as mediocre performers. They require different things, different coaching, and different ways to support. Applying a "same across the board" mentality will probably do more to demotivate your top performers than doing nothing at all. That's not fair, is it? Thing is, being fair takes a lot of time and communication. You'll have to explain to those making claims of unfair treatment that just because you didn't treat them exactly like everyone else doesn't mean you treated them unfairly.