What Are Good Coach Quotes

Coach: "All right, Patch. let's say you're at a party. the room is full of girls of all shapes and sizes. You see blondes, brunettes, redheads, a few girl with black hair. Some are talkive, while other appear shy. You've one girl who fits your profile - attractive, intelligent and vulnerable. Dow do you let her know you're interested?" Patch: "Single her out. Talk to her." Coach: "Good. Now for the big question - how do you know if she's game or if she wants you to move on?" Patch: "I study her. I figure out what she's thinking and feeling. She's not gonig to come right out and tell me, which is why i have to pay attention. Does she turn her body toward mine? Does she hold me eyes, then look away? Does she bite her lip and play with her hair, the way Nora is doing right now?

So we dream on. Thus we invent our lives. We give ourselves a sainted mother, we make our father a hero; and someone’s older brother and someone’s older sister – they become our heroes too. We invent what we love and what we fear. There is always a brave lost brother – and a little lost sister, too. We dream on and on: the best hotel, the perfect family, the resort life. And our dreams escape us almost as vividly as we can imagine them… That’s what happens, like it or not. And because that’s what happens, this is what we need: we need a good, smart bear… Coach Bob knew it all along: you’ve got to get obsessed and stay obsessed. You have to keep passing the open windows.

But something magical happened to me when I went to Reardan. Overnight I became a good player. I suppose it had something to do with confidence. I mean, I'd always been the lowest Indian on the reservation totem pole - I wasn't expected to be good so I wasn't. But in Reardan, my coach and the other players wanted me to be good. They needed me to be good. They expected me to be good. And so I became good. I wanted to live up to the expectations. I guess that's what it comes down to. The power of expectations. And as they expected more of me, I expected more of myself, and it just grew and grew.

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

Courage is a hard thing to figure. You can have courage based on a dumb idea or mistake, but you're not supposed to question adults, or your coach or your teacher, because they make the rules. Maybe they know best, but maybe they don't. It all depends on who you are, where you come from. Didn't at least one of the six hundred guys think about giving up, and joining with the other side? I mean, valley of death that's pretty salty stuff. That's why courage it's tricky. Should you always do what others tell you to do? Sometimes you might not even know why you're doing something. I mean any fool can have courage. But honor, that's the real reason for you either do something or you don't. It's who you are and maybe who you want to be. If you die trying for something important, then you have both honor and courage, and that's pretty good. I think that's what the writer was saying, that you should hope for courage and try for honor. And maybe even pray that the people telling you what to do have some, too.

As cruel as life might be at times, if you throw in the towel, which is what everyone will expect, then nothing good will happen and your life will fall apart. Be better than that!

That was what made the story so epic: the player, the hero, had to suffer mightily en route to his final triumph. Schwartz knew that people loved to suffer, as long as the suffering made sense. Everybody suffered. The key was to choose the form of your suffering. Most people couldn't do this alone; they needed a coach. A good coach made you suffer in a way that suited you. A bad coach made everyone suffer in the same way, and so was more like a torturer.

But, as I watch this film, I often think that the boy did not know what he was really running toward, that it was not the end zone which awaited him. Somewhere in that ten second dash the running boy turned to metaphor and the older man could see it where the boy couldn not. He would be good at running, always good at it, and he would always run away from the things that hurt him, from the people who loved him, and from the friends empowered to save him. But where do we run when there are no crowds, no lights, no end zones? Where does a man run? the coach said, studying the films of himself as a boy. Where can a man run when he has lost the excuse of games? Where can a man run or where can he hide when he looks behind him and sees that he is only pursued by himself?

Coaching is the only thing where the more someone else practices, the better you get. That’s my kind of hard work. People always ask me, "Jarod, how come you don't have a Guinness World Record for getting others to do what you aren't capable of doing?" I tell them I don't worry about awards, because I'm a buy-my-own-trophies kind of guy. Plus, I'm too busy being the greatest duck farmer in history. Then I give them the customer service number to call at Guinness, because that's a good question that demands to be answered.

Mr. Poe, who led the way, didn't seem to notice the hedges at all, possibly because he was busy coaching the children on how to behave. 'Now, Klaus, don't ask too many questions right away. Violet, what happened to the ribbon in your hair? I thought you looked very distinguished in it. And somebody please make sure Sunny doesn't bite Dr. Montgomery. That wouldn't be a good first impression.

no trainer or coach or expert can make you good or great or unstoppable if you’re not going to do the work, if you’re waiting for someone to make it happen for you. It’s on you. And that’s why I’m telling you all of this, not because I want you to know what I do for my guys, but because I want you to know what you have to do for yourself.

cultivation of the hard skills, while failing to develop the moral and emotional faculties down below. Children are coached on how to jump through a thousand scholastic hoops. Yet by far the most important decisions they will make are about whom to marry and whom to befriend, what to love and what to despise, and how to control impulses. On these matters, they are almost entirely on their own. We are good at talking about material incentives, but bad about talking about emotions and intuitions. We are good at teaching technical skills, but when it comes to the most important things, like character, we have almost nothing to say.

Oi,” Wayne said, hustling up beside him. “A good plan that one was, eh?” “It was the same plan you always have,” Wax said. “The one where I get to be the decoy.” “Ain’t my fault people like to shoot at you, mate,” Wayne said as they reached the coach. “You should be happy; you’re usin’ your talents, like me granners always said a man should do.” “I’d rather not have ‘shootability’ be my talent.” “Well, you gotta use what you have,” Wayne said, leaning against the side of the carriage as Cob the coachman opened the door for Wax. “Same reason I always have bits of rat in my stew.

Because I kissed you? Seriously? You only like me because I’m a good kisser? That’s it. We’re not doing this. I’m not letting you risk your life just because you can’t think with your upstairs brain.” “No, you twit.” Ryan laughed. “Because you kissed me that day. I expected the ice queen and got a funny, go-with-the-flow girl that didn’t care what anyone thought about her. A girl willing to stir up gossip just so that I could win a date with someone else. “You didn’t have to help me. In fact, you probably should have been insulted, but you weren’t. You kissed me, you smiled, and then you wished me good luck. No one’s ever surprised me like that. I couldn’t figure out why you did it, and I just had to get to know you after that.” I had no idea that stupid kiss had that kind of effect on him. Charged him up like a battery, sure, but do all that? All this time I really thought it was just the superkissing that kept him coming back. I looked down at my lunch, feeling a little ashamed of my lack of faith in him, but Ryan couldn’t stop there. Oh, no, not Ryan Miller. “After that day, every time I was with you I got brief glimpses of the real Jamie, the one who is dying to break out, and she was this fun, relaxed, smart, funny, caring girl. Finding out the truth about you only made you that much more incredible. You’re so strong. You’ve gone through so much, you’re going through so much, but you never stop trying. You’re amazing.” I was surprised when I felt Ryan’s hand lift my chin up. I didn’t want to look at him, I knew what would happen to my heart if I did, but I couldn’t stop myself. I craved him too much. When we made eye contact, his face lit up and he whispered, “I love you, Jamie Baker.” It came out of nowhere, and it stole the breath from me, leaving me speechless. Ryan stared at me, just waiting for some kind of reaction, and then I was the one who broke the no-kissing rule. It wasn’t my fault. He totally cheated! Like anyone could resist Ryan Miller when he’s touching your face and saying he loves you? I threw myself at him so fast that I startled him for a change, and he was the one who had to pull me off him when his hair started to stick up. “Sorry,” I breathed as he pulled away. “Don’t be sorry,” he teased. “Just stop.” “Sorry,” I said again when I noticed that his leg was now bouncing under the table. “Yeah. Looks like I don’t get to sleep through economics today.” “On the bright side, Coach could make you run laps all practice long and you’d be fine.

For most of my life, I would have automatically said that I would opt for conscientious objector status, and in general, I still would. But the spirit of the question is would I ever, and there are instances where I might. If immediate intervention would have circumvented the genocide in Rwanda or stopped the Janjaweed in Darfur, would I choose pacifism? Of course not. Scott Simon, the reporter for National Public Radio and a committed lifelong Quaker, has written that it took looking into mass graves in former Yugoslavia to convince him that force is sometimes the only option to deter our species' murderous impulses. While we're on the subject of the horrors of war, and humanity's most poisonous and least charitable attributes, let me not forget to mention Barbara Bush (that would be former First Lady and presidential mother as opposed to W's liquor-swilling, Girl Gone Wild, human ashtray of a daughter. I'm sorry, that's not fair. I've no idea if she smokes.) When the administration censored images of the flag-draped coffins of the young men and women being killed in Iraq - purportedly to respect "the privacy of the families" and not to minimize and cover up the true nature and consequences of the war - the family matriarch expressed her support for what was ultimately her son's decision by saying on Good Morning America on March 18, 2003, "Why should we hear about body bags and deaths? I mean it's not relevant. So why should I waste my beautiful mind on something like that?" Mrs. Bush is not getting any younger. When she eventually ceases to walk among us we will undoubtedly see photographs of her flag-draped coffin. Whatever obituaries that run will admiringly mention those wizened, dynastic loins of hers and praise her staunch refusal to color her hair or glamorize her image. But will they remember this particular statement of hers, this "Let them eat cake" for the twenty-first century? Unlikely, since it received far too little play and definitely insufficient outrage when she said it. So let us promise herewith to never forget her callous disregard for other parents' children while her own son was sending them to make the ultimate sacrifice, while asking of the rest of us little more than to promise to go shopping. Commit the quote to memory and say it whenever her name comes up. Remind others how she lacked even the bare minimum of human integrity, the most basic requirement of decency that says if you support a war, you should be willing, if not to join those nineteen-year-olds yourself, then at least, at the very least, to acknowledge that said war was actually going on. Stupid fucking cow.

THEY FOUND LEO AT THE TOP of the city fortifications. He was sitting at an open-air café, overlooking the sea, drinking a cup of coffee and dressed in…wow. Time warp. Leo’s outfit was identical to the one he’d worn the day they first arrived at Camp Half-Blood—jeans, a white shirt, and an old army jacket. Except that jacket had burned up months ago. Piper nearly knocked him out of his chair with a hug. “Leo! Gods, where have you been?” “Valdez!” Coach Hedge grinned. Then he seemed to remember he had a reputation to protect and he forced a scowl. “You ever disappear like that again, you little punk, I’ll knock you into next month!” Frank patted Leo on the back so hard it made him wince. Even Nico shook his hand. Hazel kissed Leo on the cheek. “We thought you were dead!” Leo mustered a faint smile. “Hey, guys. Nah, nah, I’m good.” Jason could tell he wasn’t good. Leo wouldn’t meet their eyes. His hands were perfectly still on the table. Leo’s hands were never still. All the nervous energy had drained right out of him, replaced by a kind of wistful sadness. Jason wondered why his expression seemed familiar. Then he realized Nico di Angelo had looked the same way after facing Cupid in the ruins of Salona. Leo was heartsick. As the others grabbed chairs from the nearby tables, Jason leaned in and squeezed his friend’s shoulder. “Hey, man,” he said, “what happened?” Leo’s eyes swept around the group. The message was clear: Not here. Not in front of everyone. “I got marooned,” Leo said. “Long story. How about you guys? What happened with Khione?” Coach Hedge snorted. “What happened? Piper happened! I’m telling you, this girl has skills!” “Coach…” Piper protested. Hedge began retelling the story, but in his version Piper was a kung fu assassin and there were a lot more Boreads. As the coach talked, Jason studied Leo with concern. This café had a perfect view of the harbor. Leo must have seen the Argo II sail in. Yet he sat here drinking coffee—which he didn’t even like—waiting for them to find him. That wasn’t like Leo at all. The ship was the most important thing in his life. When he saw it coming to rescue him, Leo should have run down to the docks, whooping at the top of his lungs. Coach Hedge was just describing how Piper had defeated Khione with a roundhouse kick when Piper interrupted. “Coach!” she said. “It didn’t happen like that at all. I couldn’t have done anything without Festus.” Leo raised his eyebrows. “But Festus was deactivated.” “Um, about that,” Piper said. “I sort of woke him up.” Piper explained her version of events—how she’d rebooted the metal dragon with charmspeak.

Coach Graham used to ride me hard. I remember one practice in particular. 'You're doing it all wrong, Pauch. Go back! Do it again!' I tried to do what he wanted. It wasn't enough. 'You owe me, Pauch! You're doing push-ups after practice." When I was finally dismissed, one of the assistant coaches came over to reassure me. 'Coach Graham rode you pretty hard, didn't he?' he said. I could barely muster a 'yeah.' 'That's a good thing,' the assistant told me. 'When you're screwing up and nobody says anything to you anymore, that means they've given up on you.' That lesson has stuck with me my whole life. When you see yourself doing something badly and nobody's bothering to tell you anymore, that's a bad place to be. You may not want to hear it, but your critics are often the ones telling you they still love you and care about you, and want to make you better.

What makes a good coach? Someone who’s gone further than you, seen more than you’ve seen, failed in more interesting ways than you have, and prevailed in the face of challenges more daunting than you’ve faced.

Because I questioned myself and my sanity and what I was doing wrong in this situation. Because of course I feared that I might be overreacting, overemotional, oversensitive, weak, playing victim, crying wolf, blowing things out of proportion, making things up. Because generations of women have heard that they’re irrational, melodramatic, neurotic, hysterical, hormonal, psycho, fragile, and bossy. Because girls are coached out of the womb to be nonconfrontational, solicitous, deferential, demure, nurturing, to be tuned in to others, and to shrink and shut up. Because speaking up for myself was not how I learned English. Because I’m fluent in Apology, in Question Mark, in Giggle, in Bowing Down, in Self-Sacrifice. Because slightly more than half of the population is regularly told that what happens doesn’t or that it isn’t the big deal we’re making it into. Because your mothers, sisters, and daughters are routinely second-guessed, blown off, discredited, denigrated, besmirched, belittled, patronized, mocked, shamed, gaslit, insulted, bullied, harassed, threatened, punished, propositioned, and groped, and challenged on what they say. Because when a woman challenges a man, then the facts are automatically in dispute, as is the speaker, and the speaker’s license to speak. Because as women we are told to view and value ourselves in terms of how men view and value us, which is to say, for our sexuality and agreeability. Because it was drilled in until it turned subconscious and became unbearable need: don’t make it about you; put yourself second or last; disregard your feelings but not another’s; disbelieve your perceptions whenever the opportunity presents itself; run and rerun everything by yourself before verbalizing it—put it in perspective, interrogate it: Do you sound nuts? Does this make you look bad? Are you holding his interest? Are you being considerate? Fair? Sweet? Because stifling trauma is just good manners. Because when others serially talk down to you, assume authority over you, try to talk you out of your own feelings and tell you who you are; when you’re not taken seriously or listened to in countless daily interactions—then you may learn to accept it, to expect it, to agree with the critics and the haters and the beloveds, and to sign off on it with total silence. Because they’re coming from a good place. Because everywhere from late-night TV talk shows to thought-leading periodicals to Hollywood to Silicon Valley to Wall Street to Congress and the current administration, women are drastically underrepresented or absent, missing from the popular imagination and public heart. Because although I questioned myself, I didn’t question who controls the narrative, the show, the engineering, or the fantasy, nor to whom it’s catered. Because to mention certain things, like “patriarchy,” is to be dubbed a “feminazi,” which discourages its mention, and whatever goes unmentioned gets a pass, a pass that condones what it isn’t nice to mention, lest we come off as reactionary or shrill.

Do you want to know the first time I ever saw you?" he said with his lips at my ear. I knew the story,but I nodded anyway, frantically. "Your family had just moved in. You were...how old were you,Becks?" I shrugged,and he ran his fingers over my head, calming me.He knew the answer. "You were eleven," he said. "I was twelve.I remember Joey Velasquez talking about the pretty new girl in the neighborhood.Actually his exact words were 'the hot chick.' But I didn't think a thing about it until I saw you at the baseball field. We were having practice at the park and your family showed up for a picnic.You had so much dark hair,and it was hiding your face.Remember?" I nodded. "I know what you're trying to do." He ignored me. "I had to see if Joey was right,about the hot chick part, and I kept trying to get a good look at your face, but you never looked over our way.I hit home run after home run trying to get your attention, but you couldn't be bothered with my record-shattering, supherhuman performance." I smiled,and breathed in slowly. I'd heard this story so many times before.The familiarity of it enveloped me with warmth. "So what did you do?" I asked, fully aware of the answer. "I did the only thing I could think of. I went up to the bat,lined my feet up in the direction of your head,and swung away." "Hitting the foulest foul ball anyone had ever seen," I continued the story. I felt him chuckle next to me. "Yep. I figured in order to return the ball,you'd have to get really close to me, because..." He waited for me to fill in the blank. "Because someone made the mistake of assuming I would throw like a girl," I said softly. He pressed his lips against my head before he went on. "Which,of course, was stupid of me to think. You stood right where you were and chucked the ball farther than I'd ever seen a girl, or even any guy,chuck it." "It was all those years of Bonnet Ball my parents forced on me." "The entire team went nuts. You gave a little tiny shrug, like it was no big deal, and sat back down with your family. Completely ignoring me again. So my plan totally backfired. Not only did you get the attention of every boy on the field-which was not my intention-but I got reamed by the coach, who couldn't understand why I suddenly decided to stand perpendicular to home plate.

Ruby and Aaron are both crazy patient; they’re good parents.” “I could be a good dad,” Ivan whispered, still feeding Jess. I could have told him he’d be good at anything he wanted to be good at, but nah. “Do you want to have kids?” he asked me out of the blue. I handed Benny another block. “A long time from now, maybe.” “A long time… like how long?” That had me glancing at Ivan over my shoulder. He had his entire attention on Jessie, and I was pretty sure he was smiling down at her. Huh. “My early thirties, maybe? I don’t know. I might be okay with not having any either. I haven’t really thought about it much, except for knowing I don’t want to have them any time soon, you know what I mean?” “Because of figure skating?” “Why else? I barely have enough time now. I couldn’t imagine trying to train and have kids. My baby daddy would have to be a rich, stay-at-home dad for that to work.” Ivan wrinkled his nose at my niece. “There are at least ten skaters I know with kids.” I rolled my eyes and poked Benny in the side when he held out his little hand for another block. That got me a toothy grin. “I’m not saying it’s impossible. I just wouldn’t want to do it any time soon. I don’t want to half-ass or regret it. If they ever exist, I’d want them to be my priority. I wouldn’t want them to think they were second best.” Because I knew what that felt like. And I’d already screwed up enough with making grown adults I loved think they weren’t important. If I was going to do something, I wanted to do my best and give it everything. All he said was, “Hmm.” A thought came into my head and made my stomach churn. “Why? Are you planning on having kids any time soon?” “I wasn’t,” he answered immediately. “I like this baby though, and that one. Maybe I need to think about it.” I frowned, the feeling in my stomach getting more intense. He kept blabbing. “I could start training my kids really young…. I could coach them. Hmm.” It was my turn to wrinkle my nose. “Three hours with two kids and now you want them?” Ivan glanced down at me with a smirk. “With the right person. I’m not going to have them with just anybody and dilute my blood.” I rolled my eyes at this idiot, still ignoring that weird feeling in my belly that I wasn’t going to acknowledge now or ever. “God forbid, you have kids with someone that’s not perfect. Dumbass.” “Right?” He snorted, looking down at the baby before glancing back at me with a smile I wasn’t a fan of. “They might come out short, with mean, squinty, little eyes, a big mouth, heavy bones, and a bad attitude.” I blinked. “I hope you get abducted by aliens.” Ivan laughed, and the sound of it made me smile. “You would miss me.” All I said, while shrugging was, “Meh. I know I’d get to see you again someday—” He smiled. “—in hell.” That wiped the look right off his face. “I’m a good person. People like me.” “Because they don’t know you. If they did, somebody would have kicked your ass already.” “They’d try,” he countered, and I couldn’t help but laugh. There was something wrong with us. And I didn’t hate it. Not even a little bit.

Neil didn't understand the appeal. When Nicky saw his unimpressed face, he said, "It's not really about the food. It's about family. Not necessarily the one we were born with, but the one we chose. This one," Nicky emphasized, gesturing between them. "The people we trust to be part of our lives. The people we care about." "I'm trying to eat here," Wymack said. "Coach doesn't have a sentimental bone in his body," Nicky told Neil. "I don't know what Abby sees in him. He must be really good in—" "Another word and you're on dish duty," Abby said, and Nicky wisely shut up.

Overnight, I became a good player. I suppose it had something to do with confidence. I mean, I'd always been the lowest Indian on the reservation totem pole - I wasn't expected to be good so I wasn't. But in Reardan, my coach and the other players wanted me to be good. They needed me to be good. They expected me to be good. And so I became good. I wanted to live up to expectations. I guess that's what it comes down to. The power of expectations.

Now for the interesting question: If you completely ignored your goals and focused only on your system, would you still succeed? For example, if you were a basketball coach and you ignored your goal to win a championship and focused only on what your team does at practice each day, would you still get results? I think you would.

You can’t talk about coaching—or leading a company—without talking about winning. That’s what the good coaches do. That’s what great leaders do.

You don’t have to have all the answers. You are a good coach if you share what you hear and see others express with no attachment to being right.

No matter how many good deeds we preform, they aren’t the ticket to earning God’s favor. God graces us in spite of what we do in this life, not because of.

An effective leader will make it a priority to help his or her people produce good results in two ways: making sure people know what their goals are and doing everything possible to support, encourage, and coach them to accomplish those goals. Your role as a leader is even more important than you might imagine. You have the power to help people become winners.

A good coach does not worry about letting you grow up right in front of them. Because a good coach knows you will. That's what a coach does; They get you ready and then they let you go.

Jason summoned his golden lance. He brandished it over his head and yelled, “Giant!” Which sounded pretty good, and a lot more confident than Leo could’ve managed. He was thinking more along the lines of, “We are pathetic ants! Don’t kill us!” Enceladus stopped chanting at the flames. He turned toward them and grinned, revealing fangs like a saber-toothed tiger’s. “Well,” the giant rumbled. “What a nice surprise.” Leo didn’t like the sound of that. His hand closed on his windup gadget. He stepped sideways, edging his way toward the bulldozer. Coach Hedge shouted, “Let the movie star go, you big ugly cupcake! Or I’m gonna plant my hoof right up your—” “Coach,” Jason said. “Shut up.” Enceladus roared with laughter. “I’ve forgotten how funny satyrs are. When we rule the world, I think I’ll keep your kind around. You can entertain me while I eat all the other mortals.” “Is that a compliment?” Hedge frowned at Leo. “I don’t think that was a compliment.

What does normally activate the fear of happiness is an experience that is judged to be too much, too big, or too good to be true. I have coached many people who have gotten themselves out of a hole, and are about to be truly happy again, when suddenly they turn around and run back into the hole. Sometimes it’s a different hole, perhaps a slightly more interesting one, but it is still a hole. And if it’s not a hole they find, then it’s a drama, or a crisis, or a health issue, or some other distraction. This looks like bad luck, and as if some external force has intervened, but I assure you what’s really happened is that your ego has performed a maneuver that I call the “Ego U-Turn.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

I know it was personally right, it was divinely right, for those apostles to hear what Jesus said and to tarry for the Holy Spirit; however, it is not right now to tarry for the Holy Spirit. Then why do we not all receive the Holy Spirit, you ask? Because our bodies are not ready for it; our temples are not cleansed. When our temples are purified and our minds are put in order so that carnalities and fleshly desires and everything contrary to the Spirit have gone, then the Holy Spirit can take full charge. The Holy Spirit is not a manifestation of carnality. There are any number of people who never read the Word of God who could not be led away by the powers of Satan. But the power of the Holy Spirit is most lovely, divine in all its construction. It is a great refiner. It is full of life, but it is always divine—never natural. If you deal in the flesh after you are baptized in the Holy Spirit, you cease to go on. Beloved, I want to speak about something greater; something to lift your minds, elevate your thoughts, and bring you into divine ways; something that elevates you out of yourself and into God, out of the world and into a place where you know you have rest for your feet, where you cease from your own works (Heb. 4:10), and where God works in you mightily “to will and to do for His good pleasure” (Phil. 2:13). When I think about a river—a pure, holy, divine river—I say, “What can stand against its inrush?” Wherever it is—in a railway coach, in the street, or in a meeting—its power and flow will always be felt; it will always do its work. Jesus spoke about the Holy Spirit that was to be given. I want you to think about how God gave it, how its coming was manifested, and its reception and its outflow after it had come.

Our inner guidance is the best possible navigation any of us has,” Frank Lyford told me. This doesn’t mean we can’t look outward (or upward) for help through the chaos. “But to me,” he continued, “a good coach is one who does not guide, but shines light on a person’s deepest desires and blocks.” Not a guide, not a prophet, not a guru telling you just what to say. But a candle in the dimly lit library of existence. The only dictionary you need is already open. Part 3 Even YOU Can Learn to Speak in Tongues i.

I never knew it happened like that." I snap my gaze to her. "What?" "You know. Romeo and Juliet stuff. Love at first sight and all that." "It's not like that," I say quickly. "You could have fooled me." We're up again. Catherine takes her shot. It swishes cleanly through the hoop. When I shoot, the ball bounces hard off the backboard and flies wildly through the air, knocking the coach in the head. I slap a hand over my mouth. The coach barely catches herself from falling. Several students laugh. She glares at me and readjusts her cap. With a small wave of apology, I head back to the end of the line. Will's there, fighting laughter. "Nice," he says. "Glad I'm downcourt of you." I cross my arms and resist smiling, resist letting myself feel good around him. But he makes it hard. I want to smile. I want to like him, to be around him, to know him. "Happy to amuse you." His smile slips then, and he's looking at me with that strange intensity again. Only I understand. I know why. He must remember...must recognize me on some level even though he can't understand it. "You want to go out?" he asks suddenly. I blink. "As in a date?" "Yes. That's what a guy usually means when he asks that question." Whistles blow. The guys and girls head in opposite directions. "Half-court scrimmage," Will mutters, looking unhappy as he watches the coaches toss out jerseys. "We'll talk later in study hall. Okay?" I nod, my chest uncomfortably tight, breath hard to catch. Seventh period. A few hours to decide whether to date a hunter. The choice should be easy, obvious, but already my head aches. I doubt anything will ever be easy for me again.

Tennis lessons westlake village provide a good coaching for youngest.Because that are very experiance men in tennis.His students on the importance of strength and agility training as well as mental and psychological strength and the roles they play within the game of tennis.

Grab Bag of Questions for Coach and Coachee Who has given you feedback well? What was helpful about how they did it? Have you ever gotten good advice that you rejected? Why? Have you ever received good advice that you took years later? What motivates you? What disheartens you? What’s your learning style? Visual, auditory, big picture, detail oriented? What helps you hear appreciation? What’s something you wish you were better at? Whose feedback-receiving skills do you admire? What did your childhood and family teach you about feedback and learning? What did your early job experiences teach you? What’s the role of time/stages? What’s the role of mood and outlook? What’s the role of religion or spirituality? What has been the impact of major life events? Getting married? Getting laid off or fired? Having children? Death of a parent? What do you dislike most about coaching? About evaluation? What helps you change?

Rule #1: Do the right thing. Have a plan, work the plan. Measure your results. Be accountable—see it; own it; solve it; do it. Rule #2. Do the best you can. Turn problems into opportunities. Add value by becoming part of the solution. Act with a sense of urgency . . . Do it now! Ask the question: “What else can I do?” Ask for coaching: “What can I do better?” Reject average and “good enough.” Learn, correct, improve, and grow. Rule #3: Show others that you care. Show respect. Say: “Please. Thank you. You’re welcome. I’m sorry.” Show and express appreciation. Have each other’s back (“I got you!”). Engage as a team.

Listen, does your boy know how to work? Try to teach him to work, to sacrifice, to fight. He better learn now, because he’s going to have to do it some day. Lloyd Hale was a sophomore on that first team we took to Junction, and he asked me one time what I meant by “fight.” Well, I don’t mean fistfight, like we used to do back in Arkansas, I told him. I mean, some morning when you’ve been out of school twenty years and you wake up and your house has burned down and your mother is in the hospital and the kids are all sick and you’re overdrawn at the bank and your wife has run off with the drummer, what are you going to do? Throw in?

For we all make mistakes from time to time, myself included. What’s important is that we learn from those mistakes. I remember being told by the great Derek Bevan, a good friend and my refereeing coach, that there is nothing wrong with making a mistake; it’s when you make the same mistake again that you have a problem.

We wanted you to achieve the greatest osteomancy you were capable of." "What if I wanted to be a professional baseball player?" "Then we would have found you the best coaches and bought you a really good mitt. Did you want to be a professional baseball player?" "Naw. I got hit in the eye with a ball once and set it on fire.

It’s easy to get angry when someone disagrees with you. It’s easy to complain or condemn or take the path of least resistance. What takes guts is to stand for something higher, to behave greater and to be of service to others. Like Mandela. Like Gandhi. Like King. Heroes of mine. I wish I could be one-quarter as good as them.

I lost my second judo tournament. I finished second, losing to a girl named Anastasia. Afterward, her coach congratulated me. "You did a great job. Don't feel bad, Anastasia is a junior national champion." I felt consoled for about a second, until I noticed the look of disgust on Mom's face. I nodded at the coach and walked away. Once we were out of earshot she lit into me. "I hope you know better than to believe what he said. You could have won that match. You had every chance to beat that girl. The fact that she is a junior national champion doesn't mean anything. That's why they have tournaments, so you can see who is better. They don't award medals based on what you won before. If you did your absolute best, if you were capable of doing nothing more, then that's enough. Then you can be content with the outcome. But if you could have done better, if you could have done more, then you should be disappointed. You should be upset you didn't win. You should go home and think about what you could have done differently and then next time do it differently. Don't you ever let anyone tell you that not doing your absolute best is good enough. You are a skinny blonde girl who lives by the beach, and unless you absolutely force them to, no one is ever going to expect anything from you in this sport. You prove them wrong.

Don’t bother, Haymitch. I know you had to choose one of us. And I’d have wanted it to be her. But this is something different. People are dead out there. More will follow unless we’re very good. We all know I’m better than Katniss in front of the cameras. No one needs to coach me on what to say. But I have to know what I’m walking into,

Good evening, Lady Maccon.” The vampire tipped his top hat with one hand, holding the door with the other. He occupied the entrance in an ominous, looming manner. “Ah, how do you do, Lord Ambrose?” “Tolerably well, tolerably well. It is a lovely night, don’t you find? And how is your”—he glanced at her engorged belly—“health?” “Exceedingly abundant,” Alexia replied with a self-effacing shrug, “although, I suspect, unlikely to remain so.” “Have you been eating figs?” Alexia was startled by this odd question. “Figs?” “Terribly beneficial in preventing biliousness in newborns, I understand.” Alexia had been in receipt of a good deal of unwanted pregnancy advice over the last several months, so she ignored this and got on to the business at hand. “If you don’t feel that it is forward of me to ask, are you here to kill me, Lord Ambrose?” She inched away from the carriage door, reaching for Ethel. The gun lay behind her on the coach seat. She had not had time to put it back into its reticule with the pineapple cut siding. The reticule was a perfect match to her gray plaid carriage dress with green lace trim. Lady Alexia Maccon was a woman who liked to see a thing done properly or not at all. The vampire tilted his head to one side in acknowledgment. “Sadly, yes. I do apologize for the inconvenience.” “Oh, really, must you? I’d much rather you didn’t.” “That’s what they all say.

And yet, we have not changed so much, have we? We still coach Little League and care for our parents, we cry at romantic comedies and mow our lawns, we laugh at our eccentricities and apologize for harsh words, we want to be loved and wish for a better world. That is not to absolve us of responsibility for our politics, but to trace a lament oft heard when we step away from politics: Aren’t we better than this? I think we are, or we can be. But toxic systems compromise good individuals with ease. They do so not by demanding we betray our values but by enlisting our values such that we betray each other. What is rational and even moral for us to do individually becomes destructive when done collectively.

The crowd started going crazy. Like even crazier than when Romeo got up from the hit. I was clinging to the railing, wondering if I would like prison, when Ivy sighed. "I swear. You have all the luck." Confused, I glanced around. Romeo was jogging toward us, helmet in his hands. Quickly, I glanced at the big screen and it was showing a wide shot of me clinging onto the rails and him running toward us. When he arrived, he slapped the guard on his back and said something in his ear. The guard looked at me and grinned and then walked away. Romeo stepped up to where I was. At the height I was at one the railing, for once I was taller than him. "You're killing me, Smalls," he said. "I had to interrupt a championship game to keep you from going to the slammer." "I was worried. You didn't get up." "And so you were just going to march out on the field and what?" God, he looked so… so incredible right then. His uniform stretched out over his wide shoulders and narrow waist. The pads strapped to his body made him look even stronger. He had grass stains on his knees, sweat in his hair, and ornery laughter in his sparkling blue eyes. I swear I'd never seen anyone equal parts of to-die-for good looks and boy-next-door troublemaker. "I was going to come out there and kiss it and make it better." He threw back his head and laughed, and the stadium erupted once more. I was aware that every moment between us was being broadcast like some reality TV show, but for once, I didn't care how many people were staring. This was our moment. And I was so damn happy he wasn't hurt. "So you're okay, then?" I asked. "Takes a lot more than a shady illegal attack to keep me down." Behind him, the players were getting back to the game, rushing out onto the field, and the coach was yelling out orders. "I'll just go back to my seat, then," I said. He rushed forward and grabbed me off the railing. The crown cheered when he slid me down his body and pressed his lips to mine. It wasn't a chaste kiss. It was the kind of kiss that made me blush when I watched it on TV. But I kissed him back anyway. I got lost in him. When he pulled back, I said, "By the way, You're totally kicking ass out there." He chuckled and put me back on the railing and kept one hand on my butt as I climbed back over. Back in the stands, I gripped the cold metal and gave him a small wave. He'd been walking backward toward his team, but then he changed direction and sprinted toward me. In one graceful leap, he was up on the wall and leaning over the railing. "Love you," he half-growled and pressed a swift kiss to my lips. "Next touchdown's for you.

BE CREATIVE. Your post-fifty years should be your most creative time. You have wisdom of experience and freedom to apply it where you want. Avoid metaphors such as you are on the “back nine.” This denigrates the impact you can have. DON’T BE A DILETTANTE. Don’t just do a portfolio of things. Whatever you get involved with, have accountability and consequence. Drive it. FIND PEOPLE WHO HAVE VITALITY. Surround yourself with them; engage with them. Often they will be younger. APPLY YOUR GIFTS. Figure out what you are uniquely good at, what sets you apart. And understand the things inside you that give you a sense of purpose. Then apply them. DON’T WASTE TIME WORRYING ABOUT THE FUTURE. Allow serendipity to play a role. Most of the turning points in life cannot be predicted or controlled.

So at my old school,” he said. “There was this kid on the baseball team. People thought, I don’t know. They saw that he went to some website or something.” ... “They made it impossible for him to play. Every day, the found another way to mess with him. Then one Friday after school, they locked him in the storage closet.” He winced, as if remembering and I knew. I knew then. “All night long and the whole next day. A tiny, dark, disgusting airless space. His parents thought he was at the away game and someone told the coaches he was sick, so no one even looked for him. No one knew he was trapped in there.” His chest was heaving and I was remembering how he told me he didn’t used to have claustrophobia and now he did. “He was really good too, probably the best player on the team or could have been. And he didn’t even do anything. The guy just went to these sites and someone saw. Do you get it? Do you get what it would mean for me? The assistant captain? I want to be captain next year so maybe I can graduate early. No scholarship. No nothing. These guys aren’t” - he made finger quotes - “evolved. They’re not from Northern California. They don’t do all-day sits or draw pictures.” The dagger went straight in. “It’s brutal in a locker room.

WHEN THIS HAPPENS… When I’m tempted to ask them why… INSTEAD OF… Beginning the question with “Why… ” I WILL… Reframe the question so it starts with “What.” So, as some examples, instead of “Why did you do that?” ask “What were you hoping for here?” Instead of “Why did you think this was a good idea?” ask “What made you choose this course of action?” Instead of “Why are you bothering with this?” ask “What’s important for you here?

So Allah has to deny perfect justice in order to be merciful. There’s no penalty for wrongdoing if you have done enough good things to offset it. But true justice doesn’t work that way, not even on earth. If someone is convicted of fraud, the judge doesn’t say, ‘Well, he was a kind Little League coach. That offsets it.’ In Islam, Allah is not perfectly just, because if he were, people would have to pay the penalty for every sin, and no one would get into paradise. That’s what perfect justice is.” I pushed the vegetables around on my neglected plate. “But I thought God is forgiving. You’re implying that because of justice, God can’t forgive.” “God is forgiving. God wants to forgive people more than anything in the world, to restore them to himself. What I’m saying is that God’s desire to forgive doesn’t negate his perfect justice. Someone has to pay the penalty for sins. God’s justice demands it.

I didn’t know it yet, but he would become one of our high school’s super-athletes. There were hints of athletic (and, presumably, sexual) prowess there. For one, boys as ridiculously Abercrombie- esque good-looking as he was are always sports stars throughout high school. It is a rule, a self- fulfilling prophecy. It seems as if, sometime during elementary school, coaches make note of the little boys with the most classic bone structure and the best height projections and kidnap them, training them under cover of night. Not all of them will make it in college ball (that’s what people call it, right?) because by the time they’re all seniors, many of them will have been riding more on the sportsman-like nature of their faces than their actual abilities. But until that day, coaches will keep putting them on the field in the most prominent and visually appealing positions because they just kind of look like that’s where they should be. At least I’m pretty sure that is what’s going on.

Courage is a hard thing to figure. You can have courage based on a dumb idea or mistake, but you're not supposed to question adults, or your coach or your teacher, because they make the rules. Maybe they know best, but maybe they don't. It all depends on who you are, where you come from. Didn't at least one of the six hundred guys think about giving up, and joining with the other side? I mean, valley of death that's pretty salty stuff. That's why courage it's tricky. Should you always do what others tell you to do? Sometimes you might not even know why you're doing something. I mean any fool can have courage. But honor, that's the real reason for you either do something or you don't. It's who you are and maybe who you want to be. If you die trying for something important, then you have both honor and courage, and that's pretty good. I think that's what the writer was saying, that you should hope for courage and try for honor. And maybe even pray that the people telling you what to do have some, too.

One of the ways Coach Wooden used to do that was to ask his players to acknowledge the skills and contributions of others. He told each player that if a teammate made a great pass or set a pick that allowed him to score, he should acknowledge the teammate on the way back down the court. One time a player asked, “Coach, if we do that, what if the teammate that made the assist isn’t looking?” Coach Wooden replied, “He will always be looking.” Coach knew that people look for and thrive on acknowledgment and appreciation.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

So,” Will begins, “do you play ball as well as you run?” I laugh a little. I can’t help it. He’s sweet and disarming and my nerves are racing. “Not even close.” The conversation goes no further as we move up in our lines. Catherine looks over her shoulder at me, her wide sea eyes assessing. Like she can’t quite figure me out. My smile fades and I look away. She can never figure me out. I can never let her. Never let anyone here. She faces me with her arms crossed. “You make friends fast. Since freshman year, I’ve spoken to like . . .” She paused and looks upward as though mentally counting. “Three, no—four people. And you’re number four.” I shrug. “He’s just a guy.” Catherine squares up at the free-throw line, dribbles a few times, and shoots. The ball swished cleanly through the net. She catches it and tosses it back to me. I try copying her moves, but my ball flies low, glides beneath the backboard. I head to the end of the line again. Will’s already waiting it half-court, letting others go before him. My face warms at his obvious stall. “You weren’t kidding,” he teases over the thunder of basketballs. “Did you make it?” I ask, wishing I had looked while he shot. “Yeah.” “Of course,” I mock. He lets another kid go before him. I do the same. Catherine is several ahead of me now. His gaze scans me, sweeping over my face and hair with deep intensity, like he’s memorizing my features. “Yeah, well. I can’t run like you.” I move up in line, but when I sneak a look behind me, he’s looking back, too. “Wow,” Catherine murmurs in her smoky low voice as she falls into line beside me. “I never knew it happened like that.” I snap my gaze to her. “What?” “You know. Romeo and Juliet stuff. Love at first sight and all that.” “It’s not like that,” I say quickly. “You could have fooled me.” We’re up again. Catherine takes her shot. It swishes cleanly through the hoop. When I shoot, the ball bounces hard off the backboard and flies wildly through the air, knocking the coach in the head. I slap a hand over my mouth. The coach barely catches herself from falling. Several students laugh. She glares at me and readjusts her cap. With a small wave of apology, I head back to the end of the line. Will’s there, fighting laughter. “Nice,” he says. “Glad I’m downcourt of you.” I cross my arms and resist smiling, resist letting myself feel good around him. But he makes it hard. I want to smile. I want to like him, to be around him, to know him. “Happy to amuse you.” His smile slips then, and he’s looking at me with that strange intensity again. Only I understand. I know why. He must remember . . . must recognize me on some level even though he can’t understand it. “You want to go out?” he asks suddenly. I blink. “As in a date?” “Yes. That’s what a guy usually means when he asks that question.

The king sighed. What I didn’t know then was that the princess rarely took an interest in, or asked for, anything. When she did, her requests carried more power. It’s a good approach to life, generally gets one what one wants. (So long as one doesn’t want too often.) I would come to appreciate this character trait over the course of my association with Princess Goob, for all too often we fairies are on the receiving end of demanding humans. Take Cinderella for example – with her gown, and her coach, and her glass slippers, and on and on. I mean, really! But I digress.

Here's the thing about beliefs; we all have them and they drive our actions. We experience our beliefs as truths, and we can usually find evidence to support them. Subsequently, they create boundaries around what we think we can and can't do, what can and can't be done in the world. Some of our beliefs are tucked into our subconscious, where they operate without our awareness. Sometimes our beliefs contradict each other or our core values. Some of our beliefs make us strong, powerful people; some do not serve us. The good news is that beliefs can be updated or changed.

COACHING TIP: How can triads solve your problems? The central theme of this book is that you are only as smart and capable as your tribe, and that by upgrading your tribe, you multiply the results of your efforts. We have yet to see problems that couldn’t be fixed by a few good triads, such as the fact we couldn’t get an interview with Hoffman. A great question for coaches to ask is this: “What triads, if built, will fix this problem?” The “black belt” version of the question (most useful in stable Stage Four cultures) is “What triads will help us spot and fix problems so big we can’t even think of them?

Why?" Coach Wymack was quiet for a minute. "Did you think I made the team the way it is because I thought it would be a good publicity stunt? It's about second chances, Neil. Second, third, fourth, whatever, as long as you get at least one more than what anyone else wanted to give you." Neil had heard Wymack referred to as an idealistic idiot by more than one person, but it was hard to listen to him and not believe that he was sincere. Neil was torn between incredulity and disdain. Why Wymack set himself up for disappointment time and time again, Neil didn't know. Neil would have given up on the Foxes years ago.

and endless inconvenience. But have I not heard you say often that to solve a case a man has only to lie back in his chair and think? Do that. Interview the passengers on the train, view the body, examine what clues there are and then—well, I have faith in you! I am assured that it is no idle boast of yours. Lie back and think—use (as I have heard you say so often) the little grey cells of the mind—and you will know!” He leaned forward, looking affectionately at his friend. “Your faith touches me, my friend,” said Poirot emotionally. “As you say, this cannot be a difficult case. I myself, last night—but we will not speak of that now. In truth, this problem intrigues me. I was reflecting, not half an hour ago, that many hours of boredom lay ahead whilst we are stuck here. And now—a problem lies ready to my hand.” “You accept then?” said M. Bouc eagerly. “C’est entendu. You place the matter in my hands.” “Good—we are all at your service.” “To begin with, I should like a plan of the Istanbul-Calais coach, with a note of the people who occupied the several compartments, and I should also like to see their passports and their tickets.” “Michel will get you those.” The Wagon Lit conductor left the compartment. “What other passengers are there on the train?” asked Poirot. “In this coach Dr. Constantine and I

Even if they all have the same desire to succeed, create beautiful marketing materials and do similar things, it’s the ones with the proper mindsets who will succeed. The ones who kick ass are the ones who can see themselves kicking ass, who truly believe in themselves and what they’re selling, who remind themselves how much they want to better people’s lives with their coaching, who are excited to get compensated for selling it and have no limiting, subconscious beliefs holding them back. The ones who feel weird or who worry that they’re being pushy and annoying or who subconsciously believe that they don’t deserve to or can’t succeed—they’re not gonna do so good.

So we dream on. Thus we invent our lives. We give ourselves a sainted mother, we make our father a hero; and someone’s older brother and someone’s older sister – they become our heroes too. We invent what we love and what we fear. There is always a brave lost brother – and a little lost sister, too. We dream on and on: the best hotel, the perfect family, the resort life. And our dreams escape us almost as vividly as we can imagine them… That’s what happens, like it or not. And because that’s what happens, this is what we need: we need a good, smart bear… Coach Bob knew it all along: you’ve got to get obsessed and stay obsessed. You have to keep passing the open windows

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

I think I have done you a disservice,” my father finally said, looking me in the eye. “I told you from such a young age that you could be the very best. But I never explained to you that it’s about aiming for excellence, not about stats.” “What?” “I am just saying that when you were a child, I spoke in…grandiosities. But, Carrie, there is no actual unequivocal greatest in the world. Tennis doesn’t work like that. The world doesn’t work like that.” “I’m not going to sit here and be insulted.” “How am I insulting you? I am telling you there is no one way to define the greatest of all time. You’re focusing right now on rankings. But what about the person who gets the most titles over the span of their career? Are they the greatest? How about the person with the fastest recorded serve? Or the highest paid? I’m asking you to take a minute and recalibrate your expectations.” “Excuse me?” I said, standing up. “Recalibrate my expectations?” “Carrie,” my father said. “Please listen to me.” “No,” I said, putting my hands up. “Don’t use your calm voice and act like you’re being nice. Because you’re not. Having someone on this planet who is as good as me—or better—means I have not achieved my goal. If you would like to coach someone who is fine being second, go coach someone else.” I threw my napkin down and walked out of the restaurant. I made my way through the lobby to the parking lot. I was still furious by the time my father caught up to me by my car. “Carolina, stop, you’re making a scene,” he said. “Do you have any idea how hard it is?” I shouted. It felt shocking to me, to hear my own voice that loud. “To give everything you have to something and still not be able to grasp it! To fail to reach the top day after day and be expected to do it with a smile on your face? Maybe I’m not allowed to make a scene on the court, but I will make a scene here, Dad. It is the very least you can give me. Just for once in my life, let me scream about something!” There were people gathering in the parking lot, and each one of them, I could tell, knew my name. Knew my father’s name. Knew exactly what they were witnessing. “WHAT ARE YOU ALL LOOKING AT? GO ON ABOUT YOUR SAD LITTLE DAYS!” I got in my convertible and drove away. —

The careful, embroidered stitches delineated a coil of some sort. It looked rather like a halved snail shell, but the interior was divided into dozen of intricate chambers. "Is that a nautilus?" he asked. "Close, but no. It's an ammonite." "An ammonite? What's an ammonite? Sounds like an Old Testament people overdue for smiting." "Ammonites are not a biblical people," she replied in a tone of strained forbearance. "But they have been smited." "Smote." With a snap of linen, she shot him a look. "Smote?" "Grammatically speaking, I think the word you want is 'smote.' " "Scientifically speaking, the word I want is 'extinct.' Ammonites are extinct. They're only known to us in fossils." "And bedsheets, apparently." "You know..." She huffed aside a lock of hair dangling in her face. "You could be helping." "But I'm so enjoying watching," he said, just to devil her. Nonetheless, he picked up the edge of the top sheet and fingered the stitching as he pulled it straight. "So you made this?" "Yes." Though judging by her tone, it hadn't been a labor of love. "My mother always insisted, from the time I was twelve years old, that I spend an hour every evening on embroidery. She had all three of us forever stitching things for our trousseaux." 'Trousseaux.' The word hit him queerly. "You brought your trousseau?" "Of course I brought my trousseau. To create the illusion of an elopement, obviously. And it made the most logical place to store Francine. All these rolls of soft fabric made for good padding." Some emotion jabbed his side, then scampered off before he could name it. Guilt, most likely. These were sheets meant to grace her marriage bed, and she was spreading them over a stained straw-tick mattress in a seedy coaching inn. "Anyhow," she went on, "so long as my mother forced me to embroider, I insisted on choosing a pattern that interested me. I've never understood why girls are always made to stitch insipid flowers and ribbons." "Well, just to hazard a guess..." Colin straightened his edge. "Perhaps that's because sleeping on a bed of flowers and ribbons sounds delightful and romantic. Whereas sharing one's bed with a primeval sea snail sounds disgusting." Her jaw firmed. "You're welcome to sleep on the floor." "Did I say disgusting? I meant enchanting. I've always wanted to go to bed with a primeval sea snail.

He already knew he could coach. All you had to do was look at each of your players and ask yourself: What story does this guy wish someone would tell him about himself? And then you told the guy that story. You told it with a hint of doom. You included his flaws. You emphasized the obstacles that could prevent him from succeeding. That was what made the story epic: the player, the hero, had to suffer mightily en route to his final triumph. Schwartz knew that people loved to suffer, as long as the suffering made sense. Everybody suffered. The key was to choose the form of your suffering. Most people couldn’t do this alone; they needed a coach. A good coach made you suffer in a way that suited you. A bad coach made everyone suffer in the same way, and so was more like a torturer.

She believed that a good teacher should make a poor student good, and a good student superior. I remember her saying, “When our students fail, we, as teachers, have also failed.” She focused on identifying and magnifying each student’s unique gifts. Her mantra to her students was “Trust yourself. Think for yourself. Act for yourself. Speak for yourself. Be yourself.” She embodied the philosophy “You can’t teach what you don’t know, and you can’t guide where you don’t go.” We don’t have to teach thousands, hundreds, or even dozens. If we can show one person the way, if we can bring one person from darkness into light, if we can make a difference in one person’s development, we have succeeded as a teacher and a coach. It is true that when you light someone else’s path, you see your own more clearly.

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.

This is a small book about a very important subject. A lot has been written about trust: about what it is and what it can do for people, families, companies, communities and countries. As an executive coach and consultant I often find myself engaged by companies where good work is being sabotaged by interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. I almost always trace these problems to a breakdown in trust. It not only kills good work, it also inevitably creates some degree of misery, annoyance, fear, anger, frustration, resentment, and resignation. By contrast, in successful companies where people are innovative, engage in productive conflict and debate about ideas, and have fun working together, I find strong trusting relationships. As a result, I’ve come to believe having the trust of those you work with is too important not to be intentional about building and maintaining it.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

I know it's crazy. But is the idea of El Cuco any more inexplicable than some of the terrible things that happen in the world? Not natural disasters or accidents, I'm talking about the things some people do to others. Wasn't Ted Bundy just a version of El Cuco, a shapeshifter with one face for the people he knew and another for the women he killed? The last thing those women saw was his face, his inside face, the face of El Cuco. There are others. They walk among us. You know they do. They're aliens. Monsters beyond our understanding. Yet you believe in them [...] Suppose it had been Terry Maitland who killed that child, and tore off his flesh, and put a branch up inside him? Would he be any less inexplicable than the thing that might be hiding in that cave? Would you be able to say, 'I understand the darkness and evil that was hiding behind the mask of the boys' athletic coach and good community citizen. I know exactly what made him do it'?

SPIEGEL: You have a lot of respect for the Dalai Lama, you even rewrote some Buddhist writings for him. Are you a religious person? Cleese: I certainly don't think much of organized religion. I am not committed to anything except the vague feeling that there is something more going on than the materialist reductionist people think. I think you can reduce suffering a little bit, like the Buddhists say, that is one of the few things I take seriously. But the idea that you can run this planet in a rational and kind way -- I think it's not possible. There will always be these sociopaths at the top -- selfish people, power-seekers who want to spend their whole lives seeking it. Robin Skynner, the psychiatrist that I wrote two books with, said to me that you could begin to enjoy life when you realized how bad the planet is, how hopeless everything is. I reached that point these last two or three years when I saw that our existence here is absolutely hopeless. I see the rich people have got a stranglehold on us. If somebody had said that to me when I was 20, I would have regarded him as a left-wing loony. SPIEGEL: You may not have been a left-wing loony, but you were happy to attack and ridicule the church. The "Life of Brian," the story of a young man in Judea who isn't Jesus Christ, but is nevertheless followed like a savior and crucified afterwards, was regarded as blasphemy when it was released in 1979. Cleese: Well there was a small number of people in country towns, all very conservative, who got upset and said, "You can't show the film." So people hired a coach and drove 15 miles to the next town and went to see the film there. But a lot of Christians said, "We got it, we know that the joke is not about religion, but about the way people follow religion." If Jesus saw the Spanish Inquisition I think he would have said, "What are you doing there?" SPIEGEL: These days Muslims and Islam are risky subjects. Do you think they are good issues for satire? Cleese: For sure. In 1982, Graham Chapman and I wrote a number of scenes for "The Meaning of Life" movie which had an ayatollah in them. This ayatollah was raging against all the evil inventions of the West, you know, like toilet paper. These scenes were never included in the film, although I thought they were much better than many other scenes that were included. And that's why I didn't do any more Python films: I didn't want to be outvoted any longer. But I wouldn't have made fun of the prophet. SPIEGEL: Why not? Cleese: How could you? How could you make fun of Jesus or Saint Francis of Assisi? They were wonderful human beings. People are only funny when they behave inappropriately, when they've been taken over by some egotistical emotion which they can't control and they become less human. SPIEGEL: Is there a difference between making fun of our side, so to speak, the Western, Christian side, and Islam? Cleese: There shouldn't be a difference. [SPIEGEL Interview with John Cleese: 'Satire Makes People Think' - 2015]

Eddie: Why do police lieutenants wear belts? The lights in the Barony coach began to flicker. An odd thing was happening to the walls, as well; they began to fade in and out of true, lunging toward transparency, perhaps, and then opaquing again. Seeing this phenomenon even out of the corner of his eye made Eddie feel a bit whoopsie. Eddie: Blaine? Answer. Roland: (agreeably) Answer. Answer, or I declare the contest at an end and hold you to your promise. Blaine: TO...TO HOLD UP THEIR PANTS? (repeating as a statement) TO HOLD UP THEIR PANTS. A RIDDLE BASED UPON THE EXAGGERATED SIMPLICITY OF-- Eddie: Right. Good one, Blaine, but never mind trying to kill time--it won't work. Next-- Blaine: I INSIST YOU STOP ASKING THESE SILLY-- Eddie: Then stop the mono. If you're that upset, stop right here, and I will. Blaine: NO. Eddie: Okay, then, on we go. What's Irish and stays out in back of the house, even in the rain? Blaine: (clicking his tongue deafeningly and gratingly; a long pause) PADDY O'FURNITURE.

You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members Respecting people, coaching, gang recruitment, gang membership, gang leaders, street code, street life, gang involvement, team members, self-esteem, self-confidence, feeling respected, feeling wanted, feeling good feeling apart, Rebellions-Raiders, Rebellion Raiders You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members

I heard you didn't hit it off with Kevin last month." "No one warned me he was going to be there," Neil answered [...]. "Maybe you'll forgive me for not reacting well." "Maybe I won't. I don't believe in forgiveness, and it wasn't me you offended. That's the second time a recruit has told him to fuck off. If it was possible to dent that arrogance of his, his pride would have shreds through it. Instead he's losing faith in the intelligence of high school athletes." "I'm sure Andrew had his reasons for refusing, same as me." "You said you weren't good enough, but here you are anyway. You think a summer of practices will make that much a difference?" "No," Neil said. "It was just too hard to say no." "Coach always knows what to say, hm? It makes harder on the rest of us, though. Not even Millport should have taken a chance on you." "[...] It was a matter of being in the right place at the right time, I guess." "Do you believe in fate?" Neil heard the faint scorn in the other man's voice. "No. Do you?" "Luck, then," Aaron said, ignoring that return question. "Only the bad sort." "We're flattered by your high opinion of us, of course.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How ironic was it to learn that something as simple as a chicken coop or the basic planting of trees and gardens could be the most important thing we do to stabilize parts of the World of Disorder? Who ever would have thought it would become a national security and personal security imperative for all of us to scale the Golden Rule further and wider than ever? And who can deny that when individuals get so super-empowered and interdependent at the same time, it becomes more vital than ever to be able to look into the face of your neighbor or the stranger or the refugee or the migrant and see in that person a brother or sister? Who can ignore the fact that the key to Tunisia’s success in the Arab Spring was that it had a little bit more “civil society” than any other Arab country—not cell phones or Facebook friends? How many times and in how many different contexts did people mention to me the word “trust” between two human beings as the true enabler of all good things? And whoever thought that the key to building a healthy community would be a dining room table? That’s why I wasn’t surprised that when I asked Surgeon General Murthy what was the biggest disease in America today, without hesitation he answered: “It’s not cancer. It’s not heart disease. It’s isolation. It is the pronounced isolation that so many people are experiencing that is the great pathology of our lives today.” How ironic. We are the most technologically connected generation in human history—and yet more people feel more isolated than ever. This only reinforces Murthy’s earlier point—that the connections that matter most, and are in most short supply today, are the human-to-human ones.

In good truth he had started in London with some vague idea that as his life in it would not be of long continuance, the pace at which he elected to travel would be of little consequence; but the years since his first entry into the Metropolis were now piled one on top of another, his youth was behind him, his chances of longevity, spite of the way he had striven to injure his constitution, quite as good as ever. He had come to that period of existence, to that narrow strip of tableland, whence the ascent of youth and the descent of age are equally discernible - when, simply because he has lived for so many years, it strikes a man as possible he may have to live for just as many more, with the ability for hard work gone, with the boon companions scattered, with the capacity for enjoying convivial meetings a mere memory, with small means perhaps, with no bright hopes, with the pomp and the circumstance and the fairy carriages, and the glamour which youth flings over earthly objects, faded away like the pageant of yesterday, while the dreary ceremony of living has to be gone through today and tomorrow and the morrow after, as though the gay cavalcade and the martial music, and the glittering helmets and the prancing steeds were still accompanying the wayfarer to his journey's end. Ah! my friends, there comes a moment when we must all leave the coach with its four bright bays, its pleasant outside freight, its cheery company, its guard who blows the horn so merrily through villages and along lonely country roads. Long before we reach that final stage, where the black business claims us for its own speecial property, we have to bid goodbye to all easy, thoughtless journeying and betake ourselves, with what zest we may, to traversing the common of reality. There is no royal road across it that ever I heard of. From the king on his throne to the laborer who vaguely imagines what manner of being a king is, we have all to tramp across that desert at one period of our lives, at all events; and that period is usually when, as I have said, a man starts to find the hopes, and the strength, and the buoyancy of youth left behind, while years and years of life lie stretching out before him. The coach he has travelled by drops him here. There is no appeal, there is no help; therefore, let him take off his hat and wish the new passengers good speed without either envy or repining. Behld, he has had his turn, and let whosoever will, mount on the box-seat of life again, and tip the coachman and handle the ribbons - he shall take that journey no more, no more for ever. ("The Banshee's Warning")

For the briefest of seconds, it was like he looked back into the stands, like maybe he spotted me, shaking my rattle, giving him all the encouragement I could. I could have sworn I saw a corner of his mouth curl up. Then he did the whole Velcro batting glove thing and stepped up to the plate. The pitch came. He swung. Crack! He hit it! He hit it! I jumped up and started shouting. I had a second to see the stunned look on his face, like maybe he’d never hit the ball before, but that couldn’t be… And then I realized what it was. As he started running, he turned his head, his gaze following the ball… The ball that went out of the ballpark! Right over the Backyard Mania billboard! Home run! My boyfriend had hit a home run! I jumped around, pointing at the number on my jersey, hugging Bird, hugging Tiffany, watching Jason slapping his coach’s hand as he rounded third. I watched him cross home plate, wearing the biggest grin on his face. “You know what this means, don’t you?” Bird said. “That we’re ahead two to nothing?” “It means he’ll insist you sit in this exact spot for every game. He’ll think this is the good luck spot.” “No way.” “Either that, or he’ll ask you not to wash your underwear.” “Ew! That’s so not happening. Maybe I can convince him it was wearing the jersey.” Yeah, I thought. That’s the ticket.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

In June 1981, a strike shuttered the major leagues for fifty days, the first time in baseball history that players walked out during the season. Determined to make his people earn their keep, George Steinbrenner ordered his major-league coaches into the minors to scout and help mentor the organization’s prospects. Berra drew Nashville, where Merrill was the manager. Merrill was a former minor-league catcher with a degree in physical education from the University of Maine. He began working for the Yankees in 1978 at West Haven, Connecticut, in the Eastern League and moved south when the Yankees took control of the Southern League’s Nashville team in 1980. Suddenly, in mid-1981, the former catcher who had never made it out of Double-A ball had the most famous and decorated Yankees backstop asking him, “What do you want me to do?” Wait a minute, Merrill thought. Yogi Berra is asking me to supervise him? “Do whatever you want,” Merrill said. “No,” Berra said. “Give me something specific.” And that was when Merrill began to understand the existential splendor of Yogi Berra, whom he would come to call Lawrence or Sir Lawrence in comic tribute to his utter lack of pretense and sense of importance. “He rode buses with us all night,” Merrill said. “You think he had to do that? He was incredible.” One day Merrill told him, “Why don’t you hit some rollers to that lefty kid over there at first base?” Berra did as he was told and later remarked to Merrill, “That kid looks pretty good with the glove.” Berra knew a prospect when he saw one. It was Don Mattingly, who at the time was considered expendable by a chronically shortsighted organization always on the prowl for immediate assistance at the major-league level.

You never talk to the pitcher when…” He shook his head. “You just never talk to the pitcher when--” “I just wanted to congratulate him on a good game--” “It’s not over ’til it’s over,” Chase said. “You jinxed me,” Jason said, crouching down in the corner, pressing his palms against his forehead, like he’d been struck with a migraine headache. “You don’t really believe that superstitious--” His head came up so fast, and his stare was so hard that I stopped. He did believe. He really did believe. And judging by the way the other guys were looking at me, they all believed. I backed away, not knowing what to say. I’d just felt sorry for him because he was being ignored. The guy at bat struck out, and Brandon was next. Bird had her fingers crossed while clutching the wire of the fence. “I think I just made a big mistake,” I said, my voice low. “Yeah, I heard you. According to Brandon, you’re never supposed to use the term no-hitter in the dugout.” “Well, I wasn’t technically in the dugout.” “But your words traveled into the dugout. Close enough.” “Great. You don’t really think I jinxed them, do you?” Brandon struck out, the first time he’d struck out since playing for the Rattlers. When he walked by and glared at me, I found myself wishing Harry Potter was real, sitting in the stands, and could turn me into a rabbit’s foot. I didn’t really believe in bad luck. I believed we made our own luck, but I also understood the power of positive or negative thinking. If you think you’ll lose, you’ll lose. The next inning, when six batters in a row got base hits off Jason, the coach put in a relief pitcher. By that time, even people in the stands were looking at me like it was my fault. Someone suggested I sit behind the dugout of the visiting team.

Strong underneath, though!’ decided Julian. ‘There’s no softness there, if you ask me. I think Emma’s got authority but it’s the best sort. It’s quiet authority . . .’ ‘Rita wasn’t exactly loud, Martin!’ Elizabeth pointed out, rather impatiently. ‘I bet Rita was very like Emma before she was elected head girl. Was she, Belinda? You must have been at Whyteleafe then.’ Belinda had been at Whyteleafe longer than the others. She had joined in the junior class. She frowned now, deep in thought. ‘Why, Elizabeth, I do believe you’re right! I remember overhearing some of the teachers say that Rita was a bit too young and as quiet as a mouse and might not be able to keep order! But they were proved wrong. Rita was nervous at the first Meeting or two. But after that she was such a success she stayed on as head girl for two years running.’ ‘There, Martin!’ said Elizabeth. ‘Lucky the teachers don’t have any say in it then, isn’t it?’ laughed Julian. ‘I think all schools should be run by the pupils, the way ours is.’ ‘What about Nora?’ asked Jenny, suddenly. ‘She wouldn’t be nervous of going on the platform.’ ‘She’d be good in some ways,’ said Belinda, her mind now made up, ‘but I don’t think she’d be as good as Emma . . .’ They discussed it further. By the end, Elizabeth felt well satisfied. Everyone seemed to agree that Thomas was the right choice for head boy. And apart from Martin, who didn’t know who he wanted, and Jenny, who still favoured Nora, everyone seemed to agree with her about Emma. Because of the way that Whyteleafe School was run, in Elizabeth’s opinion it was extremely important to get the right head boy and head girl. And she’d set her heart on Thomas and Emma. She felt that this discussion was a promising start. Then suddenly, near the end of the train journey, Belinda raised something which made Elizabeth’s scalp prickle with excitement. ‘We haven’t even talked about our own election! For a monitor to replace Susan. Now she’s going up into the third form, we’ll need someone new. We’ve got Joan, of course, but the second form always has two.’ She was looking straight at Elizabeth! ‘We all think you should be the other monitor, Elizabeth,’ explained Jenny. ‘We talked amongst ourselves at the end of last term and everyone agreed. Would you be willing to stand?’ ‘I – I—’ Elizabeth was quite lost for words. Speechless with pleasure! She had already been a monitor once and William and Rita had promised that her chance to be a monitor would surely come again. But she’d never expected it to come so soon! ‘You see, Elizabeth,’ Joan said gently, having been in on the secret, ‘everyone thinks it was very fine the way you stood down in favour of Susan last term. And that it’s only fair you should take her place now she’s going up.’ ‘Not to mention all the things you’ve done for the school. Even if we do always think of you as the Naughtiest Girl!’ laughed Kathleen. ‘We were really proud of you last term, Elizabeth. We were proud that you were in our form!’ ‘So would you be willing to stand?’ repeated Jenny. ‘Oh, yes, please!’ exclaimed Elizabeth, glancing across at Joan in delight. Their classmates wanted her to be a monitor again, with her best friend Joan! The two of them would be second form monitors together. ‘There’s nothing I’d like better!’ she added. What a wonderful surprise. What a marvellous term this was going to be! They all piled off at the station and watched their luggage being loaded on to the school coach. Julian gave Elizabeth’s back a pat. There was an amused gleam in his eyes. ‘Well, well. It looks as though the Naughtiest Girl is going to be made a monitor again. At the first Meeting. When will that be? This Saturday? Can she last that long without misbehaving?’ ‘Of course I can, Julian,’ replied Elizabeth, refusing to be amused. ‘I’m going to jolly well make certain of that!’ That, at least, was her intention.

Remain still; breathe naturally,” he whispered right in her ear, very, very quietly. She did as he suggested, not wanting to be found in the darkness with him by people too inebriated to observe a little discretion. And while she stood so close to him, the night breeze stirred the air, bringing Hazlit’s scent to Maggie’s nose. She puzzled over it, because it was faint but alluring. Complicated, like the man who wore it. Honeysuckle was the primary note, as sweet a scent as ever graced a bottle—and as intoxicating. She was marveling over that bit of deduction and deciding the undertone was bergamot, when she felt Hazlit’s hand in her hair. Holding her still? He gathered a few of the locks drifting over her right shoulder and rubbed them silently between his fingers. When had he taken off his gloves? Remain still; breathe naturally. It was good advice, when her heart wanted to pound, when she wanted both to run and to stand there forever, his fingers playing with her hair. His hand shifted so he brushed her hair back over her shoulder, just once. Maggie’s heart started to thud in her chest. She wasn’t frightened, exactly, but she was rattled. Men never touched her, not if they knew what was good for them, and she ought to abhor being rattled like this. She held still, waiting for him to repeat that simple caress. “They’re gone,” he said, still whispering. He took her by the wrist again and led her to the path, offering her his arm with perfect propriety. They returned to the house without incident, and Maggie thanked every merciful god in the pantheon she and her escort had missed the dancing. “Will you be going in to supper?” he asked. “I’d prefer not to.” And what had that business been with her hair? Was he going to pretend he hadn’t taken such a liberty? “I’ll fetch your coach. Find your wrap, and if you brought one, your reticule.” He offered her an ironic little bow and went off on his gentlemanly errand. Maggie was home and fighting her way toward sleep before she realized Hazlit hadn’t been pretending he’d never touched her hair. He’d been letting her ignore the fact that she’d allowed it. ***

I can only imagine the sort of havoc Oliver must have wreaked as a boy.” Oliver handed Minerva in, then climbed in to sit beside her. “We weren’t that bad.” “Don’t listen to him,” Minerva exclaimed, her eyes twinkling. “One dull evening, he and his friends went to a ball dressed in the livery of the hired footmen. Then they proceeded to drink up the liquor, flirt and wink at the elderly ladies until they were all blushing, and make loud criticisms of the entertainment. After the lady of the house caught on to their scheme and rounded up some stout young men to throw them out, they stole a small stone cupid she had in her garden and sent her a ransom note for it.” “How the devil do you know that?” Oliver asked. “You were, what, eleven?” “Twelve,” Minerva said. “And it was all Gran’s servants could talk about. Made quite a stir in society, as I recall. What was the ransom? A kiss for each of you from the lady’s daughter?” A faint smile touched Oliver’s lips. “And she never did pay it. Apparently her suitors took issue with it. Not to mention her parents.” “Good heavens,” Maria said. “Come to think of it,” Oliver mused aloud, “I believe Kirkwood still has that cupid somewhere. I should ask him.” “You’re as bad as Freddy and my cousins,” Maria chided. “They put soap on all the windows of the mayor’s carriage on the very day he was supposed to lead a procession through Dartmouth. You should have seen him blustering when he discovered it.” “Was he a pompous idiot?” Oliver asked. “A lecher, actually. He tried to force a kiss on my aunt. And him a married man, too!” “Then I hope they did more than soap his windows,” Oliver drawled. The comment caught Maria by surprise. “And you, of course, have never kissed a married woman?” “Not if they didn’t ask to be kissed,” he said, a strange tension in his voice. “But we weren’t speaking of me, we were speaking of Dartmouth’s dastardly mayor. Did soaping his windows teach him a lesson?” “No, but the gift they left for him in the coach did the trick. They got it from the town’s largest cow.” Oliver and Minerva both laughed. Mrs. Plumtree did not. She was as silent as death beside Maria, clearly scandalized by the entire conversation. “Why do boys always feel an urgent need to create a mess others are forced to clean up?” Minerva asked. “Because they know how it irritates us,” Maria said.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Cultivate Spiritual Allies One of the most significant things you learn from the life of Paul is that the self-made man is incomplete. Paul believed that mature manhood was forged in the body of Christ In his letters, Paul talks often about the people he was serving and being served by in the body of Christ. As you live in the body of Christ, you should be intentional about cultivating at least three key relationships based on Paul’s example: 1. Paul: You need a mentor, a coach, or shepherd who is further along in their walk with Christ. You need the accountability and counsel of more mature men. Unfortunately, this is often easier said than done. Typically there’s more demand than supply for mentors. Some churches try to meet this need with complicated mentoring matchmaker type programs. Typically, you can find a mentor more naturally than that. Think of who is already in your life. Is there an elder, a pastor, a professor, a businessman, or other person that you already respect? Seek that man out; let him know that you respect the way he lives his life and ask if you can take him out for coffee or lunch to ask him some questions — and then see where it goes from there. Don’t be surprised if that one person isn’t able to mentor you in everything. While he may be a great spiritual mentor, you may need other mentors in the areas of marriage, fathering, money, and so on. 2. Timothy: You need to be a Paul to another man (or men). God calls us to make disciples (Matthew 28:19). The books of 1st and 2nd Timothy demonstrate some of the investment that Paul made in Timothy as a younger brother (and rising leader) in the faith. It’s your job to reproduce in others the things you learn from the Paul(s) in your life. This kind of relationship should also be organic. You don’t need to approach strangers to offer your mentoring services. As you lead and serve in your spheres of influence, you’ll attract other men who want your input. Don’t be surprised if they don’t quite know what to ask of you. One practical way to engage with someone who asks for your input is to suggest that they come up with three questions that you can answer over coffee or lunch and then see where it goes from there. 3. Barnabas: You need a go-to friend who is a peer. One of Paul’s most faithful ministry companions was named Barnabas. Acts 4:36 tells us that Barnabas’s name means “son of encouragement.” Have you found an encouraging companion in your walk with Christ? Don’t take that friendship for granted. Enjoy the blessing of friendship, of someone to walk through life with. Make it a priority to build each other up in the faith. Be a source of sharpening iron (Proverbs 27:17) and friendly wounds (Proverbs 27:6) for each other. But also look for ways to work together to be disruptive — in the good sense of that word. Challenge each other in breaking the patterns of the world around you in order to interrupt it with the Gospel. Consider all the risky situations Paul and Barnabas got themselves into and ask each other, “what are we doing that’s risky for the Gospel?

[...] 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 [...].

It was marijuana that drew the line between us and them, that bright generational line between the cool and the uncool. My timidity about pot, as I first encountered it in Hawaii, vanished when, a few months later, during my first year of high school, it hit Woodland Hills. We scored our first joints from a friend of Pete's. The quality of the dope was terrible -- Mexican rag weed, people called it -- but the quality of the high was so wondrous, so nerve-end-opening, so cerebral compared to wine's effects, that I don't think we ever cracked another Purex jug. The laughs were harder and finer. And music that had been merely good, the rock and roll soundtrack of our lives, turned into rapture and prophecy. Jimi Hendrix, Dylan, the Doors, Cream, late Beatles, Janis Joplin, the Stones, Paul Butterfield -- the music they were making, with its impact and beauty amplified a hundredfold by dope, became a sacramental rite, simply inexplicable to noninitiates. And the ceremonial aspects of smoking pot -- scoring from the million-strong network of small-time dealers, cleaning "lids," rolling joints, sneaking off to places (hilltops, beaches, empty fields) where it seemed safe to smoke, in tight little outlaw groups of three or four, and then giggling and grooving together -- all of this took on a strong tribal color. There was the "counterculture" out in the greater world, with all its affinities and inspirations, but there were also, more immediately, the realignments in our personal lives. Kids, including girls, who were "straight" became strangers. What the hell was a debutante, anyway? As for adults -- it became increasingly difficult not to buy that awful Yippie line about not trusting anyone over thirty. How could parents, teachers, coaches, possibly understand the ineluctable weirdness of every moment, fully perceived? None of them had been out on Highway 61.

The second bias, known as prospect theory, tells us that loss and gain are not measured equally. Losing $100, say, feels worse than gaining $100 feels good. One result of the bias is that once we’ve got something, not only do we not want to let it go, but we also tend to overvalue its worth. Asking the Strategy Question shines a light on what we’re holding on to, so we might better weigh up what’s worth keeping and what might need to be set free. Question

Here are some other tips to keep in mind as you implement your decision journal. Get beyond the obvious. Often your first thoughts aren’t your own, but are the thinking of someone else. So try to get beyond the brief and obvious insights. Handwrite in your journal. Technology is great, but writing things down in your own handwriting will keep you honest and help prevent hindsight bias. It’s easy to look at a document on your computer screen and say, “I didn’t see it that way.” It’s a lot harder to look at your own handwriting and say the same thing. Be specific and concrete. Avoid vague language. If you’re stuck in the fog of abstractions, you’re not ready to make a decision, and it will be easy to change definitions to fit any new information. Write down the probabilities as you see them. Review your journal often. I review mine quarterly. This is an important part of the process. It helps you to realize where you made mistakes, how you made them, what types of decisions you’re bad at, etc. If you share your journal with a coach, they can review it and help you identify areas for improvement. Remember it’s not just about outcomes. Maybe you made the right decision (which, in our sense, means used a good process) and still had a bad outcome. That’s called a bad break. On the other hand, maybe you discovered that you had a good outcome for the wrong reasons (i.e., despite a bad process), and a decision journal will stop you from being overly confident in using that process in the future.

There is no such thing as perfection in a church. Instead, what you should be looking for is a covenanted body, a leadership team that has the goods for coaching you in Christ, and a place where you can invest yourself - from cleaning toilets to teaching what you know to ministering in song.

We have to transmit trust and security in all the decisions we make. ‘That trust, security and sincerity are the fundamental pillars for a good coach. The players have to believe in the manager’s message. He must always speak to the player fearlessly, sincerely and tell him what he thinks. Without deceiving him.

1. What are the expected levels of performance? What are the expected attitudes or behaviors? How will we measure those? How will we know whether people are performing to expectation? What is the best practice? Let’s take a very simple example. How do you know if the salesperson is doing a good job in executing their deal strategy if you have no sales process, or incomplete/bad process metrics? Without these, you and they have no basis for knowing what great execution of a deal strategy is, so you have no basis for assessing an individual performance or coaching them.

It doesn't matter what's happening around you. You can create your own life. You can be as original as you like, find what makes you happy, and start doing it! Remember that you always have choices. If you don't see them now, reach out for support. Good friends, family members, coaches, counsellors, and other specialized professionals are just a few options. Don't give up your search!

Habits: People like to imagine that they will "rise to the occasion." They taught us in the Teams that people rarely do. What happens, in fact is that when things get really hard and people are really afraid, they sink to the level of their training. You train your habits. And if a critical moment does come, all can be is ready for it...By relying on habits, we free our minds to focus on what matter most...We should be, in part, beginners for our entire lives. Beginning anew refreshes the habit of learning...if every few years we dedicate a part of ourselves toa new endeavor, we find that we are mined of how we grow, we are reminded that we can grow, and we are reminded of how we profit from growth. Or, we decay...To learn resilience, children must be exposed to hardship. If they haven't built a habit of resilience and earned some self-respect by then, the adult pain they meet probably won't strengthen them. It will likely overwhelm them...There's one sure way to build self-respect: through achievement. A child who learns to tie her own shoe grows in confidence...Self-respect isn't something a teacher or a coach or a government can hand you. Self-respect grows through self-centered success: not because we been told we're good, but when we know we're good...In trying to protect too much, kind people can inflict great cruelty...Resilience - the willingness and ability to endure hardship and become better by it - is a habit that sinks its roots in the soil of security. The child who is always protected from harm will never be resilient. At the same time, the child who is never loved will rarely be resilient...you don't have to serve your habits. Your habits can serve you. They can strengthen and reinforce the kind of person you want to become. You have power over your habits. That also means you're responsible for your habits.

Advika was given a chance at coaching to speak on any topic she wishes, as it was their fun day. As she was a good speaker she drafted a poem for people like her who too were in the same level game of life, dealing with the same hell, just different devils - “If you like wearing short clothes, wear it, If you like makeup, do it, If you like going to pubs, go for it, If you love pretending fake, pretend it, If you like drinking, smoking, just do it, But If I like traditional clothes, let me wear it, If I don’t put makeup, let me be that way, If I don’t go to pubs, don’t force me to come along, If I stay real and hate pretending fake, deal with it, If I don’t want to drink, smoke, then don’t tag me as old-fashioned. If I do not go with the trend just let me breathe in my comfort zone do not try to steal oxygen to make me die someday just because I do not fit in your space. Great ones usually do not fit it, so it is okay! Everybody is unique so what if I am antique.