Winner Team Quotes

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

Remember: You'll be left with an empty feeling if you hit the finish line alone. When you run a race as a team, though, you'll discover that much of the reward comes from hitting the tape together. You want to be surrounded not just by cheering onlookers but by a crowd of winners, celebrating as one.

We can only reach the highest height, if we encourage each other.

It's not quite true that history is written by the winners. It's written by the best publicists on the winning team.

TOGETHER we stand, TOGETHER we fall, TOGETHER we win, and winners take ALL. -Temple College Volleyball Team

A team effort is a lot of people doing what I say

The strength of every individual is the grace for great work.

She lets someone play with the number 16 again. For one single game. Alicia gets up from the bench in the locker room and leads her team out and storms the ice, and Zackell watches her and for a single moment forgets that it isn’t him.

Dear 2016, If I had any defeats in your team, I am glad they were on my terms. Love, Defeated Winner

When a great team loses through complacency, it will constantly search for new and more intricate explanations to explain away defeat. After a while it becomes more innovative in thinking up how to lose than thinnking up how to win.

Because," he said in an even voice, "you're used to winning, so you don't even think about how, every time there's a game, both sides get that 'rah, rah, team' speech from their coaches both sides hear 'you're the best!' 'You've got to win!' 'You're the greatest!' But half of the people playing that game are going to walk away losers. Half!

When you get rid of the estate tax,” he (Warren Buffet) said, “you’re basically handing over command of the country’s resources to people who didn’t earn it. It’s like choosing the 2020 Olympic team by picking the children of all the winners at the 2000 Games.

A talented individual without the right attitude can’t be a long-term sustainable winner. A person with great attitude but with limited talent could still be a great champion member of the team. A combination of these two will make the person a real winner.

Definite purpose, absolute commitment.

We must work together on a common vision and a common goal.

They might never be counted as a family by the authorities, but one day, many years from now, the girl will play her first game with the national team. When she’s asked what name she wants on the back of her jersey, she’ll give their name.

But a progressive policy needs more than just a bigger break with the economic and moral assumptions of the past 30 years. It needs a return to the conviction that economic growth and the affluence it brings is a means and not an end. The end is what it does to the lives, life-chances and hopes of people. Look at London. Of course it matters to all of us that London's economy flourishes. But the test of the enormous wealth generated in patches of the capital is not that it contributed 20%-30% to Britain's GDP but how it affects the lives of the millions who live and work there. What kind of lives are available to them? Can they afford to live there? If they can't, it is not compensation that London is also a paradise for the ultra-rich. Can they get decently paid jobs or jobs at all? If they can't, don't brag about all those Michelin-starred restaurants and their self-dramatising chefs. Or schooling for children? Inadequate schools are not offset by the fact that London universities could field a football team of Nobel prize winners.

So we ran the experiment. For a period of time, in our control groups of Googlers, people who were nominated for cash awards continued to receive them. In our experimental groups, nominated winners received trips, team parties, and gifts of the same value as the cash awards they would have received. Instead of making public stock awards, we sent teams to Hawaii. Instead of smaller awards, we provided trips to health resorts, blowout team dinners, or Google TVs for the home. The result was astounding. Despite telling us they would prefer cash over experiences, the experimental group was happier. Much happier. They thought their awards were 28 percent more fun, 28 percent more memorable, and 15 percent more thoughtful. This was true whether the experience was a team trip to Disneyland (it turns out most adults are still kids on the inside) or individual vouchers to do something on their own. And they stayed happier for a longer period of time than Googlers who received money. When resurveyed five months later, the cash recipients’ levels of happiness with their awards had dropped by about 25 percent. The experimental group was even happier about the award than when they received it. The joy of money is fleeting, but memories last forever.

Football Coaches do play football matches; their attitudes toward the game in times of tendencies of losing can cause a change in the scores of the games they monitor and mentor!

Nothing great was ever achieved without 100% dedication, discipline and determination.

Have you picked a winner yet?” I asked, gesturing to the teams. “It’s likely to be I Can’t Believe It’s Not Gutter.

It’s not quite true that history is written by the winners. It’s written by the best publicists on the winning team.

Blood + Sweat + Tears = Championships

The winner’s edge is in the attitude, not aptitude.

The teams are always uneven, storms against humanity, but humanity’s persistence wins in the end.

The teams are always uneven, storms against humanity, but humanity's persistence wins in the end

Gustavo Tiberius speaking." “It’s so weird you do that, man,” Casey said, sounding amused. “Every time I call.” “It’s polite,” Gus said. “Just because you kids these days don’t have proper phone etiquette.” “Oh boy, there’s the Grumpy Gus I know. You miss me?” Gus was well aware the others could hear the conversation loud and clear. He was also aware he had a reputation to maintain. “Hadn’t really thought about it.” “Really.” “Yes.” “Gus.” “Casey.” “I miss you.” “I miss you too,” Gus mumbled into the phone, blushing fiercely. “Yeah? How much?” Gus was in hell. “A lot,” he said truthfully. “There have been allegations made against my person of pining and moping. False allegations, mind you, but allegations nonetheless.” “I know what you mean,” Casey said. “The guys were saying the same thing about me.” Gus smiled. “How embarrassing for you.” “Completely. You have no idea.” “They’re going to get you packed up this week?” “Ah, yeah. Sure. Something like that.” “Casey.” “Yes, Gustavo.” “You’re being cagey.” “I have no idea what you mean. Hey, that’s a nice Hawaiian shirt you’ve got on. Pink? I don’t think I’ve seen you in that color before.” Gus shrugged. “Pastor Tommy had a shitload of them. I think I could wear one every day for the rest of the year and not repeat. I think he may have had a bit of a….” Gus trailed off when his hand started shaking. Then, “How did you know what I was wearing?” There was a knock on the window to the Emporium. Gus looked up. Standing on the sidewalk was Casey. He was wearing bright green skinny jeans and a white and red shirt that proclaimed him to be a member of the 1987 Pasadena Bulldogs Women’s Softball team. He looked ridiculous. And like the greatest thing Gus had ever seen. Casey wiggled his eyebrows at Gus. “Hey, man.” “Hi,” Gus croaked. “Come over here, but stay on the phone, okay?” Gus didn’t even argue, unable to take his eyes off Casey. He hadn’t expected him for another week, but here he was on a pretty Saturday afternoon, standing outside the Emporium like it was no big deal. Gus went to the window, and Casey smiled that lazy smile. He said, “Hi.” Gus said, “Hi.” “So, I’ve spent the last two days driving back,” Casey said. “Tried to make it a surprise, you know?” “I’m very surprised,” Gus managed to say, about ten seconds away from busting through the glass just so he could hug Casey close. The smile widened. “Good. I’ve had some time to think about things, man. About a lot of things. And I came to this realization as I drove past Weed, California. Gus. It was called Weed, California. It was a sign.” Gus didn’t even try to stop the eye roll. “Oh my god.” “Right? Kismet. Because right when I entered Weed, California, I was thinking about you and it hit me. Gus, it hit me.” “What did?” Casey put his hand up against the glass. Gus did the same on his side. “Hey, Gus?” “Yeah?” “I’m going to ask you a question, okay?” Gustavo’s throat felt very dry. “Okay.” “What was the Oscar winner for Best Song in 1984?” Automatically, Gus answered, “Stevie Wonder for the movie The Woman in Red. The song was ‘I Just Called to Say I Love You.’” It was fine, of course. Because he knew answers to all those things. He didn’t know why Casey wanted to— And then he could barely breathe. Casey’s smile wobbled a little bit. “Okay?” Gus blinked the burn away. He nodded as best he could. And Casey said, “Yeah, man. I love you too.” Gus didn’t even care that he dropped his phone then. All that mattered was getting as close to Casey as humanely possible. He threw open the door to the Emporium and suddenly found himself with an armful of hipster. Casey laughed wetly into his neck and Gus just held on as hard as he could. He thought that it was possible that he might never be in a position to let go. For some reason, that didn’t bother him in the slightest.

Going through old papers I came across the transcript of a university debate on Rublyov. God, what a level. Abysmal, pathetic. But there is one remarkable contribution by a maths professor called Manin, Lenin Prize winner, who can hardly be more than thirty. I share his views. Not that one should say that about oneself. But it's exactly what I felt when I was making Andrey. And I'm grateful to Manin for that. "Almost every speaker has asked why they have to be made to suffer all through the three hours of the film. I'll try to reply to that question. It is because the twentieth century has seen the rise of a kind of emotional inflation. When we read in a newspaper that two million people have been butchered in Indonesia, it makes as much impression on us as an account of our hockey team winning a match. The same degree of impression! We fail to notice the monstrous discrpancy between these two events. The channels of our perception have been smoothed out to the point where we are no longer aware. However, I don't want to preach about this. It may be that without it life would be impossible. Only the point is that there are some artists who do make us feel the true measure of things. It is a burden which they carry throughout their lives, and we must be thankful to them.

For my number-one favorite kill, I almost went with Johnny Depp being eaten alive and then regurgitated by his own bed in A Nightmare on Elm Street, but the winner, by a finger blade’s width, has to be the death of that feisty Tina (Amanda Wyss), who put up such a fight while I thrashed her about on the ceiling of her bedroom. Freddy loves a worthy adversary, especially if it’s a nubile teenaged girl. A close second goes to my hearing-impaired victim Carlos (Ricky Dean Logan) in Nightmare 6. In these uber-politically-correct times, it’s refreshing to remember what an equal opportunity killer Freddy always was. Not only does he pump up the volume on the hearing aid from hell, but he also adds a nice Latino kid to his body count. Today they probably wouldn’t even let Freddy force-feed a fat kid junk food. Dream death number three is found in a sequence from Nightmare 3. Freddy plays puppet master with victim Phillip (Bradley Gregg), converting his arm and leg tendons into marionette strings, then cutting them in a Freddy meets Verigo moment. The kiss of death Profressor Freddy gives Sheila (Toy Newkirk) is great, but not as good as Al Pacino’s in The Godfather, so my fourth pick is Freddy turning Debbie (Brooke Theiss) into her worst nightmare, a cockroach, and crushing her in a Roach Motel. A classic Kafka/Krueger kill. For my final fave, you will have to check out Freddy vs. Jason playing at a Hell’s Octoplex near you. Here’s a hint: the hockey-puck guy and I double team a member of Destiny’s Child. Yummy! Now where’s that Beyonce…

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

Now I'm going to tell you something I've kept to myself for years. None of you ever knew George Gipp. He was long before your time, but you all know what a tradition he is at Notre Dame. And the last thing he said to me, "Rock," he said, "sometime when the team is up against it and the breaks are beating the boys, tell them to go out there with all they've got and win just one for the Gipper. I don't know where I'll be then, Rock," he said, "but I'll know about it and I'll be happy."

The Lawyer went down to the dressing room before a match, only to catch Platini puffing on a cigarette. ‘That worries me,’ Agnelli said to Platini. Instantly, a riposte came back. ‘You only need to worry if he starts smoking,’ said Platini, pointing at Massimo Bonini, the tireless midfield ball-winner in that Juventus team.

Maybe you have been wondering about how to win the battle of life. Dress in the armour of war; be well grounded in the requisite knowledge to win your battle. Refine your skills, talents and tactics and forge ahead with determination. Prepare in advance and enter the war with the right strategy. Work with your warriors as a team. Avoid unnecessary mistakes and learn from your errors. Use the right weapons in your arsenal at the right time. Attack your struggles and protect your dreams. Know that timing is everything. Never give up until you destroy all your roadblocks. Capitalise on your strength and with victory in focus you will become a winner.

Those of us who love sports don't always love sportsmen and women. Our love for them is conditional on them being on our side, playing on our team, competing in our colors. We can admire an opponent but we never love them, not the way we love the ones who represent us, because when ours win, it feels like we win too. They become symbols of everything we ourselves want to be.

You would’ve enjoyed all the horrible team name suggestions that Dex and Biana kept bugging the Council with, though,” Sophie shouted over the abundance of snorts and gurgles. If that was what Ro actually sounded like when she slept, poor Keefe probably had to sleep with a pillow over his head. “I thought Emery was going to exile them at one point.” “Okay, now I’m interested,” Ro informed her. “And let’s hope Team Fancypants was the winner. Because I can almost forgive you for wearing all of those sparkly accessories if that’s what you’re making your stuffy Councillors call you.” “Wait,” Keefe said, before Sophie could respond. “Dex and Biana were there?” Sophie nodded, then realized he couldn’t see her. Which actually made it a little easier to tell him. “Yeah. And Wylie. And Stina. I guess the Council decided I’m way more successful when I have backup—and they’re not wrong. But I’m still trying not to be insulted that they built this whole team because I’m useless alone. Oh—and you’ll love this. They wanted to name us Team Prodigious.” “Wow,” Ro said. “You guys shut that down, right?” “First thing we did,” Sophie agreed, pulling on a blissfully boring gray tunic and wishing all clothes could be

Survivorship bias can become especially pernicious when you become a member of the ‘winning’ team. Even if your success stems from pure coincidence, you’ll discover similarities with other winners and be tempted to mark these as ‘success factors’. However, if you ever visit the graveyard of failed individuals and companies, you will realise that its tenants possessed many of the same traits that characterise your success.

Italy still has a provincial sophistication that comes from its long history as a collection of city states. That, combined with a hot climate, means that the Italians occupy their streets and squares with much greater ease than the English. The resultant street life is very rich, even in small towns like Arezzo and Gaiole, fertile ground for the peeping Tom aspect of an actor’s preparation. I took many trips to Siena, and was struck by its beauty, but also by the beauty of the Siennese themselves. They are dark, fierce, and aristocratic, very different to the much paler Venetians or Florentines. They have always looked like this, as the paintings of their ancestors testify. I observed the groups of young people, the lounging grace with which they wore their clothes, their sense of always being on show. I walked the streets, they paraded them. It did not matter that I do not speak a word of Italian; I made up stories about them, and took surreptitious photographs. I was in Siena on the final day of the Palio, a lengthy festival ending in a horse race around the main square. Each district is represented by a horse and jockey and a pair of flag-bearers. The day is spent by teams of supporters with drums, banners, and ceremonial horse and rider processing round the town singing a strange chanting song. Outside the Cathedral, watched from a high window by a smiling Cardinal and a group of nuns, with a huge crowd in the Cathedral Square itself, the supporters passed, and to drum rolls the two flag-bearers hurled their flags high into the air and caught them, the crowd roaring in approval. The winner of the extremely dangerous horse race is presented with a palio, a standard bearing the effigy of the Virgin. In the last few years the jockeys have had to be professional by law, as when they were amateurs, corruption and bribery were rife. The teams wear a curious fancy dress encompassing styles from the twelfth to the eighteenth centuries. They are followed by gangs of young men, supporters, who create an atmosphere or intense rivalry and barely suppressed violence as they run through the narrow streets in the heat of the day. It was perfect. I took many more photographs. At the farmhouse that evening, after far too much Chianti, I and my friends played a bizarre game. In the dark, some of us moved lighted candles from one room to another, whilst others watched the effect of the light on faces and on the rooms from outside. It was like a strange living film of the paintings we had seen. Maybe Derek Jarman was spying on us.

Fellas, things are going to change. I know how bad DeMatha’s teams have been during these last few years, but that’s over with. We’re going to win at DeMatha and we’re going to build a tradition of winning. Starting right now . . . But let me tell you how we’re going to do it. We’re going to outwork every team we ever play . . . With a lot of hard work and discipline and dedication, people are going to hear about us and respect us, because DeMatha will be a winner.

Hedgehogs who have lots of information construct stories—stories that are neater and tidier than the real world, with protagonists and villains, winners and losers, climaxes and dénouements—and, usually, a happy ending for the home team. The candidate who is down ten points in the polls is going to win, goddamnit, because I know the candidate and I know the voters in her state, and maybe I heard something from her press secretary about how the polls are tightening—and have you seen her latest commercial?

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

But it was only a dog." Of course no one actually says that, but it feels to Sune as if all his neighbors are thinking it. Everyday life just carries on out in the street while he sits in a million pieces in his kitchen. When he collects the mail someone goes past and says "sorry for your loss," but that isn't what he wants them to feel sorry about. He wants them to feel sorry about his life, and the fact that he's going to have to see it out now without that ill-disciplined, unruly little monster. Without paws on the edge of the bed and bite marks on his wrists. How's that going to work? Who's going to eat all the liver pate in the fridge? He receives a few text messages and phone calls from the committee of the hockey club and a couple of coaches of the youth teams, all very sorry, but not as if it had been a person. They're sad that Sune is sad, of course, but they don't really understand his loss. Because of course it was only a dog. It's so hard to explain that it's more than an animal when you're that animal's human. Perhaps it takes more empathy than most people are capable of. Or more imagination.

Leadership is responsibility. There comes a point when one must make a decision. Are YOU willing to do what it takes to push the right buttons to elevate those around you? If the answer is YES, are you willing to push the right buttons even if it means being perceived as the villain? Here's where the true responsibility of being a leader lies. Sometimes you must prioritize the success of the team ahead of how your own image is perceived. The ability to elevate those around you is more than simply sharing the ball or making teammates feel a certain level of comfort. It's pushing them to find their inner beast, even if they end up resenting you for it at the time. I'd rather be perceived as a winner than a good teammate. I wish they both went hand in hand all the time but that's just not reality. I have nothing in common with lazy people who blame others for their lack of success. Great things come from hard work and perseverance. No excuses. This is my way. It might not be right for YOU but all I can do is share my thoughts. It’s on YOU to figure out which leadership style suits you best. Will check back in with you soon.. Till then

Every Olympian wants to win a gold medal. Every candidate wants to get the job. And if successful and unsuccessful people share the same goals, then the goal cannot be what differentiates the winners from the losers.22 It wasn’t the goal of winning the Tour de France that propelled the British cyclists to the top of the sport. Presumably, they had wanted to win the race every year before—just like every other professional team. The goal had always been there. It was only when they implemented a system of continuous small improvements that they achieved a different outcome.

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.

One of the Project’s more enthusiastic, ambitious, optimistic, and inspirational characters, Ernest Lawrence found it impossible to believe what the District Engineer was saying: Those high school girls they had pulled from rural Tennessee to operate his calutrons in Y-12 were doing it better than his own team of scientists. In Berkeley, only PhDs had been allowed to operate the panels controlling the electromagnetic separation units. When Tennessee Eastman suggested turning over the operation of Lawrence’s calutrons to a bunch of young women fresh off the farm with nothing more than a public school education, the Nobel Prize winner was skeptical. But it was decided Lawrence’s team would work out the kinks for the calutron units and then pass control to the female operators.

If you talk to these extraordinary people, you find that they all understand this at one level or another. They may be unfamiliar with the concept of cognitive adaptability, but they seldom buy into the idea that they have reached the peak of their fields because they were the lucky winners of some genetic lottery. They know what is required to develop the extraordinary skills that they possess because they have experienced it firsthand. One of my favorite testimonies on this topic came from Ray Allen, a ten-time All-Star in the National Basketball Association and the greatest three-point shooter in the history of that league. Some years back, ESPN columnist Jackie MacMullan wrote an article about Allen as he was approaching his record for most three-point shots made. In talking with Allen for that story, MacMullan mentioned that another basketball commentator had said that Allen was born with a shooting touch—in other words, an innate gift for three-pointers. Allen did not agree. “I’ve argued this with a lot of people in my life,” he told MacMullan. “When people say God blessed me with a beautiful jump shot, it really pisses me off. I tell those people, ‘Don’t undermine the work I’ve put in every day.’ Not some days. Every day. Ask anyone who has been on a team with me who shoots the most. Go back to Seattle and Milwaukee, and ask them. The answer is me.” And, indeed, as MacMullan noted, if you talk to Allen’s high school basketball coach you will find that Allen’s jump shot was not noticeably better than his teammates’ jump shots back then; in fact, it was poor. But Allen took control, and over time, with hard work and dedication, he transformed his jump shot into one so graceful and natural that people assumed he was born with it. He took advantage of his gift—his real gift.   ABOUT

History Eraser I got drunk and fell asleep atop the sheets but luckily i left the heater on. And in my dreams i wrote the best song that i've ever written...can't remember how it goes. I stayed drunk and fell awake and i was cycling on a plane and far away i heard you say you liked me. We drifted to a party -- cool. The people went to arty school. They made their paints by mixing acid wash and lemonade In my brain I re-arrange the letters on the page to spell your name I found an ezra pound and made a bet that if i found a cigarette i'd drop it all and marry you. Just then a song comes on: "you can't always get what you want" -- the rolling stones, oh woe is we, the irony! The stones became the moss and once all inhibitions lost, the hipsters made a mission to the farm. We drove by tractor there, the yellow straw replaced our hair, we laced the dairy river with the cream of sweet vermouth. In my brain I re-arrange the letters on the page to spell your name You said "we only live once" so we touched a little tongue, and instantly i wanted to... I lost my train of thought and jumped aboard the Epping as the doors were slowly closing on the world. I touched on and off and rubbed my arm up against yours and still the inspector inspected me. The lady in the roof was living proof that nothing really ever is exactly as it seems. In my brain I re-arrange the letters on the page to spell your name We caught the river boat downstream and ended up beside a team of angry footballers. I fed the ducks some krill then we were sucked against our will into the welcome doors of the casino. We drank green margaritas, danced with sweet senoritas, and we all went home as winners of a kind. You said "i guarantee we'll have more fun, drink till the moon becomes the sun, and in the taxi home i'll sing you a triffids song!" In my brain I re-arrange the letters on the page to spell your name

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

After a glorious victory in a grand war, the hardest battle to fight is the first little skirmish of the next campaign.

Feature in God’s team of trainees and you will play for the winning team! This is your heritage that you will lay hands on the trophy!

Digging that hole just to see if you are strong enough to climb out of it is a trait we as humans have developed to put meaning and purpose in our lives. But when you get tired of digging and climbing, you realize that life has no purpose. We constantly search for a way to win the 'Game of Life' until we realize it is impossible. Life is a game no one can win. I wish there was a point where someone (God) handed us an award and said 'Good Job, you won. Now move on to the next step'. This is why I believe life is missing purpose, meaning, and a goal. I also believe that is why we as humans get caught up in games, competition, sports, religion, and even war. These are all events that will come to an end with a winner and a loser. They are definite and absolute, they fill that void we have in our lives. Some could argue that life is definite and absolute, and I would agree, however, how do you win? Fun, Love, Money, Power, Prestige? All of these disappear when we die, thus removing all meaning and purpose. So cheer on your favorite team, challenge someone to a game of chess, and pray to God for redemption, but know why you do it. Be real with yourself, because you are scared, seeking purpose, and stuck playing a game you cannot win.

Winners accept responsibility because acceptance of responsibility nullifies excuses.

lesson.” Powell explained: Reagan was the president, and as head of the National Security Agency, Powell was responsible for handling the minor details. In his remaining time working for him, Powell never upwardly delegated a problem like that to the president again. Instead, he and his team solved the problems they had been hired to solve. My take on the episode was that leaders must trust that the people to whom

One Yard Short exposes those “he’s not a winner” arguments for the suckerpunch they are, showing the keen edge that separates champions from also-rans. McNair earned immunity from such taunts that day, proving that he could, even though he didn’t. Thoughtful fans can return to that moment when pondering the legacy of other players, who may have come up five yards short, or twenty, but could still see the end zone, still gave their teams a chance at glory: A loss is not always a failure.

In practice, ship and iterate means that marketing programs and PR pushes should be minimal at launch. If you are in the restaurant business, you call this a soft opening. When you push the babies out of the nest, don’t give them a jetpack or even a parachute—let them fly on their own. (Note: This is a metaphor.) Invest only when they get some lift. Google’s Chrome is a great example of this—it launched in 2008 with minimal fanfare and practically no marketing budget and gained terrific momentum on its own, based solely on its excellence. Later, around the time the browser pushed past seventy million users, the team decided to pour fuel on the fire and approved a marketing push (and even a TV advertising campaign). But not until the product had proven itself a winner did it get fed.

Winners have this beautiful paranoia that won’t let them take their foot off the gas regardless of the score. They love winning, but they are utterly obsessed about not losing. They refuse to give the opponent a chance to hurt them. They are the ones who will gladly do the dirty work that others are not willing to do. They refuse to accept defeat as an option. And I cannot possibly have enough of those players in my team.  

Gerard van der Lem, Van Gaal’s right-hand man at Ajax and Barcelona, explains: ‘The main principle was possession of the ball. We trained on this endlessly. In some European Cup and Dutch League games we had seventy per cent ball possession. Seventy per cent! You need a lot of technical skills to do that. We almost always had the ball and we were always trying to find solutions. People think our system was rigid, but it was not. It could not be rigid. We could play with three strikers, or with three in midfield, with or without a shadow spits [striker]; whatever you like. The thing was to understand what consequences these formations have for the team. The players must be tactically very skilful and they have to be thinking spatially in advance. When we won the European Cup, everything fitted. Everything fell like a puzzle. Every player knew the qualities of his fellow players. Each player knew how to play a ball to his fellow players. In defence, they knew exactly how to press. They all knew the distances… Yeah, it was like solving a puzzle.

Turning the workplace into a playing field can turn our subordinates into “athletes” dedicated to performing at the limit of their capabilities—the key to making our team consistent winners.

It is one of the eternal stories that are told about soccer: when Brazil gets knocked out of a World Cup, Brazilians jump off apartment blocks. It can happen even when Brazil wins. One writer at the World Cup in Sweden in 1958 claims to have seen a Brazilian fan kill himself out of “sheer joy” after his team’s victory in the final. Janet Lever tells that story in Soccer Madness, her eye-opening study of Brazilian soccer culture published way back in 1983, when nobody (and certainly not female American social scientists) wrote books about soccer. Lever continues: Of course, Brazilians are not the only fans to kill themselves for their teams. In the 1966 World Cup a West German fatally shot himself when his television set broke down during the final game between his country and England. Nor have Americans escaped some bizarre ends. An often cited case is the Denver man who wrote a suicide note—”I have been a Broncos fan since the Broncos were first organized and I can’t stand their fumbling anymore”—and then shot himself. Even worse was the suicide of Amelia Bolaños. In June 1969 she was an eighteen-year-old El Salvadorean watching the Honduras–El Salvador game at home on TV. When Honduras scored the winner in the last minute, wrote the great Polish reporter Ryszard Kapuscinski, Bolaños “got up and ran to the desk which contained her father’s pistol in a drawer. She then shot herself in the heart.” Her funeral was televised. El Salvador’s president and ministers, and the country’s soccer team walked behind the flag-draped coffin. Within a month, Bolaños’s death would help prompt the “Soccer War” between El Salvador and Honduras.

A writer might write several thousand words a week, every week, even without a compelling topic. A photographer might try for 250 photos per day. Regular practice leads to mastery, but even more important, it increases the chances of having one spectacular success. The more chips you can spread around the roulette table, the higher the likelihood you’ll hit a winner.

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

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

ADAPTAGILITY is what REALLY seperates the winners from the losers

The history or traditions of a school are a great thing to recite to your team, and to keep before them. Exaggerate these as much as you can.

2020 Chennai Super Kings Team Players List – Chennai Super Kings has a group of 4 types of players: Batsman, All-Rounder, Spinners and Fast Bowlers. And CSK Team has been the winner in IPL 3 times. And this team plays in yellow colored T-shirt. In Vivo IPL 2020, Chennai has bought 5 players as follows: Sam Curran (5.5 Crore), Piyush Chawla (6.75 Crore), Josh Hazlewood (2 Million), R Sai Kishore (20 Lakh).

you're always a winner when you have a good team

For over sixty years, political scientists and political communication scholars have consistently found that citizens know and often care little about politics. Citizens have little in the way of developed ideological frameworks for understanding politics or consistent policy preferences. They vote based on their social identities, or how they perceive themselves and others, their partisan identities, and their sense of the groups they believe the two political parties represent. Politics, then, is primarily an identity-based phenomenon. One way of thinking about it is akin to sports fandom, albeit with much higher stakes - citizens want their partisan and social group teams to be the "winners" and other teams to be the "losers". The political ideologies or policies at stake are largely unimportant for most Americans compared with the success of the teams they affiliate with.

Perhaps Brainbusters is still within reach. Maybe I could even be team-mates with Jake. If I have to. After the judging is complete everyone gathers round the front desk in the science lab to hear who the winners are. As I go over I catch Mrs Chen’s eye and she gives me a HUGE grin. A sign? Once again I feel quietly confident. Brainbusters, here I come! Then Mrs De Souza arrives to announce the winners. I am bursting to hear my name. She begins with some chit-chat about how it’s not the winning that’s important, it’s the taking part. She goes on to say that the standard is very high in this competition and that it is a shame there can only

This is it, Team Walker, you and me. We want somethin’, we find a way to get it. We hit a rough patch, we find a way to get over it. We face a challenge, we find a way to beat it. It’s good, we savor it. What I’m sayin’ is, this team is a winner. We never forget to celebrate the victories and we get a lotta those because we never admit defeat.

The winners are awarded medals, but no prize money. The top three finishers in each event receive a medal and a diploma. The next five finishers get only a diploma. Each first-place winner receives a gold medal, which is actually made of silver and coated with gold. The second-place medal is made of silver and the third-place medal is made of bronze. The design for the medal changes for each Olympics. All members of a winning relay team get a medal. In team sports, all the members of a winning team who have played in at least one of the games during the competition receive a medal.

Revolution in nearby Georgia, his team came up with the color and the slogan for what they called the 2004 Orange Revolution. Everything was in orange—their banners, scarves, hats, and handouts. Yushchenko's campaign functioned like a Swiss watch, and he consistently led Yanukovych in the polls. He seemed the likely winner. Desperate, Yanukovych asked Putin for advice. The Russian president's PR people offered a few suggestions. First, favor close relations with Russia, not with the West. Second, make Russian the second official language of the country. And third, run as a proud Ukrainian nationalist, not as an American puppet. One poster quickly showed up on billboards: the faces of Yushchenko

We walk past a clown who is painting kids’ faces, and I suddenly stop, something catching my eye. “I like that unicorn,” I say, pointing to the bright pink stuffed animal hanging from the ceiling of a game booth. Travis looks from the unicorn to me. “Is that a hint?” “I didn’t think I was being subtle,” I say, batting my eyelashes at him. “How much is it?” Travis asks the man in charge of the game, reaching for his wallet. “One dart for three dollars, four for ten. You just pop a balloon with the dart and you get a prize,” he says, perking up at the prospect of a new customer. “Oh, that sounds easy!” I say, clapping my hands together. “How many times do you have to pop a balloon to get the unicorn?” Travis asks. “Five,” the man answers brightly. “I could buy you a unicorn for cheaper than that!” Travis says, turning to me. My face falls. “But that’s not the point,” I argue. Travis looks at my pout before he lifts his eyes up to the ceiling, shaking his head. “Okay, I will take five darts.” I immediately perk up again, and reach out for his arm. “You’ll do great!” I say. Travis takes the first dart from the man and throws it at the wall. It doesn’t even make it all the way and falls pitifully to the floor. “Must have been a bad dart,” I argue. He frowns, picks up the second dart and this time takes a little more aim before throwing it. This time it makes it to the wall but doesn’t manage to stick. “That’s okay, it−” Before I can finish my thought, Travis is handing me his jacket to hold so he has both hands free. He picks up the next dart, his face all business, and plants his feet, ready for action. None of the five darts pop any balloons, and before I can offer him any words of consolation he has slapped down a twenty on the ledge and rolled up his sleeves. “Travis, you don’t have to−” but I can tell he isn’t listening to a word I’m saying. He throws another dart and it actually connects to the side of a balloon, but it only serves to pin the balloon to the wall more. Is that even possible? These are like miracle balloons. “This is obviously rigged!” I argue, picking up one of the darts. I throw it at the wall, my back leg kicking up from the effort and it connects with a bright yellow balloon, popping it instantly. “We have a winner!” The operator yells. I look up at Travis who is just staring at the popped balloon. “That was just beginner’s luck,” I assure Travis, picking up another dart and trying to throw it at the wall a little higher than before, aiming for above the balloons. It quickly curves down in the air and pops a blue balloon. Honestly, I tried out for my high school’s baseball team and got laughed off the diamond. If it wasn’t so inappropriate I would have Travis take a video so I could post it on my Facebook page. That would show Shannon Winters and all her baseball friends. “Another winner!” the operator yells. “Three more, pretty lady, and you’ve got your unicorn.” I shoot my eyes to Travis, but he’s still staring at the wall in disbelief. I have no problem popping the other three balloons and I stand gleefully with my arms outstretched, waiting for my unicorn. “You have three more darts,” the operator points out. “Did you want to try and win your boyfriend something?” I clamp my lips together while Travis stands beside me, completely silent. “We’re going to try something else,” I say, holding my unicorn in one hand and grabbing Travis’s hand with the other. Travis walks away shaking his head. “I played football in university. I was on the provincial lacrosse team.” “I know,” I say, wrapping my arm around his middle as we walk away. “You were so close.” I try and hide the smile from my face. There is hardly anything I’m able to beat Travis at and now I know whenever I challenge him it should definitely include darts

Eddie and Jim both said it was a great thing the Russians were winning because the strongest team should win. Shannon thought the fascist philosophy was a very comfortable one. You simply cheered for the winner, who proved by virtue of winning that he should have won. No analysis, no doubts, no troubling moral questions.

In our country, the presidency isn’t decided by the national popular vote. To whine about a free and fair election in which the winner of the popular vote did not win the White House is like claiming that the basketball team who completed the most passes should win the game. We don’t score it that way and the players all know it. “Hamilton Electors” Urge Electoral College “Vote-Switching” Scheme Perhaps the most desperate last-ditch effort to block Trump from the White House was organized by a group of citizens calling themselves “Hamilton Electors.

Charles Du designed NASA’s first iPhone app, an award winner and a huge hit with more than 10 million downloads. But he also faced challenges from NASA brass who tried to water down his vision for the app. In a guest blog for Aha!, he laid out a basic principle: Maintaining your product vision is just as important as getting buy-in for that vision. After I got buy-in for the NASA app, a project manager was assigned to our team . . . a project manager is not the same as a product manager. Since my project manager didn’t understand the difference between the two roles and had seniority over me, we fought many battles. The vision of the app was user-driven. So, I validated my product hypothesis by talking to users and looking at our website metrics — a user-centered design approach. The project manager took a different approach. She saw this app as an opportunity to get more resources for our local center . . . She was advocating for politics-centered design that was divorced from any customer conversations. To me, this is a clear case of why product vision should drive everything you do as a product manager. I had clearly communicated why the vision for this app would achieve NASA’s high-level goals. This allowed senior leadership to see that I was working to help grow the whole organization. And it prevented politics from entering the picture. . . . We ended up launching a pure product designed 100 percent for our users — and it was a huge success.11

When you get rid of the estate tax,” he said, “you’re basically handing over command of the country’s resources to people who didn’t earn it. It’s like choosing the 2020 Olympic team by picking the children of all the winners at the 2000 Games.

So in a six-minute stretch we see display fearlessness, tenacity, intelligence, savvy, a firm allegiance to team, assertiveness, toughness, and a willingness to obliterate a man in front of the woman that man's supposed to marry. Jim Halpert [The Office] is a winner.

A team that is built on tenacity is always bound to achieve the best.

Over the years, I’ve found that great ventures are set apart by a handful of factors: technical excellence, an outstanding team, reasonable financing, and laser focus—on either a large, existing market or a rapidly growing new one. Finally, a standout venture needs that paradoxical combination of persistence, patience, and urgency. Few young companies possess all of these qualities, especially at the start. The winners develop them over time.

In each case, these segments were stuck with serious business problems that had to be solved immediately but could not be addressed effectively without embracing a discontinuous innovation. Managers who are under this kind of “broken-process” pressure will sponsor a new technology ahead of the herd, but only if the system provider can commit to an end-to-end solution to their problem. That is, to win over their target segments, each of these product vendors has to commit not just to providing an excellent product, but also to fielding a complete suite of products and services to solve the entire problem for the target segment. This leads them to recruit other companies that have the necessary competencies they lack, thereby forging a whole new value chain where none existed before. Once such a team is formed and the market has rallied around its solution, all other vendors get summarily excluded from the segment (pragmatists like to standardize on a single solution once they find one that works); so these first movers get to enjoy the fruits of market leadership for a long time to come.

BRAMBLE RULES No time-outs. Abilities are allowed. Tackling is also allowed—but no knocking anyone into the lake! (That one’s for you, Biana!) Covering the ball in anything from Slurps and Burps is definitely cheating! (Looking at you, Keefe!) Pretending to be injured and then tackling someone who tries to help you is also cheating. (Another one for you, Keefe.) Losers owe the winners a dare. Winners get to eat all the mallowmelt in the kitchen. (And no, Keefe—I’m not scared. Get ready to lose!) BASE QUEST RULES Both teams’ bases have to be within the main gate. The team that chooses their base first has to quest first. No hiding muskogs in someone’s base! (We all know that wasn’t a “random muskog encounter,” Keefe!) Abilities are allowed. (But staying invisible the whole time makes playing with you super boring, Alvar!) There’s no prize for winning. (Because you guys get way too competitive!)

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate its most popular product, service, or technology. Then, hold a discussion about the most serious threats and how to convert them into opportunities to transition from defense to offense. 3. Invite employees from different functions and levels to pitch ideas. At DreamWorks Animation, even accountants and lawyers are encouraged and trained to present movie ideas. This kind of creative engagement can add skill variety to work, making it more interesting for employees while increasing the organization’s access to new ideas. And involving employees in pitching has another benefit: When they participate in generating ideas, they adopt a creative

The reality is, the men would never play the World Cup on field turf,” Abby Wambach said after the complaint was filed. “So for me, it’s a women’s rights issue—it’s an equality issue.” Of course, FIFA treating the Women’s World Cup like it was less important than the men’s event wasn’t new. Take, for instance, the prize money that FIFA offered the winners. For whoever won the 2015 World Cup, a $2 million team prize was on the line. If that seems like a lot, it shouldn’t—the German men’s team won $35 million for winning the 2014 World Cup. That’s roughly six cents on the dollar for the women. The last-place men’s team at the 2014 World Cup earned $8 million, four times what the winner of the 2015 Women’s World Cup would earn. FIFA may have been a so-called not-for-profit organization that was heading into the 2015 Women’s World Cup with around $1.5 billion in cash reserves, but FIFA secretary general Jérôme Valcke argued the women would have to wait 13 more World Cups to see the sort of cash prize the men get.

The last time the federation had scheduled a men’s home friendly match on artificial turf had been in 1994. In that same time span since 1994, the women played dozens of U.S. Soccer–hosted matches on artificial turf. Now, even as World Cup winners, they were stuck on turf again.

He [Steve Ross] said he used to have the same prejudices against the game as most Americans: It was too slow, too "foreign," too difficult to understand what was really going on. But once he started watching the game, and had some friends explain it to him, he realized how fascinating soccer could be. He believed that it just needed the right conditions to thrive. In other words, he saw soccer like an entrepreneur, which of course was exactly what he was, and an excellent one at that. He spotted an unmet need, an undervalued asset, and made it his personal mission to make it succeed, come hell or high water. After the Cosmos struggled through its first few seasons, switching stadiums every so often and failing to generate much buzz, Steve purchased the team from its original investors for the grand price of one dollar. And then, for no good reason other than his own passion and drive, Steve decided to throw the entire commercial and marketing weight of Warner Communications behind the team. He would not only make the Cosmos a winner, but bring a "new" spectator sport to the American public.

When you get rid of the estate tax,” he said, “you’re basically handing over command of the country’s resources to people who didn’t earn it. It’s like choosing the 2020 Olympic team by picking the children of all the winners at the 2000 Games.” Before I left, I asked Buffett how many of his fellow billionaires shared his views. He laughed. “I’ll tell you, not very many,” he said. “They have this idea that it’s ‘their money’ and they deserve to keep every penny of it. What they don’t factor in is all the public investment that lets us live the way we do. Take me as an example. I happen to have a talent for allocating capital. But my ability to use that talent is completely dependent on the society I was born into. If I’d been born into a tribe of hunters, this talent of mine would be pretty worthless. I can’t run very fast. I’m not particularly strong. I’d probably end up as some wild animal’s dinner. “But I was lucky enough to be born in a time and place where society values my talent, and gave me a good education to develop that talent, and set up the laws and the financial system to let me do what I love doing—and make a lot of money doing it. The least I can do is help pay for all that.

They were playing the St. Louis Cardinals. Each team had won three games. The seventh game would decide the winner. With half an inning left to play, the score was tied, 3-3. Then the Cardinals batter hit a double. Their man on first ran around the bases toward home plate. Boston’s shortstop fired a relay throw home to get him out. It should have been

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Fae of the match,” she said and I flinched in surprise as her voice rang out over the whole stadium. “Goes to Geraldine Grus.” I could finally let my smile free as I looked around to see Geraldine leaping out of her spot in the line up, her eyes glimmering with emotion. “Oh sweet onion balls!” she gasped as she rushed towards us. “Congratulations!” I said enthusiastically as I placed the medal over her head. She crushed me in an embrace, lifting me clean off of my feet as she celebrated. Darcy wrapped her arms around us too and we laughed as Geraldine descended into happy tears. “And congratulations to the winners of the match: Starlight Academy!” Nova added loudly when we didn’t seem likely to break free of Geraldine any time soon. The crowd from Starlight went crazy, their applause deafening as the team jumped up and down in ecstatic celebration. A low growl caught my attention and I glanced to my right where Darius stood almost close enough to touch. His jaw was locked tight, his spine rigid and his eyes burning with rage. I looked away from him quickly, though I couldn’t help but feel glad that this was upsetting him. Poor little Darius lost his favourite game. Imagine how bad you’d feel if someone tried to drown you though? Not that I’m bitter at all... Nova passed Darcy a bunch of flowers and gave me a medal on a green ribbon as the Starlight Airstriker stepped up to claim them. The guy pulled both of us into an exuberant hug as he claimed his prizes and I couldn’t help but feel a bit pleased for the team as we worked our way through the line, handing over flowers and medals to each of them as they approached. I imagined beating a team filled with the Celestial Heirs was something that none of them would ever forget. I could feel heat radiating off of Darius beside me as he fought to maintain his composure while the line worked its way past us but I didn’t look his way again. The last Starlight player to approach us was the Captain, Quentin. He smiled widely as he accepted the flowers from Darcy, tossing her a wink. As I placed the medal around his neck he pulled me into a tight hug, his hand skimming my ass less than accidentally. I pushed him off with a laugh, his excitement infectious in a way that made me think he was a Siren but it didn’t feel invasive like the way it always did with Max. Maybe because he wasn’t trying to force any emotions onto me, just sharing his own. “Why don’t you two girls come back and party with us at Starlight tonight?” he offered and I didn’t miss his suggestive tone. “Why don’t you fuck off while you’ve still got some teeth left?” Darius said before we could respond. I frowned at him but his gaze was locked on Quentin. To my surprise, Quentin laughed tauntingly. “And to think, we were worried about facing off against the Celestial Heirs,” he said, aiming his comments at me and Darcy. “Turns out they really aren’t that impressive after all. It would be a shame if Solaria ended up in their loser hands. Maybe the two of you should reconsider the idea of taking up your crown?” I laughed at his brazen behaviour, wondering how much more it would take for Darius to snap. “Yeah,” I replied jokingly. “Maybe we should take our crowns back after all.” Darcy laughed too, flicking her long hair. “Oh yeah,” she agreed. “I think a crown would suit me actually.” Quentin yelled out in surprise as a shot of heated energy slammed into him like a freight train and he was catapulted halfway across the pitch before falling into a heap on the ground. Before I could react in any way, I found a severely pissed off Dragon Shifter snarling in my face. My breath caught in my lungs and I blinked up at him as he growled at me. Seth moved in on Darcy beside me, his face set with the same enraged scowl while the other two drew close behind them. “Do you want to say that again?” Darius asked, his voice low, the threat in it sending a tremor right through my core. (tory)

Montreal was the location of ice hockey’s first formal game (1875), its first published rules (1877), its first official club (1877), its first major tournament (1883), its first intercity league (1886) and its first national champion (1893).11 That occurred when the reigning governor general, Lord Frederick Stanley of Preston, presented his famous Cup, and a five-team league—three of which were from Montreal—settled on its winner.12 For much of this time, hockey as an organized sport had been marginal and largely unknown in Toronto.

the Charlie Conway? This guy scored the game-winner on a penalty shot, no bucket!

The wait is finally over as the much-anticipated FIFA World Cup is all set to return in Qatar after a gap of 8 long years. The last world cup was held in Brazil in 2014 where Germany had emerged victorious by defeating Argentina in the final by 1-0. This time, a total of 32 teams will be participating in the mega event.

The winner of that particular honor is an algorithm called Comparison Counting Sort. In this algorithm, each item is compared to all the others, generating a tally of how many items it is bigger than. This number can then be used directly as the item’s rank. Since it compares all pairs, Comparison Counting Sort is a quadratic-time algorithm, like Bubble Sort. Thus it’s not a popular choice in traditional computer science applications, but it’s exceptionally fault-tolerant. This algorithm’s workings should sound familiar. Comparison Counting Sort operates exactly like a Round-Robin tournament. In other words, it strongly resembles a sports team’s regular season—playing every other team in the division and building up a win-loss record by which they are ranked. That Comparison Counting Sort is the single most robust sorting algorithm known, quadratic or better, should offer something very specific to sports fans: if your team doesn’t make the playoffs, don’t whine. The Mergesort postseason is chancy, but the Comparison Counting regular season is not; championship rings aren’t robust, but divisional standings are literally as robust as it gets. Put differently, if your team is eliminated early in the postseason, it’s tough luck. But if your team fails to get to the postseason, it’s tough truth. You may get sports-bar sympathy from your fellow disappointed fans, but you won’t get any from a computer scientist.

Additionally, as identified by Tuckman (1965) and widely accepted by scholars who study team development and empirically validated by my own personal experience, all teams go through the following four stages: Forming – initial introductions and a honeymoon period of discovery. Storming – a period during which team members learn about each other and their various opinions, strengths and weaknesses. This period is usually accompanied by constructive conflict and arguments. This is normal and should be expected. It is vital for team members to express themselves or they will never get to the next stage. They could be vying for roles as the right people for each role is yet to be determined. Norming – after the constructive debates, team members adjust to each other and their roles which may be an outcome of the storming period. The rules of team engagement are established during this phase and the team is well on its way to the next stage of development. Performing – this is the coveted phase that every team which has successfully gone through the previous three phases get to. There is significant interdependence and trust between team members. Everyone knows who is covering for whom. Mentor/mentee relationships are well established and the team is a consistent winner.

We will never surrender but go forward to win the game.

The ultimate space-measurer in Dutch football is of course, Johan Cruyff. He was only seventeen when he first played at Ajax, yet even then he delivered running commentaries on the use of space to the rest of the team, telling them where to run, where not to run. Players did what the tiny, skinny teenager told them to do because he was right. Cruyff didn't talk about abstract space but about specific, detailed spatial relations on the field. Indeed, the most abiding image of him as a player is not of him scoring or running or tackling. It is of Cruyff pointing. 'No, not there, back a little... forward two metres... four metres more to the left.' He seemed like a conductor directing a symphony orchestra. It was as if Cruyff was helping his colleagues to realize an approximate rendering on the field to match the sublime vision in his mind of how the space ought to be ordered.

We shall not fail. The dream will be fulfilled.