For me the starting point for everything – before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience – is work ethic. Without one of significant magnitude, you’re dead in the water.
If I have any talent, it’s in the artistic end of football. The variation of movement of 11 players and the orchestration of that facet of football is beautiful to me.
My theory is that, just like with omitting a final comma in a list when not essential for meaning, publishers are trying to save paper and ink or pixels on-screen.
Everybody’s got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.
I’ve observed that if individuals who prevail in a highly competitive environment have any one thing in common besides success, it is failure-and their ability to overcome it.
In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough.
Consistent motivation usually comes from a consuming desire to be able to perform at your best under pressure, namely, the pressure produced by tough competition.
The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners.
I’m not one of those “omg texting kids rite bad” alarmists. I just think there’s an interesting nexus where the Internet itself hastened language change when it comes to Internet terms.
Absorbing and overcoming this kind of punishment engenders a sober, steely toughness that results in a hardened sense of independence and a personal belief that you can take on anything, survive and win.
Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd-that’s the critical factor.
When I give a speech at a corporate event, I often ask those in attendance, ‘Do you know how to tell if you’re doing the job?’ As heads start whispering back and forth, I provide these clue: ‘If you’re up at 3 A.M.
