By instinct we-leaders-want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.
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 you don’t have these feelings, I do not know how you can lead anyone. I have spent many sleepless nights trying to figure out how I was going to phase out certain players for whom I had strong feelings, but that was my job. I wasn’t hired to do anything but win.
Calculated risks are part of what you do, but the idea that something completely crazy will work just because it’s completely crazy is completely crazy.
Machines aren’t replacing proofreaders at all. Copy editors, who proofread and much, much more, use spellcheck as a tool but read every word that appears in the paper
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.
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.
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.
