How you respond to the challenge in the second half will determine what you become after the game, whether you are a winner or a loser.
Lou HoltzRead
Don't ever ask a player to do something he doesn't have the ability to do. He'll just question your ability as a coach, not his as an athlete.
Interpretation
A coach should only ask players to perform tasks they are capable of, otherwise their credibility may be doubted.
This quote emphasizes the importance of understanding the capabilities of individuals in a leadership position. It highlights that a leader, in this case a coach, must carefully consider what they ask of their team members; if they set unattainable expectations, it reflects poorly on their own leadership skills rather than the abilities of the team members.
In practice
Coaches can use this quote during a team meeting to emphasize realistic goal setting.
How you respond to the challenge in the second half will determine what you become after the game, whether you are a winner or a loser.
You were not born a winner, and you were not born a loser. You are what you make yourself be.
Don't tell your problems to people: eighty percent don't care; and the other twenty percent are glad you have them.
I'd say handling people is the most important thing you can do as a coach. I've found every time I've gotten into trouble with a player, it's because I wasn't talking to him enough.
Coaching is about helping young people have a chance _x000D_ to succeed. There is no more awesome responsibility _x000D_ than that. One of the greatest honors a person can have _x000D_ is being called 'Coach.'
Everyone goes through adversity in life, but what matters is how you learn from it.
Thus, then, on the night of the tenth of May, at the outset of this mighty battle, I acquired the chief power in the State, which henceforth I wielded in ever-growing measure for five years and three months of world war, at the end of which time, all our enemies having surrendered unconditionally or being about to do so, I was immediately dismissed by the British electorate from all further conduct of their affairs.
I fear no one, but respect everyone.
A leader's role is not to control people or stay on top of things, but rather to guide, energize and excite.
Trust is the lubrication that makes it possible for organizations to work.
You read these management books that say, 'These are the hard things about running a company.' But those aren't really the hard things. The hard things are when you have to layoff half your company, or you have to fire your best friend. Or you have to figure out a way not to go bankrupt.
Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.
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