Quotes of All Topics . Occasions . Authors
You've always six teams who are trying to win the title, and the other five have failed. But by word of saying it, it's not failing; it's just the way it is. The last two years, we didn't win it, so it wasn't good enough, but if now we win it, the other teams will say the same.
Of course Lothar Matthaus is always going to be associated with the 1990 World Cup. But does everyone immediately remember what titles Gunter Netzer, Johan Cruyff or Luis Figo won? Or do they also think about how those players played their football and how they led their teams?
I got interested in coaching while I played at St. Joseph's. Because we played a national schedule, we played teams coached by Nat Holman, Joe Lapchick, Hank Iba, and others. I could see the impact the coach had on their teams, and I thought, 'That's a pretty good thing to do.'
On teams that have won championships and got to the big game, there's a certain vibe and feel in that locker room. Everyone talks about how there's a brotherhood in that locker room, there's not a lot of dissent, there's not guys that go off on their own. It's a team atmosphere.
The basis of my confidence is that I wasn't a talented player. I was a talented human being. At school, I always had good figures. I was the captain of all my football teams. I studied physical education at the Academy, so I learned to analyse, to observe, and to take decisions.
Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls. Instead, we must migrate rapidly to becoming a global 'team of teams' that comes together in whatever combination necessary to add the greatest value to the changes underway.
I have more of an identity with Cowher than I do Tomlin. I knew Cowher when he came over from Kansas City as a defensive coordinator, and his teams were tough. Tomlin came in from Minnesota, and I didn't know anything about him. So maybe it's unfair for me to make the comparison.
I firmly believe in the old adage 'Actions speak louder than words.' This means proactively seeking women for roles within boards, identifying opportunities for diversity within teams, and finding ways to use your platform to mentor women - and then encourage them to do the same.
The theatre always seems to be in trouble but always thriving. It's deeply comical to me that we agonize about our crap football teams and indifferent Test sides when in front of our noses is a great world success story that no one's interested in apart from those who work in it.
I feel fortunate to be a part of a football community that includes leaders who recognize the power of sport to make a difference and who, like so many of my coaches, are defined not only by their knowledge but by their ability to bring out the best in every member of their teams.
After the acquisition of id by Zenimax, we had sort of taken the mobile platform team down to a skeleton crew. We were left with about two people who were finishing up the previous obligations on that. The rest had just been dispersed and absorbed by the other teams in the company.
You always want to have good balance. That's the key to winning a Super Bowl. You look at the teams who have won championships, you got to have balance. So, to be able to run the ball effectively and throw the ball effectively is what gives you the chance to win a world championship.
The only reason professional sports teams - I shouldn't say the only reason, but the most important reason professional sports teams exist - is to win. And if you're not aiming to win, then you really don't belong owning a sports team, in my opinion. So you've got to be moving there.
'Drive for Diversity' puts people behind the wheel that would never have had the opportunity. Nascar sponsors individual teams who have a person of color, somebody who would not have the opportunity otherwise. And then they're noticed by bigger teams - it's like minor-league baseball.
A good leader, in my view, should have a clear vision of the future they want and the society they need to build. They must also have a connection with the people who work for them and be able to mobilise their best energies to create teams where people can be most creative and happy.
There are plenty of sports teams that say they're very open and super accepting in the locker room. But are they really? Is it really a safe environment? Have they preset that environment to make these players feel comfortable for coming out? I don't think so because there's none out.
I've learned that if you don't have anyone opposing your work, if you don't have anyone thinking, 'Man, that should be me. I could do that. I should have thought of that, or they must have teams of people doing it for them,' your work simply isn't reaching enough people to be relevant.
I started this job in 1995, and I felt the same pressure in my first day, with my first team, Reggiana, in the Second Division, as I feel now. Nothing has changed, but what changes are the number of games, especially for top teams. For this reason, the work has pressure. But only this.
Instead of focusing the traditional planning cycles where companies benchmark their businesses against existing competition, teams need to be developed to foster internal change and disruption. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.
A sportswriter's life means never sitting with your wife or family at the games. Still working after everyone has gone to the party... Digging beneath a coach's lies, not to forget those of athletic directors and general managers and owners of pro teams. Keeping a confidence. Risking it.
We believe that either our own teams or teams that we direct are best capable of creating 'Mario' games that will live up to the franchise. The same is true for 'Metroid' and 'Zelda' and all those wonderful properties. For us, we want to control those characters as a key corporate equity.
I think England are probably not as streetwise as plenty of other teams. The other top teams know how to keep a victory or do certain things to hang on to leads or get back in games. They're a lot more streetwise than us. I think as a nation we are very honest, we try to win the right way.
I'm always going to be around the game of basketball. I plan to keep my options open as a player moving forward, but that's not coaching. Maybe front office work, working with teams and spreading the game, maybe teaching the game to young people, that's something that's a very big passion.
We named the book 'Extreme Ownership' because we really found that when we looked at not only at leaders but at teams that were the most successful, we found that the ones that had this attitude of extreme ownership were the ones that did the best, and it's definitely an attitude that I had.
By the 1880s, baseball was entrenched in the Cape's sandy soil. Semipro teams, commonplace before World War I, were organized into the first Cape Cod League in 1923 - Orleans joined the four original teams five years later. By 1940, the league had foundered on financial shoals and disbanded.
A lot of people talk about the Fab Five, and they were wonderful, one of the best teams you'll ever see in college basketball. But the '89 team is the best one to ever play at Michigan in my opinion because they won the national championship. Winning a championship is winning a championship.
Our favorite teams bring people together, keep family members close, bond people from different generations. Some of the happiest moments of my life involve something that happened with one of my teams. Some of the best relationships I ever had were with Boston athletes that I never even met.
The beautiful thing about the NFL season is to see a team come together after they get to know each other in the spring and summer. You then go through adversity together and see how you respond. The teams that can respond in a positive way are the teams that are going to be there in the end.
I think with defense especially, you have your core principles. If you do those consistently, then it's easy to make, sort of, game-to-game adjustments. But, when you're not doing your core principles consistently, you end up just guessing a lot. To be honest with you, that's what bad teams do.
In recent generations, women's sports have been a blessing. Some of us can remember the bad old days in the '50s, when we would discover in casual schoolyard play that a girl could outrun most of us or hold her own in basketball or hit a softball - but there were no teams, no coaches, for girls.
I have long been one of those tedious people who rails against the coronation of 'student-athletes.' I have heard the argument that big-time athletics bring in loads of money to universities. I don't believe the money goes anywhere other than back into the sports teams, but that's another story.
In my situation, unlike some players who retire because they have no choice - either teams don't want them or injuries have caused them to retire, and they just can't do it - for me, I really had never thought I would give out mentally before I gave out physically, but I think that was the case.
When I became commander of the Joint Special Operations Task Force, I was leading thousands of individuals, from Special Forces to the broader interagency effort. I quickly realized that while we had the most best and most effective operators and small teams in the world, we were unable to scale.
I think they need to expand the playoff system. I think the minimum should be 16 teams, but they could easily go with more than that... in other words, I want to see more football. Everybody from rec league softball on down can figure out how to put together a tournament and yet Division I can't.
The real guys that I knew were really cool people, who I played basketball with and traveled with on teams and knew their families and knew that they love their family. They just happen to do something that wasn't all the way legal, but it was a part of their life, and you knew that they hustled.
Neutrinos alone, among all the known particles, have ethereal properties that are striking and romantic enough both to have inspired a poem by John Updike and to have sent teams of scientists deep underground for 50 years to build huge science-fiction-like contraptions to unravel their mysteries.
Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.
There must be free and open interdepartmental discussion and consideration of everyone's ideas and opinions. These internal discussions must not be considered an invasion of turf, and must remain private... When everyone is on the same page, trust develops, and teams can grow and succeed together.
I focus on projects I am passionate about and only work with people I respect. Without these supportive teams, partners and clients, I could never work on so many things. I am fortunate that they see the value in the multiplicity of my work and how it all comes together in a kind of virtuous cycle.
Shaquille and I kind of joke we were the Christopher Columbus of social media. We're kind of out on a boat by ourselves going through these uncharted waters. But it's become more understood, embraced and accepted, and now it's pretty much expected by fans for athletes, leagues and teams to be there.
There are two companies that the AI Fund has invested in - Woebot and Landing AI - and the AI Fund has a number of internal teams working on new projects. We usually bring in people as employees, work with them to turn ideas into startups, then have the entrepreneurs go into the startup as founders.
We would play songs live on stage, and then we'd watch their reaction we were receiving immediately, if people were dancing and singing along. If they weren't, then we'd go into the dressing rooms of the different NBA teams that we were playing in their arenas, and we'd change the songs right there.
Films are not mathematics - that's the first thing you need to understand. At least, that's how I feel. They are not words on paper. Films are made with people, with teams and with individual bundles of creativity coming together to fulfill the vision of an individual who is the director of the film.
The handwriting is on the wall: if you want to have your franchises viable, then you can't have a situation where New York and Chicago and Los Angeles are doing very, very well, and some other teams are, but, I would say, a significant percentage of the teams in our league are struggling financially.
All the best to SpaceX, Orbital Sciences, and, yes, the Progress teams, who are all working on their own solutions to open the frontier along with Boeing and the rest of the fliers trying to fly, all of whom I know personally share the dream. This isn't their fault; they just want to make things fly.
There was a time when rival teams used a shift against me. They would put the second baseman on the shortstop's side of the bag, move the shortstop into the hole to his right, and have the third baseman hug the foul line. The idea was to build an infield wall against a known right-handed pull hitter.
I am in favor of saying, 'Okay, let's get teams of educators and experts in certain disciplines to say, 'What are the basic things that we think are an essential part of an early education for people?'' Put them together and create, as well as possible, a set of goals and tools to learn those things.
I got overwhelmed by the magnitude of the celebrity culture in America. My background is as a news journalist, and newsrooms in the US are shrinking - investigation teams are being terminated or shrunk on newspapers all around the country. The one aspect that's expanded is coverage of celebrity culture.
Inasmuch as there is a useful purpose to what we do as VCs, I tend to think it's our duty not only to mentor entrepreneurs and executive teams, but also to learn from them and the others involved. We can then pass on lessons to aid the startup ecosystem and help businesses succeed and grow their impact.
Most people, they're dug in. 'Michael Jordan is the best player, and there's nothing LeBron can do.' A lot of people dug in that LeBron is whiny and he complains, he jumped teams, he wants all the best players. And once you have your mind made up on a particular topic, there's no moving you off of that.