Quotes of All Topics . Occasions . Authors
You may be trying to drive in a particular direction that people don't necessarily understand at first. In our case, we knew the users we had in mind for this product. So in the early days, we looked at our customers, really just testers at that point, and we paid extra attention to the teams we knew should be using Slack successfully.
I would have to say that because I've lived in so many cities, by no means do I feel it's fair to call myself a 'fan' of any particular teams. I've lived in New York for a long time, and I did this movie about the Yankees called '*61.' I found out a lot about the Yankees during that time, so I love the Yankees, I've watched the Yankees.
With Serbia, there will always be pressure. We are the kind of players and people who do not know how to live without pressure. Even if we play against Brazil or some of the other bigger countries, we think we are better than them. That is the way we are. People expect us to beat the big teams, and we have plenty of pressure from within.
When I played at Minnesota, Green Bay, those northern cities, Buffalo, they wanted to have those championship games at home. It was going to be an advantage to be there with their fans and the cold weather and all that. But when you've got a Super Bowl, and it's the two best teams, you want ideal conditions. You want to play a great game.
Yes, CEOs are under pressure from all sides, and executives have all sorts of people pushing and pulling at them. But too often, they begin to view and treat their teams, and especially their assistants, as appliances. And a good assistant knows that the last thing their boss wants to hear from them is a personal complaint about anything.
The tactics in NWSL are so chaotic. It's so about physicality. It's both teams attacking with nine players, and it's just so open on the transitions, really fast-paced to the point of being out of control. The Damallsvenskan is a little extreme on the other side: it's so under control, there are 20 passes strung before you even go forward.
The school I went to was a little farm school in Wannaska, student body 61 or something. There was a kid, the only black kid in our county, Dustin Byfuglien. He won the Stanley Cup a couple years back with the Blackhawks. Out of a class of 21 kids, he and I always had to be on opposite teams on everything because we were the most athletic.
When we had segregated schools and when we had a time when, you know, girls weren't allowed to have the same kind of sports teams - I mean, there have been important inflection points for the federal government to get involved in some of the areas around protecting students and ensuring safe environments for them - there is a role to play.
A recipe I've seen work in early-stage startups is a small tight-knit group of passionate people who are obsessed with their vision of how to fix a particular industry. Conversely, teams composed of people with a lot of specialized experience at running a large business are not as likely to do very well in the first year or two of a startup.
When I first moved out to L.A. to be an actor, this family knew that I was a pretty big athlete back in Texas, and they said, 'You can live in our house for free if you coach our kid in football, basketball, and lacrosse.' So I was coaching all these sports teams, and I got to live at this house in Bel Air - this nine-acre estate - for free.
When you hit a player in the head, you're more apt to get some fisticuffs or, you know, bring both teams out on the field, but it was more accepted that - in the '50s, '60s and '70s. I think nowadays it's a little over-policed because I will always believe that knocking a hitter down, even hitting a hitter at, sometimes, is part of baseball.
Often, farmers have difficulty finding secondary markets for their outgrades and have no choice but to leave fresh produce unharvested to rot in the field. Gleaning Network U.K. coordinates teams of volunteers with willing farmers across the U.K. to direct this fresh surplus produce to charities that redistribute it to people that need it most.
In Italy, football is too important. There is more pressure on coaches, teams, directors. Now is not a good moment for football in Italy. The stadiums are not full. There are problems with violence; it's very difficult with the ultras. People don't go to the stadium just to enjoy 90 minutes of football. People go to the stadium to fight, to win.
You can't forget that organizational success flows from the hearts and minds of the men and women you lead. Rather than treating your people as you'd like to be treated, treat them as they would like to be treated. Small gestures like opting for face-to-face meetings or sending personal notes can have an enormous impact on teams and their morale.
It is always difficult, but when you have been a manager for a while with different teams, sometimes you were only playing once a week, trying to avoid relegation. When you have experience, you know all about the different feelings. Clearly, I would prefer to be fighting for the title or for the Champions League, but you must accept the situation.
Tebow is the kind of guy who could revolutionize the game. He's the 'wildcat' who can throw. Most of the teams that have the wildcat back there, it's Ronnie Brown, it's Jerious Norwood, it's whoever you want to say it is. This guy here is 250 pounds of concrete cyanide, man. And he can throw. He throws well enough at any level to play quarterback.
In England I played everything - swimming, athletics, football, rugby, badminton, cricket - all of that stuff. I was in the first teams for all the sports at Brighton, played on the wing in rugby, and ran 100m, 200m, 400m, and did long jump and even the javelin at one point. In the States I did a bit of track, but mainly I was there for the boxing.
