-Leaders must carefully prioritize the information to be presented in as simple, clear, and concise a format as possible so that participants do not experience information overload.
-If front-line troops are unclear about the plan and yet are too intimidated to ask questions, the team's ability to effectively execute the plan radically decreases. Thus, leaders must ask questions of their troops, encourage interaction, and ensure their teams understand the plan.
-The test for a successful brief is simple: do the team and the supporting elements understand it?
-Leaders must be comfortable accepting some level of risk.
-Those who will not risk cannot win. John Paul Jones.
-As our company grows we need a standardized process from planning, a repeatable checklist others with less experience can follow.
-Establishing an effective and repeatable planning process is critical to the success of any team.
-As a leader, if you are down in the weeds planning the details with your guys you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value.
Sunday, April 29, 2018
Extreme ownership by J. Willink and L. Babin. Quotes V
-We couldn't help but laugh at our predicament.
-We would not call in vehicles or additional troops and put them at risk unless we took serious casualties and absolutely needed them.
-I could not allow myself to be overwhelmed. I had to relax, look around, and make a call. That was what Prioritize and Execute.
-A leader must remain calm and make the best decisions possible. Relax, look around, make a call.
-A particularly effective means to help Prioritize and Execute under pressure is to stay at least a step or two ahead of real-time problems.
-Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.
-Which one is your highest priority?
-Prioritize your problems and take care of them one at a time, the highest priority first. Don't try to do everything at once or you won't be successful.
-On the battlefield, I expected my subordinate leaders to do just that: lead.
-Front-line leaders must also have trust and confidence in their senior leaders to know that they are empowered to make decisions and that their senior leaders will back them up.
-Those junior leaders learned that they were expected to make decisions. They couldn't ask: 'What do I do?'. Instead, they had to state: 'This is what I am going to do'
-I trusted them to lead.
-Teams must be broken down into manageable elements of four to five operators, with a clearly designated leader.
-Every tactical-level team leader must understand not just what to do but why they are doing it.
-Leaders are not stuck in any particular position. Leaders must be free to move to where they are most needed, which changes throughout the course of an operation.
-Junior leaders must know that the boss will back them up even if they make a decision that may not result in the best outcome, as long as the decision was made in an effort to achieve the strategic objective.
-He was new and inexperienced, but he was smart, hardworking, and highly motivated.
-We were lucky. But we had also made our luck.
-Leaders must delegate the planning process down the chain as much as possible to key subordinate leaders.
-We would not call in vehicles or additional troops and put them at risk unless we took serious casualties and absolutely needed them.
-I could not allow myself to be overwhelmed. I had to relax, look around, and make a call. That was what Prioritize and Execute.
-A leader must remain calm and make the best decisions possible. Relax, look around, make a call.
-A particularly effective means to help Prioritize and Execute under pressure is to stay at least a step or two ahead of real-time problems.
-Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness.
-Which one is your highest priority?
-Prioritize your problems and take care of them one at a time, the highest priority first. Don't try to do everything at once or you won't be successful.
-On the battlefield, I expected my subordinate leaders to do just that: lead.
-Front-line leaders must also have trust and confidence in their senior leaders to know that they are empowered to make decisions and that their senior leaders will back them up.
-Those junior leaders learned that they were expected to make decisions. They couldn't ask: 'What do I do?'. Instead, they had to state: 'This is what I am going to do'
-I trusted them to lead.
-Teams must be broken down into manageable elements of four to five operators, with a clearly designated leader.
-Every tactical-level team leader must understand not just what to do but why they are doing it.
-Leaders are not stuck in any particular position. Leaders must be free to move to where they are most needed, which changes throughout the course of an operation.
-Junior leaders must know that the boss will back them up even if they make a decision that may not result in the best outcome, as long as the decision was made in an effort to achieve the strategic objective.
-He was new and inexperienced, but he was smart, hardworking, and highly motivated.
-We were lucky. But we had also made our luck.
-Leaders must delegate the planning process down the chain as much as possible to key subordinate leaders.
Thursday, April 26, 2018
Extreme ownership by J. Willink and L. Babin. Quotes IV
-With this attitude of humility and mutual respect, we forged strong relationships.
-Discipline in such a situation started with the little things: high and tight haircuts, a clean shave every day, and uniforms maintained. With that, the more important things fell into place.
-Ego clouds and disrupts everything.
-Implementing Extreme Ownership requires checking your ego an operating with a high degree of humility.
-As a leader, it is up to you to explain the bigger picture to him, and to all your front line leaders.
-Ownership of everything. This is not his fault. It is yours. You are in charge, so the fact that he did not follow procedure is your fault.
-It's natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don't like to take blame. But it is on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture.
-It was foolishness not to work together.
-The most important tactical advantage we had was working together as a team, always supporting each other.
-Pointing fingers and placing blame on others contributes to further dissension between teams and individuals.
-You must work together and support each other as one team.
-You have to overcome the 'us versus them' mentality and work together, mutually supporting one another.
-Build a personal relationship with them.
-It is critical the ability of the frontline troops to ask questions that clarify when they do not understand the mission or key tasks to be performed.
-We need to see the connection between action and consequence in order to learn or react appropriately.
-People generally take the path of least resistance.
-We are going to post the weights of each unit out there on the bulletin board so that every employee on the line sees it, knows it, and is thinking about it.
-Discipline in such a situation started with the little things: high and tight haircuts, a clean shave every day, and uniforms maintained. With that, the more important things fell into place.
-Ego clouds and disrupts everything.
-Implementing Extreme Ownership requires checking your ego an operating with a high degree of humility.
-As a leader, it is up to you to explain the bigger picture to him, and to all your front line leaders.
-Ownership of everything. This is not his fault. It is yours. You are in charge, so the fact that he did not follow procedure is your fault.
-It's natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don't like to take blame. But it is on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture.
-It was foolishness not to work together.
-The most important tactical advantage we had was working together as a team, always supporting each other.
-Pointing fingers and placing blame on others contributes to further dissension between teams and individuals.
-You must work together and support each other as one team.
-You have to overcome the 'us versus them' mentality and work together, mutually supporting one another.
-Build a personal relationship with them.
-It is critical the ability of the frontline troops to ask questions that clarify when they do not understand the mission or key tasks to be performed.
-We need to see the connection between action and consequence in order to learn or react appropriately.
-People generally take the path of least resistance.
-We are going to post the weights of each unit out there on the bulletin board so that every employee on the line sees it, knows it, and is thinking about it.
Friday, April 13, 2018
Extreme ownership by J. Willink and L. Babin. Quotes IV
-With this attitude of humility and mutual respect, we forged strong relationships.
-Discipline in such a situation started with the little things: high and tight haircuts, a clean shave every day, and uniforms maintained. With that, the more important things fell into place.
-Ego clouds and disrupts everything.
-As a leader, it is up to you to explain the bigger picture to him and to all your front line leaders. That is a critical component of leadership.
-Ownership of everything. This is not his fault. It's yours. You are in charge, so the fact that he didn't follow procedure is your fault.
-It's natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don't like to take blame. But it's on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture.
-Discipline in such a situation started with the little things: high and tight haircuts, a clean shave every day, and uniforms maintained. With that, the more important things fell into place.
-Ego clouds and disrupts everything.
-As a leader, it is up to you to explain the bigger picture to him and to all your front line leaders. That is a critical component of leadership.
-Ownership of everything. This is not his fault. It's yours. You are in charge, so the fact that he didn't follow procedure is your fault.
-It's natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don't like to take blame. But it's on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture.
Extreme ownership by J. Willink and L. Babin. Quotes III
-Good leaders don't make excuses. Instead, they figure out a way to get it done and win.
-What was the difference between the two leaders in the boat crew leader example?
That leader didn't seem to think it was possible for them to perform any better, and he certainly didn't think they could win. This negative attitude infected his entire boat crew. His attitude reflected victimization.
-Working under poor leadership and an unending cycle of blame, the team constantly failed. No one took ownership, assumed responsibility, or adopted a winning attitude.
-He believed winning was possible.
-Extreme ownership, good leadership is contagious. That leader had instilled a culture of extreme ownership , of wining and how to win, in every individual. Repetitive exceptional performance became a habit.
-It is not what you preach, it is what you tolerate.
-If you allow the status quo to persist, you can't expect to improve performance, and you can't expect to win.
-A leader must find a way to become effective and drive high performance within his or her team in order to win.
-The bond of our brotherhood is our strongest weapon.
-For me to lead, I had to believe. So I kept my doubts to myself as I asked the simple question: Why?
-In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.
-Once a leader believes in the mission, that belief shines through to those below and above in the chain of command.
-It is likewise incumbent on senior leaders to take the time to explain and answer the questions of their junior leaders so that they too can understand why and believe.
-Junior leaders must ask questions and also provide feedback up the chain so that senior leaders can fully understand the ramifications of how strategic plans affect execution on the ground.
-The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand.
-What can I do to make them believe?
Just tell them why.
-It takes courage to go to the CEO's office, knock on the door, and explain that you don't understand the strategy behind his decisions.
-If you ever get a task or guidance or a mission that you don't believe in, don't just sit back and accept it. Ask questions until you understand why so you can believe in what you are doing and you can pass that information down the chain to your team with confidence, so they can get out and execute the mission. That is leadership.
-What was the difference between the two leaders in the boat crew leader example?
That leader didn't seem to think it was possible for them to perform any better, and he certainly didn't think they could win. This negative attitude infected his entire boat crew. His attitude reflected victimization.
-Working under poor leadership and an unending cycle of blame, the team constantly failed. No one took ownership, assumed responsibility, or adopted a winning attitude.
-He believed winning was possible.
-Extreme ownership, good leadership is contagious. That leader had instilled a culture of extreme ownership , of wining and how to win, in every individual. Repetitive exceptional performance became a habit.
-It is not what you preach, it is what you tolerate.
-If you allow the status quo to persist, you can't expect to improve performance, and you can't expect to win.
-A leader must find a way to become effective and drive high performance within his or her team in order to win.
-The bond of our brotherhood is our strongest weapon.
-For me to lead, I had to believe. So I kept my doubts to myself as I asked the simple question: Why?
-In order to convince and inspire others to follow and accomplish a mission, a leader must be a true believer in the mission.
-Once a leader believes in the mission, that belief shines through to those below and above in the chain of command.
-It is likewise incumbent on senior leaders to take the time to explain and answer the questions of their junior leaders so that they too can understand why and believe.
-Junior leaders must ask questions and also provide feedback up the chain so that senior leaders can fully understand the ramifications of how strategic plans affect execution on the ground.
-The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand.
-What can I do to make them believe?
Just tell them why.
-It takes courage to go to the CEO's office, knock on the door, and explain that you don't understand the strategy behind his decisions.
-If you ever get a task or guidance or a mission that you don't believe in, don't just sit back and accept it. Ask questions until you understand why so you can believe in what you are doing and you can pass that information down the chain to your team with confidence, so they can get out and execute the mission. That is leadership.
Saturday, April 7, 2018
Extreme ownership by J. Willink and L. Babin. Quotes II
-Total responsibility for failure is a difficult thing to accept, and taking ownership when things go wrong requires extraordinary humility and courage.
-A leader does not take credit for his or her team successes but bestows that honor upon his subordinate leaders and team members.
-The direct responsibility of a leader included getting people to listen, support, and execute plans. You can make people do those things. You have to lead them.
-There is no way to control every decision, every person, every occurrence that happens out there. It is just impossible. But let me tell you something: when things went wrong, you know who I blamed? I asked, pausing slightly for this to sink: me. I said. I blamed me.
-How can you best get your team to most effectively execute the plan in order to accomplish the mission?
-Your people don't need to be fired. They need to be led.
-The good leaders took ownership of the mistakes and shortfalls. That's the key difference.
-Try to figure out how to fix their problems, instead of trying to figure out who or what to blame.
-It pays to be a winner.
-There are not bad teams, only bad leaders.
-It was far more effective to focus their efforts not on the days to come or the far-distant finish line they could not yet see, but instead on a physical goal immediately in front of them.
-Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
-As a leader, it's not what you preach, it's what you tolerate.
-Leaders should never be satisfied.
-The best teams anywhere are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard.
-A leader does not take credit for his or her team successes but bestows that honor upon his subordinate leaders and team members.
-The direct responsibility of a leader included getting people to listen, support, and execute plans. You can make people do those things. You have to lead them.
-There is no way to control every decision, every person, every occurrence that happens out there. It is just impossible. But let me tell you something: when things went wrong, you know who I blamed? I asked, pausing slightly for this to sink: me. I said. I blamed me.
-How can you best get your team to most effectively execute the plan in order to accomplish the mission?
-Your people don't need to be fired. They need to be led.
-The good leaders took ownership of the mistakes and shortfalls. That's the key difference.
-Try to figure out how to fix their problems, instead of trying to figure out who or what to blame.
-It pays to be a winner.
-There are not bad teams, only bad leaders.
-It was far more effective to focus their efforts not on the days to come or the far-distant finish line they could not yet see, but instead on a physical goal immediately in front of them.
-Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems.
-As a leader, it's not what you preach, it's what you tolerate.
-Leaders should never be satisfied.
-The best teams anywhere are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard.
Extreme ownership by J. Willink and L. Babin. Quotes
-Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems.
-Implement the mindset of no excuses and no one else to blame.
-Without a team, there can be no leadership.
-There are two types of leaders: effective and ineffective.
-The humility to admit and own mistakes and develop a plan to overcome them is essential to success.
-Leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team.
-The right decision, even when all seems lost, can snatch victory from the jaws of defeat.
-Subordinates must believe in the plan they are asked to execute, and most important, they must believe in and trust the leader they are asked to follow.
-Leaders must own everything in their world. There is no one else to blame.
-Despite all the failures of individuals, units, and leaders, and despite the myriad mistakes that had been made, there was only one person to blame for everything that had gone wrong on the operation: me.
-I had to take complete ownership of what went wrong. That is what a leader does, even if it means getting fired.
-There is only one person to blame for this: me.
-It was absolutely true, I was the leader. I was in charge and I was responsible. Thus, I had to take ownership of everything that went wrong.
-The leader is truly and ultimately responsible for everything.
-On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
-Implement the mindset of no excuses and no one else to blame.
-Without a team, there can be no leadership.
-There are two types of leaders: effective and ineffective.
-The humility to admit and own mistakes and develop a plan to overcome them is essential to success.
-Leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team.
-The right decision, even when all seems lost, can snatch victory from the jaws of defeat.
-Subordinates must believe in the plan they are asked to execute, and most important, they must believe in and trust the leader they are asked to follow.
-Leaders must own everything in their world. There is no one else to blame.
-Despite all the failures of individuals, units, and leaders, and despite the myriad mistakes that had been made, there was only one person to blame for everything that had gone wrong on the operation: me.
-I had to take complete ownership of what went wrong. That is what a leader does, even if it means getting fired.
-There is only one person to blame for this: me.
-It was absolutely true, I was the leader. I was in charge and I was responsible. Thus, I had to take ownership of everything that went wrong.
-The leader is truly and ultimately responsible for everything.
-On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.
Thursday, April 5, 2018
Tuesday, April 3, 2018
The vision of a champion by Anson Dorrance. Quotes X
-Maintaining your fitness is not that hard. What is hard is getting fit.
-We don't believe in going more than three days in a row without investing in your aerobic base and more than six days in a row without investing in your anaerobic base. If you go longer than this. you lose some of your conditioning. If you don't do something that challenges your agility at least twice a week, you start to lose some of that.
-The 2000 semifinal and final games were not actually won on a Friday and a Sunday. They were won one year before, when the team made the commitment to work year-around, thus making the decision to win.
-The players must take individual and collective responsibility.
-In coaching schools we talk a lot about the misguided notion of the more the better.
-Coaches should want certain practice sessions to end when players still want to play. Even if players are dying to continue, you send them home. Then, they are so excited about the next practice that they can't wait to come back.
-In our ambition to see our children succeed, I think we are over-scheduling them.
-The power resides in you.
-You have to understand why you play, get at the core reason, and then, revisit that reason regularly. This will keep you excited about playing.
-The absolute critical element is your mental hardness and courage, which comes in the form of seeking out responsibility and taking physical risks.
-Mentality defines the strength of your psychological dimension, which is your capacity to reach down inside yourself and find your inner hardness.
-In any physical duel or combative situation, ultimate triumph doesn't come down to skills or tactics. What it boils down to is your will.
-Being competitive is a decision, not a talent. And we are trying to convince players to make the decision to compete.
-The intense mentality is not an easy choice, but it is one that will separate you from the ordinary.
-Make sure you like what you choose. You are living with your choices.
-In my opinion the motivation has to come solely from within. Coaches can motivate in the short term. They can do long-term goal setting.
-The true art of intensity is to blend it with composure.
-In our system we must, by necessity, learn how to rest injured players in order to get them healthy for crucial games.
-We don't believe in going more than three days in a row without investing in your aerobic base and more than six days in a row without investing in your anaerobic base. If you go longer than this. you lose some of your conditioning. If you don't do something that challenges your agility at least twice a week, you start to lose some of that.
-The 2000 semifinal and final games were not actually won on a Friday and a Sunday. They were won one year before, when the team made the commitment to work year-around, thus making the decision to win.
-The players must take individual and collective responsibility.
-In coaching schools we talk a lot about the misguided notion of the more the better.
-Coaches should want certain practice sessions to end when players still want to play. Even if players are dying to continue, you send them home. Then, they are so excited about the next practice that they can't wait to come back.
-In our ambition to see our children succeed, I think we are over-scheduling them.
-The power resides in you.
-You have to understand why you play, get at the core reason, and then, revisit that reason regularly. This will keep you excited about playing.
-The absolute critical element is your mental hardness and courage, which comes in the form of seeking out responsibility and taking physical risks.
-Mentality defines the strength of your psychological dimension, which is your capacity to reach down inside yourself and find your inner hardness.
-In any physical duel or combative situation, ultimate triumph doesn't come down to skills or tactics. What it boils down to is your will.
-Being competitive is a decision, not a talent. And we are trying to convince players to make the decision to compete.
-The intense mentality is not an easy choice, but it is one that will separate you from the ordinary.
-Make sure you like what you choose. You are living with your choices.
-In my opinion the motivation has to come solely from within. Coaches can motivate in the short term. They can do long-term goal setting.
-The true art of intensity is to blend it with composure.
-In our system we must, by necessity, learn how to rest injured players in order to get them healthy for crucial games.
The vision of a champion by Anson Dorrance. Quotes IX
-A good team is comprised of a community of human beings respected for their humanity that accepts players of all ranges of ability, and that can figure out a way to handle all their differences, so that despite them, they still connect and bond.
-A team is defined by its chemistry. How the players click as a unit. Chemistry is established by the individuals.
-The measure of good chemistry is the melding of two extremes: the best and most popular player on the roster, and the worst and least popular. If the super stars can figure out a way to make even the most average player feel she is an important part of the team, that's a critical step.
-She gave so much without getting anything back.
-To be courageous is an opportunity that sooner or later is presented to all of us. You don't have to do anything, but if you do, you are a leader.
-Don't you understand Mom, Kristine is just better than I am?
-We won the World Championship later that year, and Tracey was a big part of that. Underneath her photo in the media guide, in answer to the question 'Who do you most admire?' Tracey had said: 'Kristine Lilly'. That's class. That's honorable. That's depth of character. It's also rare.
-I think every person has a secret passion to be a certain type of player.
-Two basic criteria to determine the quality of the coach: first whether you are enjoying the game, and second whether you are getting better.
-I am not outwardly really close to people, except for a select few. Tisha Venturini.
-Coaches should treat everyone the same, whether you are the star player or never get in the game for a minute.
-I waited for every pregame speech of Anson's. They would get me so fired up.
-You have to try to have a good relationship with your coaches. I think you have to listen to them, follow what they are saying, and believe in it. Show respect. Outwardly, you need to demonstrate that you believe in the coach and the team, and that you are a team player. Every coach is different, with a different philosophy, and you are going to have a different relationship with each one.
-It is easy to pick out the player who doesn't show respect, who rolls her eyes when the coach says something. Other players see that and it destroys the team.
-A team is defined by its chemistry. How the players click as a unit. Chemistry is established by the individuals.
-The measure of good chemistry is the melding of two extremes: the best and most popular player on the roster, and the worst and least popular. If the super stars can figure out a way to make even the most average player feel she is an important part of the team, that's a critical step.
-She gave so much without getting anything back.
-To be courageous is an opportunity that sooner or later is presented to all of us. You don't have to do anything, but if you do, you are a leader.
-Don't you understand Mom, Kristine is just better than I am?
-We won the World Championship later that year, and Tracey was a big part of that. Underneath her photo in the media guide, in answer to the question 'Who do you most admire?' Tracey had said: 'Kristine Lilly'. That's class. That's honorable. That's depth of character. It's also rare.
-I think every person has a secret passion to be a certain type of player.
-Two basic criteria to determine the quality of the coach: first whether you are enjoying the game, and second whether you are getting better.
-I am not outwardly really close to people, except for a select few. Tisha Venturini.
-Coaches should treat everyone the same, whether you are the star player or never get in the game for a minute.
-I waited for every pregame speech of Anson's. They would get me so fired up.
-You have to try to have a good relationship with your coaches. I think you have to listen to them, follow what they are saying, and believe in it. Show respect. Outwardly, you need to demonstrate that you believe in the coach and the team, and that you are a team player. Every coach is different, with a different philosophy, and you are going to have a different relationship with each one.
-It is easy to pick out the player who doesn't show respect, who rolls her eyes when the coach says something. Other players see that and it destroys the team.
The vision of a champion by Anson Dorrance. Quotes VIII
-The warm-up has a function: to prepare you to play. Your preparation in warm-up will dictate your game performance. Our game warm-up at UNC takes about 25 minutes. The warm-up is also designed to build the team's confidence.
-As I get closer to game-time, I think it's important to use visualization, to picture myself doing well. Lorrie Fair.
-Different positions should warm-up differently.
-Coming in off the bench. Notice for yourself the mistakes being made, and determine how you can try to solve them, and to contribute, by going in.
-Once you step onto the field, it is a battlefield.
-Be creative and have the courage to take players on.
-There is so much more in me that I can give.
-Whatever you have that your opponent does not, use it to be your best.
-Winning is wonderful but I believe it is not as important as the kind of athlete and person this game helps you to become.
-We prepare to win by continually losing.
-Coach, at UNC we lose in practice every day.
-Athletics only has value if it has an impact on the people who participate in it.
-Our defining quality is the construction of character, done with a balance created by a laissez faire, light-hearted attitude that is strewn throughout all of our high standards and ambition to be the best.
-At UNC we would have died for one another because we genuinely cared about each other.
-They are playing for their teammates, the tradition, and everyone who has ever been affiliated with the program. We would all die to be back in their shoes.
-What you gain from great teams will probably benefit you more as a human being than as an athlete.
-Having a good team basically boils down to a combination of talent, work ethic and leadership.
-As I get closer to game-time, I think it's important to use visualization, to picture myself doing well. Lorrie Fair.
-Different positions should warm-up differently.
-Coming in off the bench. Notice for yourself the mistakes being made, and determine how you can try to solve them, and to contribute, by going in.
-Once you step onto the field, it is a battlefield.
-Be creative and have the courage to take players on.
-There is so much more in me that I can give.
-Whatever you have that your opponent does not, use it to be your best.
-Winning is wonderful but I believe it is not as important as the kind of athlete and person this game helps you to become.
-We prepare to win by continually losing.
-Coach, at UNC we lose in practice every day.
-Athletics only has value if it has an impact on the people who participate in it.
-Our defining quality is the construction of character, done with a balance created by a laissez faire, light-hearted attitude that is strewn throughout all of our high standards and ambition to be the best.
-At UNC we would have died for one another because we genuinely cared about each other.
-They are playing for their teammates, the tradition, and everyone who has ever been affiliated with the program. We would all die to be back in their shoes.
-What you gain from great teams will probably benefit you more as a human being than as an athlete.
-Having a good team basically boils down to a combination of talent, work ethic and leadership.
The vision of a champion by Anson Dorrance. Quotes VII
-In addition to the fitness issue, I think one of the biggest problems I see in youth goalkeepers is that their technical foundation is weak.
-If the keeper can catch and hold a ball consistently, she will make a big difference on your team.
-Most shots that you will face during a game will be hit in the middle third of the goal, so quite simply you need to be best at handling those types of shots.
-Be realistic with yourself: are you the right weight?
-I chose to be fit for life: Not only am I a better player because of it, but I am happier, healthier, and a more energetic person.
-No excuses. If you want to be the best, the responsibility lies solely with you.
-Visualize this image: whether you make an unbelievable save or let the ball go through you legs, if a photo were taken of you right after the play, you facial expression would be the same.
-No session at UNC exceeds 90 minutes. I do not feel sessions are productive beyond this amount of time.
-I found that that best length for a session the day before a game is 45 minutes.
-If the keeper can catch and hold a ball consistently, she will make a big difference on your team.
-Most shots that you will face during a game will be hit in the middle third of the goal, so quite simply you need to be best at handling those types of shots.
-Be realistic with yourself: are you the right weight?
-I chose to be fit for life: Not only am I a better player because of it, but I am happier, healthier, and a more energetic person.
-No excuses. If you want to be the best, the responsibility lies solely with you.
-Visualize this image: whether you make an unbelievable save or let the ball go through you legs, if a photo were taken of you right after the play, you facial expression would be the same.
-No session at UNC exceeds 90 minutes. I do not feel sessions are productive beyond this amount of time.
-I found that that best length for a session the day before a game is 45 minutes.
The vision of a champion by Anson Dorrance. Quotes VI
-You are going to gain true respect by being powerful, and yet remaining thoughtful and kind as well.
-If you are doing what is right for you as an athlete, even if others judge you, I can only encourage you don't change, don't bow down to anyone; be yourself, because you are going to be the one winning the critical games; and the thing that is most important: everyone's respect.
-It's the hard part that makes it special.
-You can make the choice.
-Looking back, I missed the opportunity to accept the challenge. I was mentally pretty weak. Amy Burns.
-You start to push yourself, and you get in shape. Amy Burns.
-We believe that the only way players truly develop is by competing.
-An important first step to getting better is a player deciding that it is within her control to do so.
-We test our players physically three times per year.
-Awareness of the weaknesses is the first step to improving them.
-A lack of strength is caused by a lack of practice.
-I do believe defensive clearance can be improved with repetition.
-Sometimes a system of play radically impacts the role of a position. A system of play can also develop a player. Our system at UNC creates a player who can meet the requirements of playing a certain style.
-The goalkeeper must organize and guide the defensive unit, and deal with most of the space in and around the 18-yard box.
-If you can win the ball before the shot, do it, because any time there is a shot, it can be a goal.
-You play better when you are fit.
-I always reflect on my preparation: have I done everything in training that I possibly could to prepare myself for this game? Have I done everything in the off-season I could to prepare myself for this season?
-It was not the end result, it was the daily battle that counted.
-If you are doing what is right for you as an athlete, even if others judge you, I can only encourage you don't change, don't bow down to anyone; be yourself, because you are going to be the one winning the critical games; and the thing that is most important: everyone's respect.
-It's the hard part that makes it special.
-You can make the choice.
-Looking back, I missed the opportunity to accept the challenge. I was mentally pretty weak. Amy Burns.
-You start to push yourself, and you get in shape. Amy Burns.
-We believe that the only way players truly develop is by competing.
-An important first step to getting better is a player deciding that it is within her control to do so.
-We test our players physically three times per year.
-Awareness of the weaknesses is the first step to improving them.
-A lack of strength is caused by a lack of practice.
-I do believe defensive clearance can be improved with repetition.
-Sometimes a system of play radically impacts the role of a position. A system of play can also develop a player. Our system at UNC creates a player who can meet the requirements of playing a certain style.
-The goalkeeper must organize and guide the defensive unit, and deal with most of the space in and around the 18-yard box.
-If you can win the ball before the shot, do it, because any time there is a shot, it can be a goal.
-You play better when you are fit.
-I always reflect on my preparation: have I done everything in training that I possibly could to prepare myself for this game? Have I done everything in the off-season I could to prepare myself for this season?
-It was not the end result, it was the daily battle that counted.
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