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Raise your game:After spending more than 15 years coaching in the NBA, Alan Stein Jr. has become famous as a man who helps to achieve victory. His reputation draws executives of large companies to the basketball court, where they throw away their regalia, fight for every ball, and sweat to get points. It happens on weekends. And on weekdays, leading businessmen listen to the instructions of the famous coach in order to succeed even more in business.
The link between success in sports and in a career is a direct one, the author of the book “Play Better!” is sure. To reach the top, individuals, mentors, and teams both on the court and in life need the same qualities, there are only 15 of them.
If it’s that simple, why hasn’t everyone become champions and millionaires yet? Alan Stein answers: it is one thing to know, and another to put into practice.
Today, all attention is focused not on the process, but on the result. In such an environment, it is very difficult to be persistent and focus on achieving excellence in your field. Alan Stein wrote this book so that anyone who aspires to the top can, based on his knowledge and years of experience, successfully develop the most important qualities necessary in life, career, and sports. There are no tricks here, but there is a deep understanding of individual and group psychology, clear language, and impressive examples from the practice of outstanding athletes who have been admired by the whole planet.
By the time you finish reading, you will be able to ask yourself important questions and answer them confidently, honestly, and to your benefit:
- What will you have to sacrifice to achieve success?
- What skills to master?
- Whose help would be helpful?
- What difficulties can be expected?
- What habits need to be changed?
And most importantly, you will be able to draw the right conclusions from your answers and apply these conclusions in practice.
So let’s get started.
The Basics We Forget
Success is not a magical quantity, but a natural outcome of the consistent application of simple basic rules. Sounds boring. But look differently: everything you need to achieve happiness, satisfaction, confidence, influence, and success is known and available to you today. And now the picture is changing…
Success is the result of what we do consistently. Successful people do simple things better than anyone else. They work on the “base” every day, year after year, and this makes them the best of the best.
For success in any field of activity, the most important thing is to bridge the gap between what we should be doing and what we actually do. The feeling of dissatisfaction, aimlessness, and impasse arises not from ignorance, but from idleness.
If you choose the right direction and persevere in it, you will inevitably succeed. The secret is to choose an action and remember: there are no small things on the way to victory. All components of success are important. None of them can be missed if perfection is your goal. The decisions you make today determine where you will be tomorrow.
The book is divided into three parts, each of which describes five qualities that a player, coach, and team need to achieve success. The boundaries between these parts are conditional: the most important characteristics of a good player are important for a coach, and vice versa. In life, these roles can be conditionally called “employee”, “leader” and “team”.
Quality 1. Self-awareness
This is the basis of the foundations, the foundation of any successful activity. You perceive yourself as your own project, are well versed in your strengths and weaknesses, know exactly what you can do and what you cannot do, and are ready to work on yourself. Self-awareness includes both the values that you profess and a clear understanding of who you are today and who you want to be tomorrow. Knowing yourself is a skill that can and should be developed.
The best of the best regularly look at themselves from the outside, evaluating both thoughts and actions. Three questions to ask yourself regularly to develop self-awareness:
1. What am I doing very well?
2. What needs to be worked on?
3. What is my plan for question #2?
Understanding yourself clearly and honestly is empowering and puts you one step ahead of anyone who knows less about themselves. Seeing the big picture and your place in it is a very valuable and rare skill. The world is full of people who misjudge their own potential, fail to hear others and learn, and waste their time and abilities trying to control what they don’t actually influence.
Your self-image is most likely close to ideal if you value yourself in the same way as your relatives and friends. Do an experiment and compare.Raise your game
There are only two things we can control: our efforts and our attitude. The best of the best control them 100% without being distracted by judging the activities of others. A clear understanding of your boundaries helps not to scatter energy, attention, and resources (which are not endless). Control what is within your control and don’t miss out on the little things.
Celebrity coach John Wooden won 10 U.S. National Basketball Championships with the UCLA Bruins. Every season, he started the first practice session by teaching the rookies how to properly put on their socks and playing shoes. He completely controlled everything he could influence – and success accompanied him.
Don’t be afraid to face your weaknesses. Do not shift the responsibility for yourself to other people or some external forces. Work on what can be changed and accept what cannot be changed. The key to success is focus and consistency. Find one thing you’re good at and develop it. Don’t spray.
Quality 2. Passion
Passion cannot be taught – but it is necessary for your talent to get a real embodiment. Passion helps you get through tough times, overcome obstacles, and believe in your star, even when things don’t seem to go right. It helps you to fully immerse yourself in what you are doing (there is a word in Greek called Meraki that describes this state).
Find what turns you on and stick with it, says Alan Stein. You are more likely to succeed in what you love because passion will make your daily work easier. You will think of the required effort not as “I have to do this”, but “I want to do this”.
The most outstanding NBA basketball players are distinguished from their peers by the constant desire to do something else – one more pass, one more shot, one more pass. It is their passion for what they do that drives them to do so.Raise your game
- get out of your comfort zone and constantly look for what you can do better;
- do not turn sour while waiting on the bench;
- be ready to act at any moment when it is needed;
- strive for victory;
- to rise after a fall and strive again for victory;
- stay honest, positive, confident, and not give up in times of setbacks;
- sacrifice what you want today for the sake of great success in the future;
- learn from defeat.
How many times have you heard that it takes hard work to be successful? And don’t count. Alan Stein clarifies that hard work is the intentional and purposeful stepping out of your comfort zone. This is how growth happens. Passion is needed for growth.
Quality 3. Discipline
Alan Stein doesn’t believe in luck. He is sure that it was invented by those who are not sufficiently assembled to work on themselves. After all, real success comes only to those who are ready to act at the most favorable moment. And for this, you need to work on your skills every day.
Do what others don’t. Search for all available information on your topic. Do not waste time on nonsense like TV shows – develop every minute. Put meaning into everything you do, into every meeting and every day of your life – and then, most likely, you will one day find yourself in the right place at the right time (and someone will certainly say that you are “lucky”).
Success is a loose ball. It goes to those who are ready. Luck comes to those who work hard.
Discipline is needed to:
- create structure, develop the right habits and build a life in accordance with the goals;
- relentlessly work out the basics, this foundation for high achievements (the basis of a basketball player’s skill is footwork, the basis of sales is communication, the basis of communications is active listening);
- constantly look for opportunities for improvement;
- work hard to discover your talent;
- avoid anything that distracts from the goal (multitasking is a myth; formula for success: Great job = Time Depth of focus).
According to a study by scientists at Harvard University, 46.9% of the time adults think about something other than what they are doing at the moment. The ability to focus is rare now and will become even more rare in the future.Raise your game
Make a list of your top three responsibilities. And now – a list of what you did during the day. Compare and draw conclusions.
The discipline is based on three simple solutions:
1. Understand what you really want.
2. Understand what you will have to pay for the change.
3. Determine if you are willing to pay this price or not.
Doing these three steps will save you a lot of time and effort.
To be successful, you need to do every day what others prefer not to do. Focus not on the result, but on the process. Do not skip any important step, take into account all the little things and act alone with yourself as if people are watching you. The results will not keep you waiting.
Quality 4. Learnability
The ability to learn is the key to progress. Successful people are open to everything new, the most successful people learn all their lives. Look for something to learn, even when you are successful.
Learning is based on three pillars:
1. Trust between players, coaches, and team.
2. Openness and willingness to take lessons.
3. The ability to change their behavior in accordance with the conclusions that are made.
Strive to receive feedback – and draw conclusions. Analyze your mistakes and failures and benefit from them.
More than any other generation, millennials are afraid of failure: they grew up in an era when any failure became the property of a wide audience.
But the ability to learn from mistakes distinguishes successful people from everyone else – today this thesis is even more important than twenty years ago. Your success depends on the ability to correctly respond to failure: these are the lessons that help you become better.
To learn, you must understand the distance between what you know now and what you want to be able to do and be ready to close that gap. Having discovered that they do not know how to do something, the best of the best begin to learn. They are never satisfied with themselves enough to not strive to learn something new. Turn into a sponge. Soak up the new. There is no progress without learning.
Quality 5. Self-confidence
Combining good self-knowledge, discipline, passion, and learning, we get the fifth quality – self-confidence, which is fed from these four sources.
By investing a lot of effort and energy in your development, you literally “earn” your real, genuine confidence (which is important not to be confused with self-confidence that is not based on these factors). You feel that you have done a lot, and you feel the ability to do more. You have something to show the world.
Doubts and fears visit all. But confidence helps you get through it and take action. It gives freedom to hold certain views and express them. Don’t pretend to be someone you’re not, but be yourself. To meet each day with the thought “I will make you good” (this is how billionaire Mark Cuban describes self-confidence).
Of course, confidence grows from victories. But failures also contribute to it when you understand that you can go through them, draw conclusions and move on.
The enemy of self-confidence is a comparison with others. This “game” Theodore Roosevelt called “the thief of joy”: any victory can fade because there will always be someone smarter, more successful, richer, younger, and healthier than you. Compare yourself only to yourself or to who you want to become. And move forward with your focus on your next game.
Self-confidence is undermined by inaction. When you don’t do what you should, a vicious cycle starts: guilt arises that undermines self-confidence, energy drains, productivity, and motivation fall – and the next time we again do not do what we should have.
The good news is that a positive cycle also occurs in the same way. Having done what is necessary to achieve your goal, you are filled with energy, self-confidence, etc. Our brain has an incredible power to make any goal completely unattainable or very real.
No one believed that it was possible to run 1 mile in less than 4 minutes. And scientists have confirmed this with their calculations. However, in 1954, Roger Bannister did it, and since then the record has improved several more times: everything is possible if people believe in it.
A coach or leader is not just a person who is assigned to manage others, he must be a leader. A true leader sees clearly where his team is going, develops a culture that brings people together in pursuit of a common goal, has clear principles, and serves and inspires his players. As in the section on players, each of these qualities builds on the previous one, and the ability to inspire is the result of a synthesis of all four.
Alan Stein Jr. suggests isolating any of the qualities of a leader listed in this section and systematically improving them within 60 days (forming positive behavior and abandoning negative ones). Then move on to the next one.
Quality 6. Vision
The leader sees where he is leading the team and consistently goes to the goal. He has a map of the future in his hands, and he knows how to communicate with the team in such a way that all the players are eager to move with him.
A good coach sees the makings of a player in an awkward teenager, and a manager sees an employee who will become a valuable asset to the team. A good player with leadership qualities is able to predict the game five seconds ahead.
Interestingly, in basketball, the leading players, even according to statistics, most often choose a position on the court with maximum visibility.
Champions are always looking for something that can improve their game: they are aware of the achievements of medicine, psychology, and technology. Likewise, business leaders are constantly thinking about what the “game” will be like in a few years.
An example of a breakthrough in basketball using mathematical methods of analysis can be seen in the film “The Man Who Changed Everything”, based on real events in the Oakland Athletics team (brad Pitt played the role of the coach in it).
Vision is the ability to perceive obstacles as springboards and steadily move towards the goal. Here we have to repeat once again: the comfort zone is a cage. If the leader does not encourage the team to go beyond what it can do, people lose motivation. It is also the ability to see the future in a way that others do not dare to see.
Since its inception, Google has required employees to spend 20% of their work time on third-party projects that are of interest to them. The result of this was the emergence of Gmail, AdSense and Google Talk. And of course, vision requires flexibility and a willingness to adapt. Today, everyone knows the failure of Kodak, who decided to ignore the trend in digital photography.Raise your game
Vision is the ability to understand people and surround yourself only with those who help you move towards the goal. Choose those with whom you become the best version of yourself, and reject those who pull you in the other direction.
Try to formulate your vision as briefly as possible, ideally you need to keep within one word. Apple’s vision is simplicity. This word becomes the main one in the description of all the company’s products, and consumers appreciate and support the commitment to simplicity.
Vision makes a leader charismatic: people are drawn to a person who sees a better future for them and broadcasts his confidence. If you are a leader, make sure you share your vision with the team. Think about how well your people know where you are taking them, why they come to work every day, and how often you check your clocks about your goals. If people see a goal, they work better than just for money. When a leader shares his vision, people feel valued and cared for.
A vision may originate in one person, but it spreads, grows, and becomes the foundation of a team’s or company’s culture.
How do you know if your vision can capture other people? Share it and look at the reaction: it should be bright. Negative or positive is not so important, the main thing is that it touches a nerve. Make sure you, as a leader, offer not only a map but also a vehicle and fuel to those who are looking for where to put their talent.
According to research by the Carnegie Institute of Technology, financial success is only 15% dependent on the ownership of specific business issues. 85% of it is driven by the ability to communicate, inspire and “sell” your vision to other people.Raise your game
Vision is not the ability to predict the future. It’s just the ability to see.
Quality 7. Culture
A leader is only as strong as the culture he creates. This concept includes both the physical space in which people work on a joint project, the style of communication, and those values, rules, and rewards that are accepted in the team.
A healthy culture occurs where people feel safe, where they are valued, their opinions are listened to, and work inspires. Members of such teams feel their personal value for the team and therefore strive for growth and development. In such a culture, there is a good sense of commonality of goals, while everyone reveals their potential and achieves the best for themselves and for the team. Common goals are more important than individual ones.
In a healthy culture, the leader is not the one who orders, but the one who moves forward and knows that people follow him on their own accord.
The culture of an organization is a living organism, and even if the company has been around for a long time and has a strong personality, the leader must take care to maintain the right spirit through recruiting and regularly broadcasting the vision.
Culture is most evident in the behavior of employees when their superiors are not around (this is the similarity of leadership with parenthood). She lives and manifests in everything that team members do. It signifies agreement with the goals and style of the organization. To develop and strengthen the culture, the leader needs to interact with the team leaders. Identify people who can “raise the wave” of positivity and communicate with them regularly.
Just as culture reproduces and spreads through people, it can die if a negatively-minded person appears in the team, who does not share a common approach and is indifferent to goals. The culture is also negatively affected by people who do not live for work but simply serve hours for a paycheck or a line in a resume. Such people need to either be reconfigured or removed from the team.
Leadership is not what you say, but what you accept or reject.
The culture of an organization and the people who work in it is the main asset. You can copy a product, a technology, and even a management model. But you can’t copy people. Appreciate them, communicate with them, and in return, they will do everything for the prosperity of the company.
Quality 8. Willingness to serve
A good leader is one who works not with people, but for people. The leader (or coach) must be the servant of his team.
To serve means to be sensitive and attentive, open to communication, and most importantly, to know your people, their desires and aspirations, and help to realize them. Only in this way does true leadership arise, because people are not loyal to companies – they are loyal to other people. Loyalty breeds loyalty, loyalty builds culture, and culture brings results. Forceful methods, rudeness, pressure, “do as you say” attitudes, etc. are now rare and, fortunately, will never return to everyday life.
If you ask your employees today to name three of your qualities as a leader, what will they say? What would you like to hear?Raise your game
Feeling cared for by the leader, his willingness to serve, think about their interests and development, team members understand that he wants the best for them – this is how natural deep involvement arises.
Gallup research shows that the most desirable reward in the workplace is gratitude and recognition. Use them as often as possible.Raise your game
But remember that there are five “love languages” 1 – try to choose rewards that suit the tastes of each member of your team. Emphasize commonality in language: say “we” more often than “I” and “you”.
The leader must be able to strengthen the confidence of team members in their abilities. Direct and instruct, but do so with respect and faith in the abilities of your employees.
Wikipedia CEO Jimmy Wales advises treating employees like volunteers, which means showing as much respect and tact as you would when dealing with people who don’t owe you anything.Raise your game
Invest in people: pay for education, training, and courses. The experience of the world’s leading companies shows that this pays off handsomely.
Quality 9. Integrity
A person who says one thing and does another loses credibility. Strong character and the consistent application of certain personal principles are necessary for a leader.
Now too much attention is paid to networking, the number of handshakes, and likes. However, it’s not about how many people you know, it’s about how many people remember and appreciate you.
Integrity builds reputation, and your reputation affects what happens to you. Both employees and clients of a principled leader have a deep loyalty to him because they trust him and know what to expect from him. Success is born where people behave consistently and show character and sincere loyalty to principles, not for the sake of reward and recognition. The ability to lose with dignity and respect for the opponent also counts. No one has to be a saint, but it is important to admit mistakes and not repeat them.
Make sure your team is aware of your principles and stick to that words.
Quality 10. Inspiration
The ability to grow and let go of the work of a coach or leader is no less important than in parenthood. By sharing your vision, creating a healthy culture, serving your people consistently, and staying true to your principles, you are laying the foundation for their future victories.
Encourage people to take action on their own. Share powers. Believe in those you raised. And let them know that you believe in them. The leader defines the goals, but not necessarily the paths to them. Effective leaders allow their people to take the initiative, make mistakes, and correct them.
“The effectiveness of a team triples when the coach gives the lead to the lead players and the team,” says basketball coach Tom Izzo.Raise your game
By not learning how to give people the initiative, you will devalue everything you have invested in building a team. When you micromanage, you gain control but demotivate people. Reduce meeting time – respect the time of team members. Hire those who can do something better than you, and do not torture them with rules and regulations. Develop the talents you lead and let them contribute to your overall success.
Think about the past work that brought you the most joy. Very likely the one where you had the most confidence from your boss.
Three benefits of delegation:
1. It shows that you trust your people.
2. It makes them develop and grow, solving new problems.
3. It frees up your time for your own work
If you don’t know where to start delegating, ask your people what they dislike the most about the current state of affairs. And commit to fix it.Raise your game
Delegation creates a sense of belonging, and people really start to get sick of their work.
At work, in sports, or at home, we always play as a team. Even if you work for yourself, your success is impossible without the participation of other people. So the last section of Raise Your Game is about the qualities a team needs to be successful. Successful teams are made up of self-aware, passionate, disciplined, trainable, and confident people. Their leaders have a vision, are willing to serve their people, build a strong culture, have character and principles, and trust team members.
The remaining five components that are needed to win are faith, team spirit, distribution of duties, communication, and solidarity.
Quality 11. Faith
The belief that the team can win and that everyone’s contribution is valuable is the belief without success is impossible. Believe it or leave it – there is no third option. Faith in the team must be shared by absolutely all its members, from the leader to the lowest employee, because just one skeptic is enough for faith to collapse.
Faith is formed by the leader of the team. “If you don’t give your people something they can believe in, they won’t believe in anything – and try to make a team out of that stuff.”
To believe means:
- know that your efforts have a purpose;
- feel like a part of something bigger;
- work not only for money;
- Share your mood with colleagues;
- believe in other team members.
Confidence is a personal matter. But faith is communication. It occurs where everyone plays their part 100% and team members know they can rely on each other. All strong teams have this belief. They know that emotions are the engine that makes everything move. The team believes it can get things done, pools all individual resources and does whatever it takes to win.
Quality 12. Team spirit
The ability to put the success of the team in the first place is an indispensable quality for each player and for the team as a whole.
People are born self-centered: children have to be trained for a long time to share toys and food, think about others, consider the feelings of others, etc. Those who can learn to be team players succeed in life more than others.
Being selfless does not mean giving up your own self, not competing, and not wanting the best for yourself. This means the ability to put your talents at the service of a common cause. This attitude helps to become indispensable in its place. Even if this place is not the first and not stellar, it is necessary for overall success.
Until quite recently, everyone looked only at the stars. Today, the attitude has changed: the team means no less than individuals. Even a backup player on a successful team gets a piece of its glory (or a good line on a resume). And when several stars play at once on the court, the ability to be a team player becomes invaluable.
The coach or leader must:
- to encourage the disinterestedness of their people: to thank everyone for their contribution to the success, even the most inconspicuous;
- do not encourage egocentrism and selfishness;
- apply the same rules to everyone regardless of their status;
- celebrate the desire to be the best for the team, not the best in the team. It is also important for the leader to feel like a member of the team and not some separate leading entity.
Quality 13. Segregation of duties
People can succeed only when they are believed in, when they are given the opportunity to act and, most importantly, when they clearly define what their role is. In business, as in team sports, a clear division of responsibilities is an understanding of how the team works and how its members interact.
Everyone should see the big picture and understand their place in it. This role is not necessarily the most desirable for the player, but for the sake of overall success, he must try to play it in the best possible way. The best player is not the one who is better prepared, but the one who does the best job in his area that is necessary for overall success.
The star is not the one that shines on the set, but the one who shines in his role.
That’s why you can’t just hire the best specialists and beat them all: you need to create a team in which everyone does their part of the work.
Great teams understand this feedback loop principle: everyone is responsible for themselves and for the team. A team cannot win without a player, but a player cannot win without a team either.
A clear division of responsibilities helps team members navigate what is happening, maintain and spread enthusiasm, and be ready to jump in when needed. If a coach has to put a player in a position other than where he would like to be, you need to convince him that this work will benefit him in the long run. A player who knows his abilities well and has a team spirit will accept this alignment and will sincerely try to do his best.
Assign roles, inspire people to do their work on their sites, and thank everyone who contributes.
Quality 14. Communication
The subtle art of breaking down walls between people and building rapport is a must for anyone who plays in a team (and we’ve already found out that success doesn’t come alone).
Regardless of your role on the team, be open to communication, choose your words carefully, actively, respectfully, and listen carefully to others. Strive to understand the interlocutor, and not just wait for his remark to answer. Express your attention with non-verbal methods: posture, gestures, and facial expressions.
If you are an introvert and not very social, other people may feel resentful that you are not interested in them. It destroys trust and team spirit.
Avoid phrases like “I know (or understand) how you feel.” Respect the feelings of the other person, because his experience is unique to him. It is better to thank for the trust and willingness to share and express respect for the situation faced by the interlocutor. Communication helps us to get to know not only the people around us but also ourselves better. It relieves negative emotions, dissatisfaction, and fears and gives a feeling of closeness.
Effective communication in order to understand and help another person is a skill that can and should be developed. If you want to be successful, you need to learn how to communicate, even if things are not going well at the moment. You don’t have to love everyone you come into contact with, but the best of the best are respectful and caring towards everyone they meet in life.
Good teams talk. The great ones communicate. The coach or manager should ensure that communication between team members is personal, informal, and warm. Alan Stein advises introducing specific measures of communication.
Have your players score a minimum of 20 points per game in a system where 1 point is “worth” applause, 2 points is silent “high five” approval, 3 points is general cheers (“good job!”), 4 points is specific praise (“great pass, Jimmy!”) and 5 points – a combination of all these gestures.
If you are in a leadership position, you may not even notice that ordinary employees do not want to communicate with you. Emphasize openness, call them to contact, talk and remind them that the door to your office is always open. And try not to inflate the company to the limit that makes communication difficult: divide it into teams, reduce the number of meeting participants – communication is more effective in small groups. Communicate often and openly to avoid rumors and the effect of a broken phone. Even in the era of messengers and emails, the most effective communication is personal.
Communication is not always about pleasant things. Skirmishes and arguments also occur in healthy teams. Sometimes, for the sake of progress and clarification of all positions, it is necessary to have not very flattering conversations. However, they also need to be carried out with respect, the desire to understand and help a person cope with weaknesses and develop the best qualities
If you are approached with criticism, try to overcome the natural desire to object and defend yourself – listen, strive to understand and learn from what you are told, the material in order to become better.
Even the most unpleasant conversation needs to end on an uplifting, positive note so that the person feels empowered to change unwanted behavior.
Quality 15. Cohesion
A team in which people strive for a common goal, are willing to be selfless members of the team, know their roles and communicate effectively, works as a flawless machine, this effect Alan Stein calls cohesion.
The key to solidarity is the opportunity for everyone to have their say and be heard. To maintain cohesion, it is not necessary to achieve full agreement.
Amazon has a “disagree but agree” consent formula that emphasizes that objections have been made and heard.
A close-knit team doesn’t just think in unison — people in such teams feel the same way.
“I’d rather lose with a team where everyone works together and care for each other than win with a handful of people who only care about themselves,” writes Alan Stein.
To succeed, you need to carefully choose the people in your inner circle. The best friends and colleagues are those who are not afraid, to tell the truth, respect and support, stimulate development, and want to see you happy.
Time and attention are our most important resources, their quantity is limited.
Check your inner circle and the people you dedicate your time to.
Hire only those who aspire to be part of the puzzle, who want to be part of a cohesive team.
Appreciate people who, thanks to their natural gifts, work like glue for a team, uniting and motivating people with many small, almost imperceptible actions. It is easy to recognize them by their readiness to do what is necessary for the name of a common goal, for them there are no “other people’s work” and “other people’s problems.”
Eight things great teams do:
1. Lead their team members forward.
2. Love them.
3. Cheer them up.
6. Maintain discipline.
7. Cover your back.
8. Encourage development.
It is also very important for cohesion to celebrate victories, even small ones.
The nature of success
Success comes to those who work hard. Don’t be tempted by life hacks and shortcuts. Nothing of value can be achieved without effort. Everyone wants to succeed, but only those who are willing to make sacrifices to it succeed.
If today you are not very happy with your work or life situations, look for what you can change. Perhaps you need to take specific actions, or maybe you need to change your attitude and redistribute priorities. Take courage and take the first step.
And then keep moving with faith in yourself, your coach, and your team.
10 main thoughts
1. Knowing how to succeed is not enough. Knowledge must be put into practice. These days, the process is often neglected, and this leads to failure.
2. We get rewarded not for what we did once, but for what we do every day. There are no trifles in the pursuit of perfection.
3. To be successful in anything, we need to bridge the gap between what we should ideally do and what we actually do.
4. The basis of any success is a good knowledge of yourself, your strengths and weaknesses, and the willingness to develop the former in order to neutralize the latter.
5. Self-confidence is undermined not only by failure but also by inaction.
6. The ability to put the overall success first and work where it is most useful for the team is an indispensable quality of every person.
7. Leadership is the ability to see the goal, move towards it and inspire others to go towards it.
8. The best qualities of a player are knowledge of his strengths and weaknesses, passion, discipline, learning, and self-confidence, which is the sum of all these characteristics.
9. A leader who guides players must have a vision, work to create and maintain a positive culture, be able to serve their people, have character and clear principles, and inspire and delegate.
10. A team that can win is based on faith, selflessness, clear roles, and effective communication, which together create cohesion.
1 . Read the summary of Gary Chapman’s The Five Love Languages in our library.