Proč jsem si tuto knihu vybral?
Kniha mi přišla vhod hned ze tří hledisek. Prvním bylo doporučení od Fíly Zárobského, že je to perfektní knížka na leadership. To mi jako správnému teampreneurovi začalo šrotovat v hlavě, kde bych ji sehnal. Když pak Fíla doplnil, že je v jazyce anglickém, mé nadšení trochu kleslo. Nejsem úplně nejsilnější v angličtině a žádnou knihu jsem v ní také nečetl. Rozhodl jsem se však, že se pochlapím a tahle překážka pro mne nic nebude. Když se za dva týdny objevila dole v knihovničce, měl jsem jasno, co jdu okamžitě dělat.
Poznámka na začátek: Jelikož nejsem ZATÍM v angličtině ten nejsilnější hráč, některé citáty či myšlenky jsem si netroufl překládat. Tato esej bude tedy výjimečná tím, že bude anglicko-česká :)
1) The Innocent Climb
„Ask not what your teammates can do for you. Ask what you can do for your teammates.” – Magic Johnson
Being innocent means understanding territoriality and knowing that each player has his space – and them putting it aside for the good of the team. Innocence is about trust in a team. It’s an attitude: doing your most for the team will always bring something good for you. It means believing that everything you deserve will eventually come your way. You won’t have to grab for it. You won’t have to force it. It will simply catch up to you, drawn along in the jetstream (tryskový proud), the forward motion of your hard work.
Rile’s Rule of Rebirth
In any dead-end situation, a team’s members are ready for rebirth when:
- survival instinct overrides (převažuje) territorial instinct
- being a part od success is more important than being personally indispensable (nepostradatelný)
- the team’s energy and enthusiasm take on a life of their own
Rile’s Rule of Detecting Innocence
When a gifted team dedicates itself to unselfish trust and combines instinct with boldness (odvahou) and effort – it is ready to climb.
Rile’s Rule on Style
The biggest battle on a pro court is the one between style and efficiency. A particular shot or way of moving the ball can be a player’s personal signature, but efficiency of performance is what wins the game for the team. Style can juice (povzbudit) the player and stir (rozhýbat) the crowd, but it must never overwhelm (přemoci) the fundamental goal of playing the game and winning.
“The best way to cheer yourself up is to cheer everybody else up.” – Mark Twain
Question: Do you have the courage to put aside ego and turf wars for the common good?
Time-Out
So far, we’ve learned that an Innocent Climb begins when a team comes together unselfishly, its members often not having had the experience of great success, and unexpectedly achieves dramatic things. A team in an Innocent Climb can feel the power surging (zvedá), so internal rivalries, wars, and selfish behaviour patterns (vzory) are set aside.
2) The Disease of Me
“It requires a strong constitution to withstand repeated attacks of prosperity.” – J. L. Basford
Unless you learn to manage the aftereffects of winning, the forces that led your team to the top will turn around and destroys you. When Disease of Me afflicts the strongest members of a team, or even its coaches, they develop an overpowering belief un their own importance. Their actions virtually shout the claim, “I’m the one.” They try to prove that they really are as important as the fawning podlézavý) press and idolizing fans think.
The most difficult thing for individuals to do when they’re part of the team is to sacrifice. It’s so easy to become selfish in a team environment. To play for me. It’s very vulnerable (zranitelné) to drop your guard and say, “This is who I am and I’m gonna open up and give of myself to you.” But that’s exactly what you’ve got to do. Without that sacrifice, you’ll never know your team’s potential, or your own.
Rile’s Rule of the Reverse 20/80
When a successful organization becomes infected with the Disease of Me, people who create 20% of the result will begin believing they deserve 80% of the rewards.
Rile’s Rule: Getting the Best of the Bench
The team on the court is the team of the moment. When the first string (struna) snaps, motivate the players you have, rather than moaning (truchlení) about players you don’t have. You’ll never rouse (probudit) The Winner Within by making people feel they’re only a fill-in (výplň) for sidelined greatness.
Six Danger Signals of the Disease of Me
- Inexperience in dealing with sudden success
- Chronic feelings of underappreciation (nedocenění)
- Paranoia over being cheated out of one’s rightful share
- Resentment (Odpor) against the competence of partners
- Personal effort mustered solely (shromážděné pouze) outshine a teammate
- Feelings of frustration even when the team performs successfully
Time-Out
The Innocent Climb – success through unselfishness – has been shattered (roztříštěn) by the Disease of Me. The team is awash (zaplaven) in pretty rivalries. Greed and resentment (Chamtivost a závist) eat away at the team’s togetherness and undermine (podkope) its ability to collaborate. Factions divide the loyalties within the team. Personal performance slides. No matter how fast an Innocent Climb uplifted the team, the Disease of Me cuts it down even quicker.
3) The Core Covenant
“To be trusted is a greater compliment than to be loved.” – George MacDonlad
“A great manager has a knack for making ballplayers think they are better than they think they are.” – Reggie Jackson
“I have always thought the actions of men the best interpreters of their thoughts.” – John Locke
“Trust is the lubrication that makes it possible for organizations to work.” – Warren Bennis
“You only live once, but if you work it right, once is enough.” – Joe E. Lewis
A Covenant is an agreement that binds (zavazuje) people together.
People sometimes ask, “What would you rather have, a winning team or a together team?” When you understand team dynamics, it’s obvious. A team must first be together – like a strong family. People on all levels of the team have to endorse (podporovat) and uphold a Core Covenant.
This is what happens whenever people on a team decide not to trust: everyone will gear down (podřadí) their effort until they’re doing enough to get by. They want to enroll everyone else in their cycle od disappointment. They’ll be too smart to mess up enough to by singled out, but their subtle withholding (jemné snižování) of effort may eventually be enough to bring about a systemwide failure.
A house divided against itself cannot stand. You are either with me or you are against me.
Key players are a coach’s bridge to team leadership. When they come forward and sign the Core Covenant willingly (ochotně), their positive qualities define the core of the team.
Pat Riley’s speech March 1982: “Talks are great, but if the things you agree to get applied on the floor, we set standards that you think will make us a championship team. We as a group will monitor each other. And I as your coach will enforce (prosazovat) them. You might not like the consequences of failing to get behind the team’s standards.”
It takes time and maturity to build a Core Covenant, and it must regularly renewed. Once you’ve done it, you have created a prediction for success to live a ripe old age. You’re ready to become significant.
Rile’s Rule of the Heart
Every team must decide, very consciously, to uphold Covenant terms that represent the best of values – voluntary cooperation, love, hard work, and total concentration on the good of the team. The greatness flowing through the heart of the team must be pumped out to all the extremities (končin).
Rile’s Rule on How to Release Covenant Energy
Positive peer pressure intensifies (zesílí) any team’s performance and brings it closer to peak. Covenants can be energized only in an atmosphere of total trust. That trust makes honest criticism a sign of confidence and caring.
The Constructive Covenant
… binds people together
… creates an equal footing
… helps people shoulder their own responsibilities
… prescribes terms for the help and support of others
… and creates a foundation for teamwork
Positive Covenants Are Born
… in the depth of crisis
… when hidden agendas are brought to light
… after the supply of scapegoat is exhausted
… if the first seeds of real trust are sown
… as teammates start acting positively for each other
Time-out
The Disease of Me has claimed real victims, and the team has run out of excuses and scapegoats (obětní beránci). It wants to restore the trust and confidence it felt during the Innocent Climb but knows that the team relationship must now be based on something more thoughtful and solid. This survival needs, often sensed in a time of great crisis, is satisfied by a Core Covenant that creates standards to which the team is totally committed. A successful Covenant works only if team leadership constantly upholds and enforces (prosazuje) the Covenant’s bonding principles.
4) Thunderbolts
“The future belongs to those who believe in the beauty of their dreams.” – Eleanor Roosvelt
“It ain’t what you eat, but the way how you chew it.” – Delbert McClinton
Thunderbolt experience should teach you to do: take on adversity (nepřízeň osudu) and come back, better than before. Thunderbolt spells (znamená) immediate adversity for someone. But that adversity also carries a positive charge: it strips away all the nonessentials and forces you (donutí tě) back to your basic strengths. Adversity shoves you down to your core values and beliefs, to the things that matter most. Back on bedrock, you find the reasons and the strength to carry on and carry through.
The emptiness comes back very quickly. And nothing gets accomplished in the meantime. There is never any release from the consequences of adversity until you decide to do something about them. Forget about sympathy. Strengthen your state of mind instead. Even if the odds have shifted against you, go after your goal with the same effort, the same belief, and the same faith.
If you hear yourself, or your teammates, starting sentences with “If only” or “I could’ve” or “We should’ve” you’ve heard thoughts that are you going in the wrong direction. So do you absorb them, with grace and a determination to learn whatever they might teach. But never be tempted (být v pokušení) to accept them. Be angry. Be determined to come back stronger next time. But don’t be accepting. People who are negatively conditioned accept defeat. People who are positive don’t.
“Life is difficult.” Once you realize and accept that fact, you’re ready to live life successfully. You find a genuine kind of peace. You focus on controlling all the things that are you able to control. You rededicate (znovu zasvětit) your energies to basics. The most profound (hluboký) basic of all is simple hard work.
If you’re thinking “I’m expect to fail” or “It’s okay to fail, after what happened to me,” you will fail. Simple as that.
The person who makes a difference, who leads his or her team into significant achievement, will be the one who starts by keeping wins and losses in perspective. You must take what comes at you but roar (řvát) back at it and not let it overwhelm you. Refuse to accept a Thunderbolt has the power to ruin your life, and that’s half the job of overcoming (přemoci) it.
When people care that much about you, there’s nothing you can do expect get out there and fight. You have to pick yourself up, dust yourself off (oprášit se), and say: “Let’s get this over with! It takes a year? Okay.”
Rile’s Rule of the Primed Pump
After you have invested your total effort in priming the pump, performance seems to flow along effortlessly (bez námahy). But when a Thunderbolt takes away one or two of the key players, the rest of the team must stage an enormous increase in effort to keep the flow of success constant.
Rile’s Rule on Beating the Sympathy Syndrome
Giving yourself permission to lose guarantees a loss. If you don’t steel yourself to other people’s sympathy, you cheat yourself and your team. Shoulda, coulda, and woulda won’t get it done. In attacking adversity, only a positive attitude, alertness (bdělost), and regrouping to basics can launch a comeback.
Time-Out
Core Covenant in place, the team is together, in organization and in attitude. With a far more solid foundation that the Innocent Climb, and healthily beyond the petty bickering (drobné hašteření) of the Disease of Me, the team seems to route to uninterrupted success. But life is never that smooth, and Thunderbolts – unexpected catastrophes beyond your control – are nearly certain to challenge the Covenant and to test the character of the team. Once it’s accepted that life offers a steady (stabilní) stream of difficult challenges, The Winner Within accepts Thunderbolts will come and focuses on self- and team-discipline and on building a sense of anticipation (očekávání) that minimizes adversity and even extracts benefit from it.
5) The Choke
“There is the greatest practical benefit in making a few failures early in life.” – T. H. Huxley
“God gets you to the plate, but once you’re there you’re on your own.” – Ted Wiiliams
“In order to win you must be prepared to lose sometime. And leave one or two cards showing.” – Van Morrison
“The minute you start talking about what you’re going to do if you lose, you have lost.” – George Shultz
Choking is the defeat that results from failing to understand or accept the reality of your competitive position versus an opponent. Failing at a critical moment can come from overestimating your strengths an easily as from underestimating it.
Over- or underestimating you competitor leads to clutching (svírání) because you don’t know you enemy. It’s just as bad when you don’t know yourself. First, a lack od self-confidence will prevent you from testing or developing your skills to their fullest: you go through life with a self-imposed (dobrovolně) performance cap. Second, if you blindly take on challenges beyond your level of preparation, you saddle (osedláte) yourself and your teammates with avoidable disappointment (odvratitelné zklamání), and sometimes worse.
When you meet a challenge fully prepared, your effort flows seamlessly (bezproblémově). There is concentration and exertion (námaha), but no straining (napětí). When you go after a goal and you’re not prepared, you soon find yourself pressing. The harder you try, the less effective you become. The less effective, the more discouraged – until there is finally an iron-clad conviction (železné přesvědčování) that you will fail. Poor preparation is an enemy of free-breathing performance and an invitation to choking.
Repeated choking is the essence of defeatism. Losing becomes part of your identity. You begin playing to avoid a loss, rather than playing to score a win. The more fearful you get, the more likely it is that you predicted disaster will ultimately come true.
Choking can make you want to give up. Or it can be the ultimate prod to do your best. You make the difference. How do you react when you choke? Are you determined to overrule (přetočit) the Choke reflex and take you team beyond it?
Rile’s Rule on Finishing Without Being Finished
You have no choice about how you lose, but you do have a choice about how you come back and prepare to win again.
Rile’s Rule of Total Preparation
Being ready isn’t enough. You have to be prepared for a promotion or any other significant change. Preparation demands mental a psychical conditioning and conscious (uvědomělé) planning. A player who is just ready and not totally prepared simply increases risk and is a liability (odpovědný) to the team.
Rile’s Rule for Home-Made Misery
- Tell yourself you never had a chance
- Fear losing so much that you become overprotective
- Take any simple mistake you make as proof of how stupid you are
- Let the spirit to retaliate (pomstít se) against bad luck or flagrant (očividné) fouls dominate over sensible (rozumný) plan to win
- Save your most dramatic choking performances for decisive momonets – so that you convince yourself and everyone else that you were born to choke
Rile’s Rule on Dialing 911
- Clear your mouthpiece of alien debris (trosky), all that crap (svinstvo) about being destined to lose
- Confirm your own vital sings and restore faith in your own basic ability to perform
- Search out and destroy the root (kořeny) causes of excess (nadměrné) nervous energy and overprotectiveness
- Never forget that the misery od defeat is always worse than the misery of the Choke
Time-out
After being hammered by Thunderbolts, the team feels both discouraged and victimized, while it hungers to recapture (znovu získání) the solidity of the Covenant and the success rush it once knew in its Innocent Climb. But things have yet to hit the bottom of the Choke. Caution, fear of further (další) failure, and an exaggeration (přehánění) of opponent strength or weaknesses all distort the team’s perception of reality. Like the Disease of Me, the Choke is self-induced, but the Choke stems (pramení) from poor preparation and low self-confidence rather greed or resentment (chamtivost a závist). The Choke can only be overcome through a total overhaul (přehodnocení) of attitudes.
6) The Breakthrough
“Men die of fright and live of confidence.” – Thoreau
“The only place where success comes before work is in the dictionary.” – Vidal Sasson
“It’s a little like wrestling a gorilla. You don’t quit when you’re tired – you quit when the gorilla is tired.” – Robert Strauss
“But I do believe that we’re going to do out there like warriors and that would make our fathers proud” – Kareem Abdul-Jabbar
A breakthrough is a positive Thunderbolt. It enables the team and The Winner Within to grasp (uchopit) and to realise their mission by defining and fulfilling the most important performance goals in life. It seems there’s nobody you can depends on but yourself.
If you’re the competitor, you have to learn to tolerate getting beaten. But you can never tolerate beating yourself, and self-defeat is the inevitable destiny of the choker.
Fear of failure will lead you toward despair (zoufalství), wrong decision, and incomplete performance. It’s one of the last hurdles (překážka) between any person, or any team, and their greatness. Listening to the voice that counsels (vybízí) courage, that affirms your life and your ability will put you in the wall, what inner voice will remind you that you’ve faced down fear before?
Rile’s Rule of the Leading Voice
When a breakthrough arrives, there will generally be some message, some voice, that captures the essence of the work be done. It could be a movie, a novel, a song, or a sentence rich in images. To energize a team to break through to its goal, some massage must ignite that energy.
Leading Indicators of a Breakthrough about to happen
- Deep loneliness, but still a compelling need and desire to act on the behalf of others
- A hunger reclaim dignity (důstojnost) for oneself and one’s teammates after rejection (odmítnutí) or failure
- A team leadership that acknowledge it may have been wrong or ineffective, so that others can withstand criticism and challenges more easily
Time-out
The realization – the Breakthrough – is a positive sort of mental Thunderbolt. The Breakthrough enables the team to grasp its mission and to undertake (provést) the most important performance goals in life. The Breakthrough can be achieved only if the team’s core is revitalized and if it Is challenged to new heights of performance and awareness (povědomí). Breakthroughs often hearken (naslouchat) back to earlier pivotal (klíčový) moments in a person’ life and then enlarge them into broader (rozvinutější do šíře), more important lessons.
7) Complacency
“Each success only buys an admission ticket to a more difficult problem.” – Henry Kissinger
“You have to perform at a consistently higher level than others. That’s the mark of a true professional.” – Joe Paterno
Complacency (uspokojení) is the lats hurdle any winner; any team must overcome before achieving potential greatness. Complacency is the Success Disease: it takes root when you’re feeling good about who you are and what you’ve achieved.
The temptation to slack off (pokušení flákat se) starts when you’re feeling good about who you are and what you’ve achieved. After you have spent yourself emotionally and psychically to achieve the great dream, it’s so easy accept the illusion that your struggle is ended. The congratulations of your friends and family – and maybe even the media - all help you believe that you will stay high on the pinnacle (vrcholu), right where you belong. You’re arrived. And it feels so great to let go of yesterday’s hunger and insecurity. From that enticing (lákavý) moment forward, it gets harder and harder to makes sacrifice. That’s why wise worry is good: not paralyzing worry, but healthy awareness of reality. It roots out budding (zakořeňuje začínající) self-satisfaction. While you’re celebrating success, someone else is laying plans to move up in the world, and you better know it. This is what happens to teams who dream about the past. They go along, seeming okay on the surface, the bottom suddenly falls out of their performance. After each apparent (zdánlivý) recovery, the team will cycle back again and again, each time to worse disaster. Playing below our potential had become a habit. The “on” switch wasn’t connected.
A team that has just reached a milestone is in danger. When you have momentum, when competitors are intimidated (zastrašeni) by your accomplishments, it’s sometimes possible to give a half-hearted effort and still succeed. A psychology of complacent (uspokojení) is a looming (rýsující se) threat. The top spot now belongs to you. The wins will be automatic. The rewards will never stop.
Complacency is the last hurdle standing between any team and its potential greatness. Complacency gets it first foothold (opěrný bod) because some moments in life are so wonderful that we never want them to end.
Anytime you stop striving to get better, you’re bound (předurčen) to get worse. There is no such thing in life as simply holding on to what you’ve got.
Rile’s Rule of Kicking the Complacent Ass
Avoiding the solution of a tough and miserable problem is not a discretion. It is cowardice. And it is robbery. Because as long as a serious problem goes unsolved, no team, no person can exploit its full potential. Any coach who doesn’t kick the complacent (uspokojení) ass on his team will end up kicking his own before long.
Rile’s Rule of the Brilliant Loss
When a great team loses through complacency, it will constantly search for new and more explanations to explain away defeat. After a while it becomes more innovative in thinking up how to lose than thinking how to win.
Time-out
After the most awesome Breakthroughs, the most crippling (paralyzující) team disease of all can begin its sinister (neslavný) growth. If it does, effort, attitude, and diligence (pečlivost) are all casualties (ztráty). Having made it this far along the cycle, Complacency is the last hurdle standing between any team and its potential greatness. Winners vaccinate themselves against self-satisfaction by remembering that some rival is always planning smarter and working harder to overtake and unseat a winner.
8) Mastery
“I’m a great believer in luck, and I find the harder I work, the more I have of it.” – Thomass Jefferson
“The will to win is important, but the will to prepare is vital.” – Joe Paterno
“It’s what you learn after you know it all that counts.” – John Wooden
“Lord, deliver me from the man who never makes a mistake, and also from the man who makes the same mistake twice.” – Dr. William J. Mayo
“If you can dream it, you can do it.” – Walt Disney
Excellence is the gradual result of always wanting to do better.
!!!!In progress we can see, a one percent improvement in five areas for twelve players gave us a 60 percent increment!!!!!
No player wants to be known as a quitter.
The key difference between ordinary and extraordinary players is that the great ones are always thinking one, two or three plays ahead.
The Temporary Insanity Textbook
- A leader’s aggrieved outburst is not an explosion, nor is it a regular or predictable event
- It is the art of being angry at the right time, to the right degree, with the right people
- Have a real and focused mental plan, not emotion-driven monologue
- The leader should always send out someone to complete the damage report and to get a quick, accurate reading of the emotional wounding (zraňující) done by the rampage.
Rile’s Rule of Comparison
Every member on a team plays a different role and brings different skills. For a team made up of highly specialized players, the worst way to compare performance is between each other. The best basis is versus the player’s finest counterparts on competing team or against his own history.
Time-out
Only by committing oneself to a tougher and constant standard of training, alertness, and performance can Complacency be kept at bay. Mastery is the next goal, and Mastery is built on excellence – the gradual result of always wanting to do better. Mastery demands an intense awareness of the present moment and keen knowledge of one’s individual best-effort potential. Mastery is an emotional as it is mental. You can’t attain Mastery and neglect (zanedbání) morale … and morale isn’t simply encouragement (povzbuzení). It is sparked (zajiskření) by the will of a team’s coach and its leadership to challenge the team defiantly to reach for tougher new standards.
9) Upping the Ante
“Impossible is a word to be found only in the dictionary of fools.” – Napoleon Bonaparte
“The uncommitted life isn’t worth living.” – Marshall Fishwick
“A wise man will make more opportunities than he founds.” – Francis Bacon
“It is a rough road that leads to the heights of greatness.” – Seneca
“The privilege of lifetime is being who you are.” – Joseph Campbell
Courage is resistance of fear, mastery of fear – not absence of fear.
This is what a Misson is all about – endurance.
Rile’s Rule of Raising the Stakes
Coaches who let a championship team back off from becoming a dynasty are cowards. But if you raise the ante, make sure you are flush (zaplaven) with resources and drive. You’ll have to prepared to wager (vsadit) the team’s total wherewithal (prostředky) – and yours too – to win dynasty stakes.
Rile’s Rule of Reengagement
After a glorious victory in a grand war, the hardest battle to fight is the first little skirmish (šarvátka) of the next campaign.
Time-out
For the first time of winning, the team has the opportunity to take two possible steps in a row of Mastery is wagered and the ante is upped. The very opposite of the Choke – where confidence is denied – Anteing up claims an unbeatable excellence and defines others to challenge it. Instead of winning championship, the total focus is on being a championship team – becoming a historically significant and leaving footprints. Upping the ante often costs colossal exertion (námaha) of effort and endurance.
10) Core Cracking
“When you cannot make up your mind which of two evenly balanced courses of action you should take – choose the boulder.” – general W. J. Slim
“A man isn’t old until regrets take the place of dreams.” – John Barrymore
“You don’t merely want to be considered just the best of the best. You want to be considered the only ones who do what you do.” – Jerry Garcia
Renewal always begins with destruction, a cracking of the Core Covenant, and its inner centre of people. Renewal begins with pain. The key is guiding the pain in the direction of renewal. If the coming apart is handled unaware (nevědomý), it just leads to more useless pain.
Fatigue (Únava) makes cowards of us all – individuals and organizations – and cowardice in an archenemy of sound judgment.
The evolution of the people on the team eventually makes the core crack and nothing can change that.
Rile’s Rule of the Departing Warrior
When the do-or-ide gladiator hangs up his sword, the fear and awe (úžas) that marked (poznamenal) the team’s respect of him during his reign may turn to resentment and turmoil (zášť a zmatek). The Warrior’s departure may throw his own team off-balance on leaving, as much as his aggressiveness earlier undercut the team’s opponents on the field.
Rile’s Rule of Oneness
Management must speak with one voice. The chain of command must run from players to coach, from coach to manager, from manager to owner. When it doesn’t, management itself becomes a peripheral (periferní) opponent to the team’s Mission.
Time-out
Veterans of greatness can and should uphold legacy that their team performance has earned. They must also recognize that nothing is forever, that the core will crack. When the core cracks, The Winner Within doesn’t lose all gains: certain parts of the past can be made a part of oneself and form the basis for future growth, but the team as a whole has a different destiny. Because of age, deteriorating ability, or other personal reasons, some will leave the team. The glory days are gone. The team-breaking patterns, which have been subdued and held in check, but never totally obliterated, will finally lash out. This is the toxic and terminal phase of Core Cracking. Core Cracking is a realist’s recognition that the cycle of change cannot be sidestepped.
11) Moving On
When your core cracks, you have two alternatives; either create a new team and Core Covenant by change where you are, or to move on.
It is certainly harder to “move on” while you stay in the same place, because all of the cues (podněty) and relationships are there to reinforce (posílily) the old behaviors, but it certainly can be done.
A team player must act out of intense loyalty, even through that loyalty may someday have to be realigned with a new team. The Winner Within still try to win, and to cooperate, however, because they know they never lose with that attitude. If you play with total commitment, you present team can win. If you are known as a team player, your chances for a better future are great.
Rile’s Rule of Respect
Sometimes you have to respect your competition so much that you treat them with no respect at all. You have to defeat s great player’s aura more than his game.
Rile’s Rule of the Stacked Deck
When you’re playing against a stacked deck, compete even harder. Show the world how much you’ll fight for the winner’s circle. If you do, someday the cellophane will crackle off (praskne) a fresh pack, one that belongs to you, and the cards will be stacked in your favour.
The Winner Within’s Ladder of Evolution
- From nobody to upstart
- From upstart to contender
- From contender to winner
- From winner to champion
- From champion to dynasty.
Time-out
After Core cracking has created its inevitable ruins, there is only one real alternative for The Winner Within, and that is Moving On. It is to search out new teams, goals, and challenges – either in the same place or in a new setting. Properly understood. Moving On is not a retreat from defeat, but an exhilarating (osvěžující) the change that makes you feel vital and alive.
12) One from the Heart
“You can become a winner only if you are willing to walk over the edge.” – Damon Runyon
“To be prepared is half the victory.” – Miguel Cervantes
“One man with courage makes a majority.” – Andrew Jackson
“Morale is the state of mind. It is steadfastness and courage and hope.” – general George Marshall
The best leaders are often the best listeners and the most open to new ideas.
A trademark of the true Warrior is that inner clock … and overarching (zastřešující) views of all the games within the big ones. The true Warrior is someone who knows how to get the job done at the moment of truth.
Rile’s Rule of the Magic Moment
In every contest, there comes a moment that defines winning from losing. The true Warrior understands that moment by giving an effort so intensive and so intuitive that it could only be called one from the heart.
Summary
The Innocent Climb is the first rustling our proper selves.
The Disease of Me stages the most primitive assault on our own goodness.
The Core Covenant is a conscious fresh start through commitment to others.
Thunderbolts test our conviction and our determination to stay the course.
The Choke reveals our deepest-saddest anxieties about being a winner.
Breakthroughs enable us to conquer our own self-devised handicaps.
Complacency deludes us to believe that we can ever do enough.
Mastery teaches us that we must always do more.
Anteing Up turns Mastery into unbeatable excellence.
Until the Covenant’s exhausted Core Cracks.
And one must Move On mentally – and perhaps psychically, too – to a new rebirth.
ATP
Nemám slov!!! Čekal jsem hodně, ale tohle ne. Vlastně nevím ani, kde začít. Při tomhle psaní jsem si uvědomil však jednu podstatnou věc – dělám kvalitní eseje i popis teorie. Co mi však při této eseji vlezlo do hlavy, byl fakt, že na to, kolik toho přečtu, v praxi to nevyužívám. Rozhodl jsem si tedy najít reading buddyho, s kterým se budu scházet každý týden, kde spolu budeme probírat nějakou knihu. To mě donutí se k esejím pravidelně vracet a předávání mi pomůže znovu se zapamatováním si bodů z eseje.
Až se z knihy vzpamatuji, vrátím se primárně k citátům, které mě nejvíce oslovili. Taktéž chci více studovat chování a směřování v týmu, identifikovat jej díky svým poznámkám a dokázat předpovědět, co je potřeba k posunu na další úroveň. Co si z knihy však odnáším okamžitě, jsou tyto dva citáty:
1) “Impossible is a word to be found only in the dictionary of fools.”
2) “The minute you start talking about what you’re going to do if you lose, you have lost.”
Také díky této knize jsem dostal impuls více procvičovat angličtinu ve čtení a mluvení, ať si příště napíši anglickou esej bez vysvětlivek :)
K této knize se ještě několikrát vrátím jako k nasání teorie pro mé budoucí problémy (ať už osobní i týmové).
