A Quote by Steve Yzerman

Since the season ended, I've let things settle down, and I have to talk to the coaching staff and management. I really don't want to turn this into a big drama. So I plan on making a definite decision relatively quickly.
I train hard; I have the best coaching staff in the world... We always do the right things. I stick to the plan, and we get things done.
In the regular season, they all only count for one win or one loss. But for a team or coaching staff, these are tests, and you want to see where you're at.
I know exactly what I want to write. I do not write until I do. Usually I write it all down only once. And that goes relatively quickly, since it really depends only on how fast I type.
Preventing staff from having too much influence and decision-making power is fairly easy. Appropriate procedural safeguards can be installed to prevent staff from, among other things, self-dealing, making decisions in an isolated manner, or committing funds without oversight.
One of my rules is I generally don't talk to elected officials. It's kind of a firewall. I'll talk to staff if they have something of interest. I try to avoid talking to politicians altogether. I mean, to be honest, I don't really find them that interesting. If I want juicy information I talk to staff of the politicians.
I can talk with my team-mates, understand them and it's better for understanding the coaching staff and the game itself. If someone's making a run and they shout for the ball, I know now.
You have the management team, coaching staff, film staff, analytics team, training staff and playing team, and you're trying to manage all that and it's overwhelming. And then you have the media responsibilities. I don't know that I help at all, but I would think my value would be to help provide more of a clear-headed view from the outside. It's not like I have huge opinions, but I do have my point of view and perspective.
You work all season to earn the trust of your teammates and the coaching staff.
Collective management will build companies - not top-down decision-making.
In management terms, directing opera certainly prepares you for a film set: the magnitude of it, the experts in other fields that you have to call on. Both are massive ensemble jobs in which there's incredible pressure to get things done on time and on budget - so much so that making the wrong decision may be better than making no decision at all.
You know, if we're going to bring down the price of gas, you have to have three things. You have to have a big reserve, you have to have the ability to develop oil out of that reserve quickly, and you have to be able to produce oil at a relatively low cost.
You can get together, you can talk as much as you want, but if there's not a decision-making process - that's where democracy really matters.
The reason I'm in good form is not just down to myself: it's down to the manager and coaching staff improving my game.
While THE NEW COOL takes the reader inside a season, limns a team and coaching staff, and masterfully recounts a gripping competition, this is anything but your conventional sports book. And not simply because the 'big game' is...a curious robotics contest. Like the kids he vividly captures, Neal Bascomb has himself performed a masterful bit of engineering here.
The team is in great shape, the coaching staff, the front office. Just things feel really good chemistry-wise across the board.
Playing 16 years is completely unexpected and going through everything we went through. Big disappointments, huge wins, creating that type of union with the coaching staff, with the front office, with the staff, teammates. It's been an amazing journey, way beyond anything that can be expected.
This site uses cookies to ensure you get the best experience. More info...
Got it!