A Quote by Daniel Farke

Working as a head coach always seemed to be a bit short term. You lose five games and you're out of a job. — © Daniel Farke
Working as a head coach always seemed to be a bit short term. You lose five games and you're out of a job.
It's always important for a coach to decide on the short term and long term - one factor doesn't block out the other.
It's nice to have short-term to medium-term things that we can apply and see real change in our products, but also have longer-term, five to 10 year goals that we're working toward.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
I think I jumped the gun a bit on head coaching. I got named a head coach at 23, and I really didn't know what I was doing. I remember getting that job and going, 'Oh my God, they gave me the job.'
Fear is not a motivating factor. You might be able to get a little bit more out of someone in the short term, but you will completely erode your business and your culture in the long term. You're going to lose all your good people. You're not going to have people tell you the truth, and it becomes the tradition.
You're the quarterback, if you lose games... it's the head coach and the quarterback. If you're not winning, it's on you.
My job as the associate head coach was to make sure the head coach has everything he needs. That's my job. Whatever he needs me to do and whatever I see fit to do to help the team win.
When you start with why, which decision you make becomes very easy. It is so hard to do when you may suffer a short term loss or you may lose out on some short term gain. But in the long run it's way more powerful and way more stable.
I'm a bit surprised that the Raiders turned to Art Shell to be their new head coach, not because Shell isn't a good head coach - he had success before as the Raiders' head coach - but because he's been away from the game so long and the game has changed a lot in those years.
We have to build that African-American offensive coordinator/quarterback coach that is going to be a head coach. I think that's our job as head coaches - to find those guys.
I believe the term 'head coach' has been misunderstood, though not by Slavisa nor nearly every one of the other candidates we interviewed. Slavisa avidly embraces the concept of head coach, which is to be on the pitch, training, organising, planning, and everything that comes in preparing for and leading the Club on match day.
My goal early in becoming a head coach so young was to find out if I could do it. I just wanted to see if I could be a good head coach and then start learning from head coaching.
There is nothing like playing in the actual games, compared to simulating it, working out, playing some five-on-five. It's not the same.
We want everything in a hurry because our primary aim must be survival in the short term. Long term thinking has seemed like a luxury in human history because lives were shorter, but with our increased longevity we have to figure out what to DO with all our time, and to pace ourselves to achieve things that we want. Hobbes might have been right when he originally wrote that life is 'nasty, poor, brutish and short', but today we are AWASH with time.
You need to have a short-term memory. That's a big thing that I learned a lot. Moving on from games, even good games that I have. Move on from them and be prepared for the next night.
Always carry a notebook. And I mean always. The short-term memory only retains information for three minutes; unless it is committed to paper you can lose an idea for ever.
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