A Quote by Eniola Aluko

I feel that sometimes managers think that, if they can come up with a tactic that leads to success in a major game, they can get all the plaudits. — © Eniola Aluko
I feel that sometimes managers think that, if they can come up with a tactic that leads to success in a major game, they can get all the plaudits.
I'm a massive Roger Federer fan, and sometimes I can see in his game the willful development of a tactic or technique that doesn't come as naturally to him, like fixating on improving the backhand. And I'm thinking, Hit the forehand! It's what you do!
Occupy was not a movement, it was a tactic. You can't sit forever in a park near Wall Street. You can't do it for more than a few months. It was a tactic I had not predicted. If people asked me, I would have said "don't do it." But it was a great success, an enormous success, with a big impact on people's thinking, on people's actions.
Sometimes you get into fights if a teammate is getting taken advantage of, sometimes just from competing and you feel someone takes a cheap shot. It's just the intensity. It's an intense game, sometimes you just get too fired up and fights happen.
I always say I'm hurting sometimes, have a lot of injuries. But if you win a game, I feel great. But if you lose the game, those injuries, they come up. I don't know how to explain it, winning is such a unique thing.
As a result of overdiversification, their (active managers) returns get watered down. Diversification covers up ignorance. Active managers haven't done enough research into any of their companies. If managers have 200 positions, do you think they know what's going on at any one of those companies at this moment?
Every major criminal case is always built from the bottom up. You get the underlings, you get them to plead and cooperate, and that leads to the higher-ups.
Success is not a harbor but a voyage with its own perils to the spirit. The game of life is to come up a winner, to be a success, or to achieve what we set out to do.
I think in the bullpen you can tell during your warmups, if you have a good feel for it. But anything can happen once you get into a game. Sometimes you just wind up throwing it better than ever before one day without knowing why.
There is no evidence that changing your managers repeatedly leads to success, but there is evidence at Manchester United, I was managing there for 26 years I won 38 trophies.
Most people think of a feel as when you touch something or someone and what it feels like to your fingers but, a feel can have a thousand different definitions. Sometimes feel is a mental thing. Sometimes feel can happen clear ‘cross the arena. Sort of an invitation from the horse to come to you.
You can't give up. Sometimes you get knocked down, but you have to get back up, fighting. You have to think about the others who come behind you as well. And you have to think of the example that you set for others.
Managers get interviewed for jobs, but I think it should be the managers who are interviewing the chairman.
I'm someone who takes on information quite well, so there's maybe a path into management. But I see what successful managers have to go through to get to that level - it's a completely different ball game - so I think I'll cross that bridge when I get there.
Sir Alex, one of the best managers of all time. After 26 years of success in the game, we all owe him a tribute.
When you get the first knock, it kind of wakes you up: you know, they are men, and it is not like Under-18s when you can take loads of knocks and know you will be fine, that you won't feel anything after the game. You definitely get harder knocks, but it helps. You just get up and get on with the game, and then you can give it to them back.
Active investment is a zero-sum game. Passive managers don't play the game. They buy something resembling the market as a whole, or some segment of the market, and they don't respond to the actions of active managers.
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