A Quote by Jeff Schultz
It's unfortunate when an athlete's talent comes with so little forethought or leadership [...] The Falcons need to start over. If next year's team ends up being young and hungry but fairly average, the last thing you want as a general manager or coach is to have a blowhard cornerback whining about his contract leading the charge, no matter how good he is.
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We need to start acting like a team, focus on winning and not worry about all of the other stuff that goes on. We lost our focus last year. We worried about who was being hired, who was being fired. That's got to change. We don't need any more finger pointing. We need to act like a team.
The most important relationship a head coach has on his team isn't with the other coaches, the owner or the general manager. It's with the quarterback. He's the one who runs the show on the field; He's the ultimate extension of his coach. If there isn't a high level of mutual trust between them, both coach and quarterback will be doomed.
When you talk about goals, you look at your team last year and you want to move the meter a little bit. You don't want to go back and be the same team that you were last year, so we have tried to get better in some ways.
Edwards recalled that he once planned to coach until he was 60 as he signed an extension to his contract. I was about 62 before I ever remembered that's what I had set up. . . . Now I'm already making plans for next year and recruiting. That's the reason for this. I just feel good right now.
I want you to notice nature, how geese are in flight and they form a V in a leadership role…The lead goose, when he gets tired of flapping his wings, he drops to the back and the next goose comes up front. Without stopping, without fussing, without whining. He becomes that next leader, he or she, that’s what we have to do.
My general rule, which I have followed throughout my coaching career, is that everyone doesn't necessarily get treated the same way, because I'm not sure that's possible. But everyone has to be treated fairly. Moreover, they have to know and trust that they will be treated fairly. Dennis Green, NFL Coach There's nothing worse than the feeling of wishing you had another chance at a play because you weren't ready. Every athlete has those feelings to mull over, and over, and over... Don't even expose yourself to the possibility of being caught off-guard.
The old-fashioned idea of a good manager is one who is supposed to know all the answers, can solve every problem himself, and can give appropriate orders to his subordinates to carry out his plans... A good modern manager is like a good coach who leads and encourages his team in never-ending quality improvement.
As a coach you need to choose the characteristics your players can contribute. I don't think it's a good thing for a coach to analyse his team by looking for something he sees in other teams. He has to pay close attention to the characteristics his team have, and make the most of those.
It's just a natural progression. You're a player, then you're a coach, then you're general manager for the team, and then the next logical step for me and you would be [to become] team owner.
We hope we're better. The reality is we had a pretty darn good team last year. But you can't just throw your gloves out there and be good again. We want to take that next step as a team.
In his sophomore year Wilbanks tried out for the high school basketball team and made it. On the first day of practice his coach had him play one-on-one while the team observed. When he missed an easy shot, he became angry and stomped and whined. The coach walked over to him and said, "You pull a stunt like that again and you'll never play for my team." For the next three years he never lost control again. Years later, as he reflected back on this incident, he realized that the coach had taught him a life-changing principle that day: anger can be controlled.
Baseball is a simple game. If you have good players, and you keep them in the right frame of mind, the manager is a success. The players make the manager. It's never the other way. Managing is not running, hitting, or stealing. Managing is getting your players to put out one hundred percent year after year. A player does not have to like a manager and he does not have to respect a manager. All he has to do is obey the rules. Talent is one thing. Being able to go from spring to October is another. You just got caught in a position where you have no position.
But after about a year praying, there was just this clear direction. The leadership team believed that God was leading us to focus on fatherhood. If God is leading, then God will provide. So we begin to get storyline ideas that lined up with the subject of fatherhood that we're working on and fitting, and we were thinking, okay this is good. At the same time, as we are studying scriptures and we're on our journey as fathers, we are learning about fatherhood every day.
The goals for Virginia lacrosse don't change a lot from year to year. We look at the lineup, start every year on Sept. 1 with the realistic goal to play at the end of the season, the very last game. This team has the talent to be able to do that.
We as young men need just one of our peers to stand up and trust his God completely and without reserve. We need just one who will start climbing the rugged mountain cliffs in the direction of his King. We need just one to hear the call of the wild, to charge the fields of Bannockburn and fight for something that really matters. I appeal to you, as a young man, to consider that throughout history, it has often been when one young man stood up to be counted that the course of a nation was forever altered.
Every year is different and every team is different. Your talent is different, how it gets is different, your leadership is different. That's one of the things that I really enjoy about it [coaching] - trying to maximize the potential of your team relative to how it changes every year.
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