A Quote by Julian Nagelsmann
The top teams in particular always have opponents who are highly motivated. If they drop a couple of percentage points, perhaps sub-consciously, then it's enough for the other team to capitalize.
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You can lose to any team and then beat your top opponents and still not be in the top four.
Whether you have a small team or a large team, you'll always have a percentage of people telling you to do the opposite of what you think you should be doing. Then you'll have a percentage of people telling you to do the opposite of what they're saying. It's a constant sea of doubtful voices. You have to navigate through that.
I help my team win. That's overall what I do best. If you watch me play, I'm usually going to be on the winning team. Whether it's scoring enough points or rebounding enough or guarding the best player on the other team, I'm gonna do what it takes to win.
The handwriting is on the wall: if you want to have your franchises viable, then you can't have a situation where New York and Chicago and Los Angeles are doing very, very well, and some other teams are, but, I would say, a significant percentage of the teams in our league are struggling financially.
I even believe if you're killing a team, you shouldn't stop. You should respect your opponents enough to play 100 percent the whole time. And by the same token, if you're getting killed by the other team, you should never quit.
You want something, you dwell upon it consciously for a while, you consciously imagine it coming to the forefront of probabilities, closer to your actuality. Then you drop it like a pebble into Framework 2, forget about it as much as possible for a fortnight, and do this in a certain rhythm.
Any time Detroit scores more than 100 points and holds the other team below 100 points they almost always win.
You've always six teams who are trying to win the title, and the other five have failed. But by word of saying it, it's not failing; it's just the way it is. The last two years, we didn't win it, so it wasn't good enough, but if now we win it, the other teams will say the same.
We pretty much have barnburners with every team. There's always new teams, there's always great teams, and you always want to be in the ring with the best.
Drop the fear. Fear was taken up by you in your childhood, unconsciously. Now consciously drop it and be mature. Then the life can be a light which goes on deepening as you go on growing.
I don't think it's a good M.O. to disrespect your opponents, and maybe that's why the teams that disrespected me and my team lost to us.
On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.
The differences between the top teams in Euro 2000 are so minimal that I think you have to be very clever in defence and stop your opponents getting opportunities.
I think people fail to realize that teams and organizations have been stacking teams since way back in the day. The Lakers had the Showtime era. Boston had six hall of famers on one team. You had Detroit, the New York Knicks, and now the Miami Heat. They were stacking their teams back then, it just fell off over the years and now it picked back up. Boston did it first, then LA. I was fortunate enough to play against them when they had Shaq, Kobe, Rick Fox, Gary Payton, Karl Malone... that's five hall of famers on one team! So you can't get mad at Miami for doing what they did.
The truth is -- we are always highly motivated when something means a great deal to us. If I fell into a deep lake and I didn't know how to swim, I would become highly motivated in an instant. Climbing from the lake would mean more to me than anything else in the world. My effort would be no less than astounding and I would suddenly become one of the most excited and enthusiastic persons imaginable.
Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each others’ gifts, talents, energy, creativity, and love. The development of trust then becomes a significant leadership strategy. Trust creates the load limits on the relationship bridges among team members
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