It is an art in itself to compose a starting team, finding the balance between creative players and those with destructive powers, and between defence, construction and attack – never forgetting the quality of the opposition and the specific pressures of each match.
Interpretation
The quote emphasizes the skill required in team composition, balancing different player roles and considering external factors like opponents and match pressures.
Rinus Michels highlights the intricate art of forming a balanced team in sports, where success hinges on carefully selecting players who complement each other’s skills and address various game scenarios. He points out the necessity of harmonizing creativity with strength and defense with offense, while also taking into account the quality of the opposing team and the unique challenges presented in each match.
In practice
During a team-building workshop, one might reference this quote to emphasize the importance of selecting a balanced team.
I'm so proud to see that I went through an era when it wasn't popular to be an African-American quarterback. Then, to see how things have turned around. It's not about the African-American quarterback. It's about the quarterback who has an ability to do everything.
Good generalship is a realization that... you've got to try and figure out how to accomplish your mission with a minimum loss of human life.
You tell them that all your experience tells you this is the best way to beat this particular opposition. You persuade them and you drill them, and you tell them so many times they can hear you when they go to sleep. Then, on the day of the game, you stand on the touchline and hope to God that it works.
To be a successful soldier you must know history. . . . What you must know is how man reacts. Weapons change but man who uses them changes not at all. To win battles you do not beat weapons - you beat the soul of man of the enemy man.
As a leader, you will never get ahead until your people are behind you.
Comparing the three domains, I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain.
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