Seek opportunities to show you care. The smallest gestures often make the biggest difference.
John WoodenRead
I don't think I was a fine game coach. I'm trying to be honest. I think I was a good practice coach.
Interpretation
John Wooden reflects on the distinction between practice and game coaching, emphasizing honesty in self-assessment.
In this quote, John Wooden acknowledges the difference between his abilities as a coach during practice compared to actual games. He expresses a sense of honesty about his strengths and weaknesses, suggesting that while he may not have excelled as a game-time strategist, he found fulfillment and effectiveness in preparing his team through practice. This self-awareness speaks to the importance of recognizing one's strengths and contributions in a leadership role.
In practice
During a leadership workshop discussing effective coaching styles.
Seek opportunities to show you care. The smallest gestures often make the biggest difference.
Adaptability is being able to adjust to any situation at any given time.
I think you have to be what you are. Don't try to be somebody else. You have to be yourself at all times.
Your energy and enjoyment, drive and dedication will stimulate and greatly inspire others.
A leaderβs most powerful ally is his or her own example.
The most important thing in the world is family and love.
As I prepare for my second term as Secretary-General, I am thinking hard about how we can meet the expectations of the millions of people who see the U.N.'s blue flag as a banner of hope. We have to continue our life-saving work in peacekeeping, human rights, development and humanitarian relief.
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
By nature, I am a unifier. I am a builder of consensus. I don't believe in sloppy compromise. But I do believe in bringing people together.
It's always easier to apologize for something you've already done than to get approval for it in advance.
The growth and development of people is the highest calling of leadership.
It took me a while to learn that certain people may have important skills that are not always blazingly apparent. Gradually I came to realize - slow as I may have been - that what mattered was performance, that sometimes people might have to be helped to develop, and that it takes all kinds to make an organization run properly.
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