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Strong leaders don't plead with individuals to perform.

Bill Walsh

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Bill Walsh
Leaders
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Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd-that's the critical factor.
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Invest in great relationships, they will pay a lifetime of dividends.
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Machines aren't replacing proofreaders at all. Copy editors, who proofread and much, much more, use spellcheck as a tool but read every word that appears in the paper
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The culture precedes positive results. It doesn't get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they're champions: they have a winning standard of performance before they are winners.
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Writers' bedtimes vary, but few have been spared the shock of a copy editor's early wake-up call.
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Flying by the seat of your pants precedes crashing by the seat of your pants.
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If you see players who hate practice, their coach isn't doing a very good job.
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Everybody isn't everybody.
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Everybody's got an opinion. Leaders are paid to make a decision. The difference between offering an opinion and making a decision is the difference between working for the leader and being the leader.
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Concentrate on what will produce results rather than on the results, the process rather than the prize.
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The minute you step away from the negative people in your life you will instantly see the beauty in your horizon.
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Failure is part of success, an integral part. Everybody gets knocked down. Knowing it will happen and what you must do when it does is the first step back.
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Calculated risks are part of what you do, but the idea that something completely crazy will work just because it's completely crazy is completely crazy.
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Victory is produced by and belongs to all.
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On occasion I omit commas. On occasion, I use them. (The more you know about English, the less you're likely to think there are unbreakable rules for a lot of these things.)
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Your path and purpose will become crystal clear when you begin to trust your vision.
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Good talent with bad attitude equals bad talent.
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Act like a VIP and become a VIP
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By instinct we-leaders-want to run hard all the time by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.
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One of the common traits of outstanding performers-coaches, athletes, managers, sales representatives, executives, and others who face a daily up/down, win/lose accounting system-is that a rejection, that is, defeat, is quickly forgotten, replaced eagerly by pursuit of a new order, client, or opponent.
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