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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.

Bill Walsh

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Bill Walsh
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More quotes by Bill Walsh

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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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For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic. Without one of significant magnitude, you're dead in the water.
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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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Strong leaders don't plead with individuals to perform.
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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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Innovation involves anticipation. It is having a broad base of knowledge on your subject and an ability to see where the end game is headed. Use all your knowledge to get their first. Set the trend and make the competition counter you
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If you see players who hate practice, their coach isn't doing a very good job.
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If any sort of error is inexcusable, it's an incorrect phone number. One of the cardinal rules of copy editing is that every phone number published must be checked.
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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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Concentrate on what will produce results rather than on the results, the process rather than the prize.
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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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The absolute bottom line in coaching is organization and preparing for practice.
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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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Your enthusiasm becomes their enthusiasm your lukewarm presentation becomes their lukewarm interest in what you're offering.
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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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People thrive on positive reinforcement. They can take only a certain amount of criticism and you may lose them altogether if you criticize them in a personal way... you can make a point without being personal. Don't insult or belittle your people. Instead of getting more out of them you will get less
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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.
Bill Walsh
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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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Good talent with bad attitude equals bad talent.
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Victory is produced by and belongs to all.
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