What happens when people disagree? They can represent themselves honestly and with their clarity, yet others will believe they too hold the ‘right answer’ and demand alternative courses of action. This predicament struck me with the Jeremy Clarkson and the BBC debacle. You see, despite people being true to themselves and possessing a good degree of the facts (which seem to be universally accepted), many came to the conclusion that the man is a legend and the BBC the obvious villain, while others felt his actions were those of a spoilt child having a tantrum, with the result being exactly what he deserved.
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I was chatting with a football manager the other day and he was explaining to me that there are three key elements to successful players – the first two being fitness and ball skills; both essential, though abundant among so many aspiring stars. However, he paused before discussing the third element. It’s really about the difference between winning and losing, he said. He told me that it’s all very well to be super fit and have great skills, but what a player actually does in any given situation is down to a split second judgement call that will ultimately exploit or waste the collective fitness and ball skills of his colleagues around him.
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The problem with most directors and managers is that they’re ‘drifting’, getting through the week, the month, the year. For some it’s a lack of confidence and fear of failure. They will tell you they have a pseudo direction in which they are heading, without using the word ‘pseudo’ mind you, but it’s a direction decided primarily by external forces. My children are always asking me to explain irony through examples; how about this one? Those who drift instead of being decisive because they fear failure - are actually failing!
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