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As you know kids kids crave discipline they crave boundaries it's it's scary.
The goal in life without boundaries you know which we have a lot of these kids live and without in any boundaries kids want boundaries because it it it makes them feel secure.
It shows them where that where where they can where they cannot go.
So it's really unfair to kids not to give them those disciplinary really is -- and I know why they choose to play from the at times because they know.
It's it's not going to break that way you gonna be disciplined.
Choose it this way you know I -- path correctly I was a teacher once and admit I was a student teacher with a woman who had been -- -- -- left the order.
But she was tough she was as tough as nails -- used to have this ruler that she would slap on the desk.
Of any student that look like they were falling asleep or anything.
But the kids came back and loved her at first they might cry in front of her because she was so tough.
But they always came back date that the people that loved it and she would always say.
I love these kids so much I don't care if they if they like me.
-- I'm laughing because you're very lucky that she slept the rule on the deaths that's.
Right yeah I got a big man right there.
You know it's funny because everybody when they reach a certain.
Level of of making money -- you what do you do with -- money from a charitable standpoint.
My toughest -- -- -- -- I got a phone call one day from Scranton Pennsylvania.
They were trying to build a conduit for retired nuns being in -- who what why you calling me -- because -- Korea said you would give.
She was the toughest person in my life.
Just -- the hell out of me all the time.
And I said -- -- sign up god bless you establish a well -- how do you translate all -- this stuff -- that you learned growing up in the stuff you learned as a coach.
Into business because you -- he obviously can't slap around -- your employees.
And and you can't necessarily deal with -- as you do was -- coach but.
Or are there things that business people can learn about how to deal -- their employees which are drawn from the same poll that you draw your athletes from well.
This is person handles it more like a CEO -- obviously directing his vice president he's divert directing his people.
But it's all about motivation.
And it goes back to establishing motive of everybody you working with.
You know once I was invited into Merrill Lynch to speak.
To nineteen people.
Who in two terms of the person running the company with then knocking the cover off the ball but.
So there -- stars they're extremely content sending extremely arrogant that carrying -- -- the fiber of the organization because of that.
Come in and speak about being positive.
How to treat people.
How to develop a team ego rather an individual legal.
And when I went in the fascinating thing about me have -- into my speech of being positive to.
How to get along with people was not one of them would admit to any of the faults is not one and the first thing I had to do is get them to admit.
That they do have some weaknesses which was the toughest speech I've given 32 years to try and get these guys to admit -- a -- -- women that.
Because they would have admitted they would come a little bit quicker than -- guys.
I finally got them to admit to some of the weaknesses and what we -- -- feedback.
It is just that one maybe just -- one meeting a took we have 35 minutes.
To my watch to get them to admit to one fault did you ever go back to the manager find out if they had any lasting impact on their he -- it was great.
But it was short lived very similar to Bill Russell who spoke to my Celtic teams.
He gave a great speech about -- -- And statistics the only statistics that ever -- is the final squad.
Not -- points that your assessment to -- only the final score per second from right are back -- no question it was great it was very effective.
But because we're part of this what I call this microwave society.
It should live it -- lose their focus to lose the message.
And you have to give it to him again in another fashion so final nutshell.
What's the most important advice you give to a manager about how to deal with -- -- -- if you go to achieve greatness you have to understand the jets have a goal.
You have to have the work ethic to achieve the goal.
And the third thing -- everybody doesn't like you've got to be willing to accept feedback whether it's negative or positive of something you don't want to hear you need feedback.
To understand what you're doing right and understand what you're doing wrong great advice Rick Pitino great to see rebound rules is the name of the book.
That terrific book we wish you the very best -- please come back is using bank -- have a.
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