must never quit. 2. A leader must know when to quit. 3. Proving that you are right or proving that someone is wrong are bad reasons for persisting. 4. Good logic, sound principles, and strong belief are the purest and most productive reasons for pushing forward when things get rough.

The key to performing under pressure at the highest possible level, regardless of circumstance, is preparation in the context of your Standard of Performance and a thorough assimilation by your organization of the actions and attitudes contained within your philosophy of leadership. With that comes the knowledge that you—and they—can step into that

A leader must be perceptive and respond swiftly.

My father is gone, but his hard-earned leadership lessons remain in place, perhaps more relevant now than ever before. I know he would hope that something in his own experience, as shared in this book, is of value in your own challenges as a leader. It would mean that once again he was able to do what he loved doing and did so well: teach others ho

The most talented personnel often are very independent minded.

Be yourself.

Hold meetings with staff educating them on what to expect; teach them that the immediate future may be a rough ride but that things will change under your leadership and with their support.

The “big plays” in business—or professional football—don’t just suddenly occur out of thin air. They result from very hard work and painstaking attention over the years to all of the details related to your leadership.

While waiting to get what you want—a “quarterback with a strong arm”—make the most of what you’ve got.