When you learn how to manage yourself, you will not be so euphoric after winning the trophy or a match because you will realize that there is a lot of matches to be won in front of you and at the same time you don’t know what tomorrow brings. The lost game or even job loss won’t seem so catastrophic because you will realize that what is happening at the certain moment it’s not a reflection of you as a person but it is only a current situation, which can be changed the very next day.
When you learn how to manage yourself, you won’t be asking why things in football happen as they happen. You’ll find out that there are things you can not control and that all the causes and consequences that rule in the football world can not be explained. At the same time this will teach you how to keep focus on yourself and your reaction. The football world won’t be longer perceived as an ocean full of sharks, but as the place full of challenges – in order to be better, of higer quality and more innovative than your sporting rivals.
When you learn how to manage yourself, you will have the key to the achievement of your goals. You will realize that all the difficulties represent only the current obstacle to the achievement of your goals and that they actually represent your real power. The difficulties you are facing will give you the feedback of where you are. Current failures and difficulties are the key that will unlock the door to your future success.
When you learn how to manage yourself, you’ll find a way how not to put blame on the players and referees for your failures and take control of those over whom it is most difficult – over yourself.
When you learn how to manage yourself, you will no longer tolerate disrespect of your employers. Not one word coming out of their mouths that underestimate your coaching ability is accidental. It is the product of thoughts they previously had about you. And if they really care about you, they will pay attention to the words used when talking to you and even more about how you are treated.
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