J. B. Bickerstaff Quotes

To have a high basketball IQ, I think you have to be unselfish, but also selfish at the same time. To be able to say, okay, I know this is going to work, so let's do it.

I just have to have trust in my guys to make plays. I play at a confident, fast pace, and when I like something, I take it. I rip it.

Playing point guard is someone's instincts. They're used to that. That's my instincts.

I'm a team guy, obviously. When a team needs me to be aggressive, I have to be aggressive.

I'm not a player to defend or run around. I want the ball.

I played guard my whole life, and liked having the ball in my hands.

I like to get the ball in transition and go and everything, but I'm also not as dependent on having the ball all the time as I was maybe in college and when I first got to the NBA.

Managers are never 100 percent in control. You're at the mercy of the players. When you're a player, you're driving. I'm the navigator. I hardly ever think about driving anymore, unless there's two out in the bottom of the ninth.

I just tried to go out there and play with attitude, doing what I was supposed to do and knowing my role on the team. Doing what my team expected me to do every night, not just once a week. It was all about work and I was just a tough guy who would knock somebody down.

My whole life I played the point, so naturally I think as a point. Two guard, I get to score more... During the game, I like to mix it up.

I've always had a good relationship with superstar players. I don't really demand the ball a lot.

Jorginho is really suitable to the way I like to play. He is a player that has many good sides to him. He wants to work hard, and he's very fast in moving the ball, which is important for us, although there is also Cesc Fabregas, who has the same potential as Jorginho.

I always make decisions for the good of the team of France.

You can play fast but not in a hurry. As a point guard, I can dictate that.

When I took charge of Pakistan, I stopped and had a look from the outside before making any judgement calls. I got used to the culture because I think that is so important. For you to move a team forward as a coach, you have to understand the culture.

You can't say, 'You're a scorer, you score. You rebound, you rebound.' Basketball is more than that. Basketball is knowing the next step, knowing the next play, knowing how to make things happen.

I can rebound, block shots, push the ball - basically, anything you need from a guard. Off the court, I'm humble.

As an entrepreneur, the latitude of failure and of success is directly correlated to people. I am growing more and more attentive to my first instincts, even if I can't justify them, as they apply to people.

We deeply want to be led by people who know what they're doing and who don't have to think about it too much.

I don't think I am very easy to work for because everything has to be just right or we don't put it out. But at the same time, all the people that work for me have a "no asshole" rule, if you're a jerk you're fired, so it's a great team and a lot of skillful people at the top of the game, anybody from management to the agents to the publicists to the day-to-day website stuff and it's just a great team.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

We are divided between those who think with their heads and those who know with their heart. Consider Harriet Miers. If you think about Harriet Miers, of course her nomination is absurd. But the President didn't say he thought about his selection. He said this: "I know her heart." Notice how he said nothing about her brain? He didn't have to. He feels the truth about Harriet Miers.

That fundamentally undermines your ability to access the best part of your instincts. So my advice to those people would be stop thinking and introspecting so much and do a little more acting.

I think being able to have follow-through, I think a lot of people who are in charge, that is the one quality that you can't forsake. You can get opinions, but you can't have too many cooks in the kitchen when you're envisioning something.

When I start thinking, all is lost.