Quotes About Strategy

It's something that I have to learn to do: affect the game in a different way. If I don't get it on the offensive end, try to get it on the defensive end.

It's an offensive foul if you go into the defender's body, but if I fade and a guy runs into my leg, it's a foul.

It's a scary thing when a team don't know who to match up to, whose night it's going to be on the offensive end.

I think you need to be aggressive. That's offensive football.

When the Broncos or the Steelers are winning everybody wants defense. When the Rams and Saints are scoring 50 points a game, it seems everybody is looking for a young offensive mind.

I don't know where all this stuff comes from. This guy is an offensive guru. This guy is a defensive guru.' I don't even understand that. To me, you're a basketball coach.

But when an offensive sputters and looks out of synch, you can bet one of the defensive linemen is responsible.

I don't want to hide. I don't want to be focused just on defending, because I also have to be offensive and create opportunities for us.

I think you look at a lot of sports, it starts with the guys up front. Your defensive line and offensive line in football and your big man in basketball, different stuff like that.

I believe in my heart that the name of the game in baseball - from an offensive perspective - is getting on base and not making outs.

For me, it's more about the mental game, learning coverages, learning the whole offensive playbook.

I love it. You love being offensive on offense.

I liked playing in lanes, especially because of the offensive opportunities you have in that position.

If I'm not scoring, I better do something on the offensive end.

You have to do things right to stay in business, and that's not easy, and that's a choice on a daily basis, the choices you make in how to run your business and how to have a point of differentiation and how to be true to your brand, how to offer something that people want and to offer something that you love.

If I'm on the board of any company where there's an offer that comes in, I want to negotiate.

Each brand leader is focused on ensuring that the brand relationship with its customer is strong and differentiated. To accomplish this differentiation, we plan to offer her even more unique product and talk with her in new and exciting ways.

I run all the brands like cousins. You want your cousins to do well, but you want to do better. All of our brands want to win, but we certainly want to fight fair and coordinate as much as we can behind the scenes. But to the consumer, we want to offer the broadest, most competitive set of products that we can.

I ended up buying business.com for $150,000 because I wanted to make it a magazine. It would have been a 'Time'-type magazine: how to do business on the Internet. And I was offered a lot of money for that domain. I played two buyers against each other.

Sometimes as a No. 8 you are making decoy runs, or you are offering and you don't get the ball.

I am an armor officer.

I was a policy office in my final tour in the Navy, a Russian policy officer, and we were always thinking about our interactions and how they would affect the country 10, 20 years from now.

As a member of the House Armed Services Committee and a retired Flag Officer, I understand how critical it is to keep the military ready to fight.

I actually went out and tried to hire the very best Cabinet officers that I could, understanding they can make help make the hard calls for the budget position that we're in.