Performing Under Extreme Pressure
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February 2025

  • tonydorigo
  • Blog
  • February 27, 2025

Performing Under Extreme Pressure

๐—ง๐—ต๐—ฒ ๐˜„๐—ผ๐—ฟ๐—น๐—ฑ’๐˜€ ๐—บ๐—ผ๐˜€๐˜ ๐˜ƒ๐—ฎ๐—น๐˜‚๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜€๐—ธ๐—ถ๐—น๐—น: ๐—ฃ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—ถ๐—ป๐—ด ๐˜‚๐—ป๐—ฑ๐—ฒ๐—ฟ ๐—ฒ๐˜…๐˜๐—ฟ๐—ฒ๐—บ๐—ฒ ๐—ฝ๐—ฟ๐—ฒ๐˜€๐˜€๐˜‚๐—ฟ๐—ฒ!

๐–ณ๐—๐–พ ๐—…๐–บ๐—Œ๐— ๐—๐—๐—ˆ ๐–ซ๐–พ๐–พ๐–ฝ๐—Œ ๐–ด๐—‡๐—‚๐—๐–พ๐–ฝ ๐—€๐–บ๐—†๐–พ๐—Œ ๐—๐–บ๐—๐–พ ๐–ป๐–พ๐–พ๐—‡ ๐—€๐—ˆ๐—ˆ๐–ฝ ๐–พ๐—‘๐–บ๐—†๐—‰๐—…๐–พ๐—Œ ๐—ˆ๐–ฟ ๐–บ๐—‡ ๐—ˆ๐—‹๐—€๐–บ๐—‡๐—‚๐—Œ๐–บ๐—๐—‚๐—ˆ๐—‡, ๐—†๐–บ๐—‡๐–บ๐—€๐–พ๐—‹, ๐–บ๐—‡๐–ฝ ๐—‰๐—…๐–บ๐—’๐–พ๐—‹๐—Œ ๐—‰๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—†๐—‚๐—‡๐—€ ๐—Ž๐—‡๐–ฝ๐–พ๐—‹ ๐–พ๐—‘๐—๐—‹๐–พ๐—†๐–พ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—๐—๐–พ๐—‡ ๐—‚๐— ๐—†๐–บ๐—๐—๐–พ๐—‹๐—Œ ๐—†๐—ˆ๐—Œ๐—. ๐–ณ๐—๐–พ๐—’ ๐—‰๐—…๐–บ๐—’๐–พ๐–ฝ ๐–บ๐—€๐–บ๐—‚๐—‡๐—Œ๐— ๐—๐—๐—ˆ ๐—‰๐—‹๐—ˆ๐—†๐—ˆ๐—๐—‚๐—ˆ๐—‡ ๐–ผ๐—๐–บ๐—…๐—…๐–พ๐—‡๐—€๐–พ๐—‹๐—Œ ๐–บ๐—‡๐–ฝ ๐—๐–พ๐—‡๐— ๐–บ ๐—€๐—ˆ๐–บ๐—… ๐–ฝ๐—ˆ๐—๐—‡ ๐—‚๐—‡ ๐–พ๐–บ๐–ผ๐— ๐—†๐–บ๐—๐–ผ๐—, ๐—’๐–พ๐— ๐—๐—๐–พ๐—’ ๐–ผ๐–บ๐—†๐–พ ๐–ป๐–บ๐–ผ๐—„ ๐—๐—ˆ ๐—๐—‚๐—‡ ๐–ป๐—ˆ๐—๐— ๐—€๐–บ๐—†๐–พ๐—Œ.

๐–ธ๐—ˆ๐—Ž ๐–ผ๐–บ๐—‡ ๐—๐–บ๐—๐–พ ๐–บ๐—…๐—… ๐—๐—๐–พ ๐—Œ๐—„๐—‚๐—…๐—… ๐–บ๐—‡๐–ฝ ๐–บ๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐—‚๐—‡ ๐—๐—๐–พ ๐—๐—ˆ๐—‹๐—…๐–ฝ, ๐–ป๐—Ž๐— ๐—’๐—ˆ๐—Ž ๐—†๐—Ž๐—Œ๐— ๐—†๐–บ๐—Œ๐—๐–พ๐—‹ ๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐—‚๐—‡๐—€ ๐—’๐—ˆ๐—Ž๐—‹ ๐–บ๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐—Ž๐—‡๐–ฝ๐–พ๐—‹ ๐—๐—‚๐—€๐— ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ.

๐–จ ๐–บ๐—† ๐–ผ๐—ˆ๐—‡๐—Œ๐—๐–บ๐—‡๐—๐—…๐—’ ๐—‹๐–พ๐—†๐—‚๐—‡๐–ฝ๐–พ๐–ฝ ๐—ˆ๐–ฟ ๐—๐—๐–พ ๐–ผ๐–บ๐—‹๐–พ๐–พ๐—‹ ๐—Œ๐—๐–บ๐—๐—Œ ๐—ˆ๐–ฟ ๐—๐—๐—‹๐–พ๐–พ ๐—ˆ๐–ฟ ๐—๐—๐–พ ๐—€๐—‹๐–พ๐–บ๐—๐–พ๐—Œ๐— ๐—๐–พ๐—‡๐—‡๐—‚๐—Œ ๐—‰๐—…๐–บ๐—’๐–พ๐—‹๐—Œ ๐–พ๐—๐–พ๐—‹: ๐–ฅ๐–พ๐–ฝ๐–พ๐—‹๐–พ๐—‹, ๐–ญ๐–บ๐–ฝ๐–บ๐—…, ๐–บ๐—‡๐–ฝ ๐–ฃ๐—ƒ๐—ˆ๐—„๐—ˆ๐—๐—‚๐–ผ. ๐–ณ๐—๐—‹๐—ˆ๐—Ž๐—€๐—๐—ˆ๐—Ž๐— ๐—๐—๐–พ๐—‚๐—‹ ๐–ผ๐–บ๐—‹๐–พ๐–พ๐—‹๐—Œ, ๐—๐—๐–พ๐—’ ๐–บ๐—…๐—… ๐—๐—ˆ๐—‡ ๐Ÿง๐Ÿฅ%+ ๐—ˆ๐–ฟ ๐—๐—๐–พ ๐—‰๐—ˆ๐—‚๐—‡๐—๐—Œ ๐—๐—๐–พ๐—’ ๐—‰๐—…๐–บ๐—’๐–พ๐–ฝโ€”๐—‡๐—ˆ๐— ๐Ÿจ๐Ÿข%, ๐Ÿจ๐Ÿง%, ๐—ˆ๐—‹ ๐Ÿฉ๐Ÿข%, ๐–ป๐—Ž๐— ๐—ƒ๐—Ž๐—Œ๐— ๐—ˆ๐—๐–พ๐—‹ ๐Ÿง๐Ÿข%. ๐–ฒ๐—ˆ ๐—๐—๐—’ ๐—๐–พ๐—‹๐–พ ๐—๐—๐–พ๐—’ ๐—Œ๐—ˆ ๐—€๐—‹๐–พ๐–บ๐—? ๐–ณ๐—๐–พ๐—’ ๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐–พ๐–ฝ ๐—๐—๐–พ๐—‚๐—‹ ๐–ป๐–พ๐—Œ๐— ๐—๐—๐–พ๐—‡ ๐—‚๐— ๐—†๐–บ๐—๐—๐–พ๐—‹๐–พ๐–ฝ ๐—†๐—ˆ๐—Œ๐—; ๐—๐—๐—ˆ๐—Œ๐–พ ๐—Œ๐—‚๐—€๐—‡๐—‚๐–ฟ๐—‚๐–ผ๐–บ๐—‡๐— ๐–ป๐—‹๐–พ๐–บ๐—„๐—‰๐—ˆ๐—‚๐—‡๐—๐—Œ ๐—๐–พ๐—‹๐–พ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ ๐—๐—ˆ ๐–ป๐–พ ๐—‹๐–พ๐—…๐—‚๐—Œ๐—๐–พ๐–ฝ ๐–บ๐—‡๐–ฝ ๐—‡๐—ˆ๐— ๐–ฟ๐–พ๐–บ๐—‹๐–พ๐–ฝ.

๐–ฒ๐—ˆ, ๐—‚๐—‡ ๐–ก๐—Ž๐—Œ๐—‚๐—‡๐–พ๐—Œ๐—Œ ๐—ˆ๐—‹ ๐–ฒ๐—‰๐—ˆ๐—‹๐—๐—Œ, ๐—๐—ˆ๐— ๐–ฝ๐—ˆ ๐–จ ๐—‰๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—† ๐—Ž๐—‡๐–ฝ๐–พ๐—‹ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ?

 

๐—ฅ๐—ฒ๐—ฎ๐˜€๐˜€๐—ฒ๐˜€๐˜€ ๐—ฌ๐—ผ๐˜‚๐—ฟ ๐—ข๐˜‚๐˜๐—น๐—ผ๐—ผ๐—ธ

๐–ต๐—‚๐–พ๐— ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ ๐–บ๐—Œ ๐—ˆ๐—‰๐—‰๐—ˆ๐—‹๐—๐—Ž๐—‡๐—‚๐—๐—‚๐–พ๐—Œ ๐—‹๐–บ๐—๐—๐–พ๐—‹ ๐—๐—๐–บ๐—‡ ๐—๐—๐—‹๐–พ๐–บ๐—๐—Œ

๐–ด๐—‡๐–ฝ๐–พ๐—‹๐—Œ๐—๐–บ๐—‡๐–ฝ ๐—๐—๐–บ๐— ๐—‰๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—†๐—‚๐—‡๐—€ ๐—Ž๐—‡๐–ฝ๐–พ๐—‹ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—‚๐—Œ ๐–บ ๐—…๐–พ๐–บ๐—‹๐—‡๐–บ๐–ป๐—…๐–พ ๐—Œ๐—„๐—‚๐—…๐—…, ๐—‡๐—ˆ๐— ๐–บ๐—‡ ๐—‚๐—‡๐—‡๐–บ๐—๐–พ ๐—๐–บ๐—…๐–พ๐—‡๐—

 

๐—ฃ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ฐ๐—ฎ๐—น ๐—ฆ๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐—ถ๐—ฒ๐˜€

๐–ฒ๐—๐–บ๐—‹๐–พ ๐–ธ๐—ˆ๐—Ž๐—‹ ๐–ฅ๐–พ๐–พ๐—…๐—‚๐—‡๐—€๐—Œ

๐–ณ๐–บ๐—…๐—„ ๐—๐—ˆ ๐—ˆ๐—๐—๐–พ๐—‹๐—Œ ๐–บ๐–ป๐—ˆ๐—Ž๐— ๐—๐—๐–พ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—’๐—ˆ๐—Ž’๐—‹๐–พ ๐–พ๐—‘๐—‰๐–พ๐—‹๐—‚๐–พ๐—‡๐–ผ๐—‚๐—‡๐—€ – ๐—๐—๐—‚๐—Œ ๐—๐–บ๐—Œ ๐–ป๐–พ๐–พ๐—‡ ๐—‰๐—‹๐—ˆ๐—๐–พ๐—‡ ๐—๐—ˆ ๐—‹๐–พ๐–ฝ๐—Ž๐–ผ๐–พ ๐–บ๐—‡๐—‘๐—‚๐–พ๐—๐—’ ๐–บ๐—‡๐–ฝ ๐—Œ๐—๐—‹๐–พ๐—Œ๐—Œ.

๐–ด๐—Œ๐–พ ๐—๐—๐—‚๐—Œ ๐–บ๐—Œ ๐–บ๐—‡ ๐—ˆ๐—‰๐—‰๐—ˆ๐—‹๐—๐—Ž๐—‡๐—‚๐—๐—’ ๐—๐—ˆ ๐–พ๐—‘๐–บ๐—†๐—‚๐—‡๐–พ ๐–บ๐—‡๐–ฝ ๐–ผ๐—๐–บ๐—…๐—…๐–พ๐—‡๐—€๐–พ ๐—’๐—ˆ๐—Ž๐—‹ ๐—๐—๐—ˆ๐—Ž๐—€๐—๐—๐—Œ ๐–บ๐–ป๐—ˆ๐—Ž๐— ๐—๐—๐–พ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡.

 

๐— ๐—ฒ๐—ป๐˜๐—ฎ๐—น ๐—ฃ๐—ฟ๐—ฒ๐—ฝ๐—ฎ๐—ฟ๐—ฎ๐˜๐—ถ๐—ผ๐—ป

๐–ฃ๐–พ๐—๐–พ๐—…๐—ˆ๐—‰ ๐—†๐–พ๐—‡๐—๐–บ๐—… ๐–ฟ๐—…๐–พ๐—‘๐—‚๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐—๐—ˆ ๐—๐–บ๐—‡๐–ฝ๐—…๐–พ ๐—Ž๐—‡๐–พ๐—‘๐—‰๐–พ๐–ผ๐—๐–พ๐–ฝ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ

๐– ๐—๐—ˆ๐—‚๐–ฝ ๐—Ž๐—Œ๐—‚๐—‡๐—€ “๐—๐—ˆ๐—Ž๐—€๐— ๐—๐–บ๐—…๐—„” ๐—ˆ๐—‹ ๐–บ๐—€๐—€๐—‹๐–พ๐—Œ๐—Œ๐—‚๐—๐–พ ๐—Œ๐–พ๐—…๐–ฟ-๐—†๐—ˆ๐—๐—‚๐—๐–บ๐—๐—‚๐—ˆ๐—‡, ๐–บ๐—Œ ๐—‚๐—’๐—Œ ๐—ˆ๐–ฟ๐—๐–พ๐—‡ ๐–ผ๐—ˆ๐—Ž๐—‡๐—๐–พ๐—‹๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐—๐—‚๐—๐–พ

 

๐—ฆ๐˜๐—ฟ๐—ฒ๐˜€๐˜€ ๐— ๐—ฎ๐—ป๐—ฎ๐—ด๐—ฒ๐—บ๐—ฒ๐—ป๐˜

๐–ช๐–พ๐–พ๐—‰ ๐—‰๐–พ๐—‹๐—Œ๐—‰๐–พ๐–ผ๐—๐—‚๐—๐–พ ๐—ˆ๐—‡ ๐—๐—๐–พ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡ – ๐—†๐—ˆ๐—Œ๐— ๐–ฝ๐–บ๐—‚๐—…๐—’ ๐—Œ๐—๐—‹๐–พ๐—Œ๐—Œ๐—ˆ๐—‹๐—Œ ๐–บ๐—‹๐–พ๐—‡’๐— ๐—๐—‹๐—Ž๐—…๐—’ ๐—…๐—‚๐–ฟ๐–พ-๐—ˆ๐—‹-๐–ฝ๐–พ๐–บ๐—๐— ๐—Œ๐–ผ๐–พ๐—‡๐–บ๐—‹๐—‚๐—ˆ๐—Œ.

๐–ข๐—๐–บ๐—‡๐—‡๐–พ๐—… ๐—‡๐–พ๐—‹๐—๐—ˆ๐—Ž๐—Œ ๐–พ๐—‡๐–พ๐—‹๐—€๐—’ ๐—‰๐—‹๐—ˆ๐–ฝ๐—Ž๐–ผ๐—๐—‚๐—๐–พ๐—…๐—’ ๐—‹๐–บ๐—๐—๐–พ๐—‹ ๐—๐—๐–บ๐—‡ ๐—…๐–พ๐—๐—๐—‚๐—‡๐—€ ๐—‚๐— ๐—ˆ๐—๐–พ๐—‹๐—๐—๐–พ๐—…๐—† ๐—’๐—ˆ๐—Ž

 

๐—ฃ๐—ฟ๐—ผ๐—ณ๐—ฒ๐˜€๐˜€๐—ถ๐—ผ๐—ป๐—ฎ๐—น ๐—–๐—ผ๐—ป๐˜๐—ฒ๐˜…๐˜

๐–จ๐—‡ ๐—๐—ˆ๐—‹๐—„๐—‰๐—…๐–บ๐–ผ๐–พ ๐—Œ๐–พ๐—๐—๐—‚๐—‡๐—€๐—Œ, ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—ˆ๐–ฟ๐—๐–พ๐—‡ ๐–ผ๐—ˆ๐—†๐–พ๐—Œ ๐–ฟ๐—‹๐—ˆ๐—†:

๐–ณ๐—‚๐—€๐—๐— ๐–ฝ๐–พ๐–บ๐–ฝ๐—…๐—‚๐—‡๐–พ๐—Œ

๐–ก๐—ˆ๐—Œ๐—Œ ๐–ฝ๐–พ๐—†๐–บ๐—‡๐–ฝ๐—Œ

๐–ฏ๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—†๐–บ๐—‡๐–ผ๐–พ ๐–พ๐—‘๐—‰๐–พ๐–ผ๐—๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ

 

๐—ฅ๐—ฒ๐—บ๐—ฒ๐—บ๐—ฏ๐—ฒ๐—ฟ: ๐–ง๐–บ๐—๐—‚๐—‡๐—€ ๐–บ๐—…๐—… ๐—๐—๐–พ ๐–พ๐—‘๐—‰๐–พ๐—‹๐—๐—‚๐—Œ๐–พ ๐–บ๐—‡๐–ฝ ๐—Œ๐—„๐—‚๐—…๐—…๐—Œ ๐—‚๐—Œ๐—‡’๐— ๐–พ๐—‡๐—ˆ๐—Ž๐—€๐— – ๐—’๐—ˆ๐—Ž ๐—‡๐–พ๐–พ๐–ฝ ๐—๐—ˆ ๐—Œ๐—‰๐–พ๐–ผ๐—‚๐–ฟ๐—‚๐–ผ๐–บ๐—…๐—…๐—’ ๐–ฝ๐–พ๐—๐–พ๐—…๐—ˆ๐—‰ ๐—’๐—ˆ๐—Ž๐—‹ ๐–บ๐–ป๐—‚๐—…๐—‚๐—๐—’ ๐—๐—ˆ ๐—๐–บ๐—‡๐–ฝ๐—…๐–พ ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ ๐—๐—ˆ ๐—‰๐—‹๐–พ๐—๐–พ๐—‡๐— ๐—‰๐—‹๐–พ๐—Œ๐—Œ๐—Ž๐—‹๐–พ ๐–ฟ๐—‹๐—ˆ๐—† ๐–ผ๐–บ๐—Ž๐—Œ๐—‚๐—‡๐—€ ๐—Ž๐—‡๐–ฝ๐–พ๐—‹๐—‰๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—†๐–บ๐—‡๐–ผ๐–พ.

๐–ณ๐—๐–พ๐—Œ๐–พ ๐—Œ๐—๐—‹๐–บ๐—๐–พ๐—€๐—‚๐–พ๐—Œ ๐–ผ๐–บ๐—‡ ๐—๐–พ๐—…๐—‰ ๐—’๐—ˆ๐—Ž ๐—†๐–บ๐—‚๐—‡๐—๐–บ๐—‚๐—‡ ๐–ผ๐—ˆ๐—†๐—‰๐—ˆ๐—Œ๐—Ž๐—‹๐–พ ๐–บ๐—‡๐–ฝ ๐—‰๐–พ๐—‹๐–ฟ๐—ˆ๐—‹๐—† ๐–พ๐–ฟ๐–ฟ๐–พ๐–ผ๐—๐—‚๐—๐–พ๐—…๐—’ ๐—๐—๐–พ๐—‡ ๐—‚๐— ๐—†๐–บ๐—๐—๐–พ๐—‹๐—Œ ๐—†๐—ˆ๐—Œ๐—. ๐–ณ๐—๐–พ ๐—„๐–พ๐—’ ๐—‚๐—Œ ๐—๐—ˆ ๐—‰๐—‹๐–บ๐–ผ๐—๐—‚๐–ผ๐–พ ๐–บ๐—‡๐–ฝ ๐–บ๐—‰๐—‰๐—…๐—’ ๐—๐—๐–พ๐—Œ๐–พ ๐—๐–พ๐–ผ๐—๐—‡๐—‚๐—Š๐—Ž๐–พ๐—Œ ๐–ผ๐—ˆ๐—‡๐—Œ๐—‚๐—Œ๐—๐–พ๐—‡๐—๐—…๐—’ ๐—‚๐—‡ ๐—๐–บ๐—‹๐—‚๐—ˆ๐—Ž๐—Œ ๐—Œ๐—‚๐—๐—Ž๐–บ๐—๐—‚๐—ˆ๐—‡๐—Œ.

 

๐—ง๐—ต๐—ฒ ๐—ฑ๐—ถ๐—ณ๐—ณ๐—ฒ๐—ฟ๐—ฒ๐—ป๐—ฐ๐—ฒ ๐—ฏ๐—ฒ๐˜๐˜„๐—ฒ๐—ฒ๐—ป ๐—ด๐—ผ๐—ผ๐—ฑ ๐—ฎ๐—ป๐—ฑ ๐—ด๐—ฟ๐—ฒ๐—ฎ๐˜ ๐—ถ๐˜€๐—ป’๐˜ ๐˜๐—ฎ๐—น๐—ฒ๐—ป๐˜ – ๐—ถ๐˜’๐˜€ ๐˜๐—ต๐—ฒ ๐—ฎ๐—ฏ๐—ถ๐—น๐—ถ๐˜๐˜† ๐˜๐—ผ ๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ ๐˜„๐—ต๐—ฒ๐—ป ๐—ถ๐˜ ๐—บ๐—ฎ๐˜๐˜๐—ฒ๐—ฟ๐˜€ ๐—บ๐—ผ๐˜€๐˜.

 

#๐—Ÿ๐—ฒ๐—ฎ๐—ฑ๐—ฒ๐—ฟ๐˜€๐—ต๐—ถ๐—ฝ #๐—ฃ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—จ๐—ป๐—ฑ๐—ฒ๐—ฟ๐—ฃ๐—ฟ๐—ฒ๐˜€๐˜€๐˜‚๐—ฟ๐—ฒ

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  • February 26, 2025

Burj Khalifa Challenge

My Burj Khalifa Climb Challenge

I have teamed up with the incredible Rob Northfield for his 2025 fundraising adventure for Henshaw’s charity.

When talking to Rob about his desire to raise more money for a charity close to his heart, he announced he wanted to improve on his previous 3-hour Stairmaster challenge. He wanted the challenge to be bigger and better than ever!

So, why not name the challenge after the world’s tallest building, the Burj Khalifa in Dubai? However, I didn’t expect him to attempt to do it on the Stairmaster five times in a row non-stop! Ouch!

I remember standing on the roadside of the Burj Khalifa, feeling tired and light-headed just looking up at it! I hadn’t even taken a step ๐Ÿ˜‚

I will be giving Rob plenty of motivation, support, and encouragement in attempting to climb non-stop 1272 floors on the toughest piece of equipment in the Gym, the dreaded ๐Ÿ˜ซ Stairmaster !

Please follow our journey, join it, and support where you can. I’ll keep checking on Rob to see how his training is going, and I’ll post updates on his incredible charitable adventure along the way.

More info to come, stay tuned ๐Ÿ‘Š

#Henshaws #BurjKhalifaClimbChallenge #Charity

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  • February 21, 2025

Managerial Greats

Managerial Greats โ€“ Whatโ€™s Their Style?

In football and business, every leader possesses a unique management style shaped by their experiences and personality. Knowing which style best suits each challenge is more important than ever for effective leadership.

What are the various management styles, and how do great managers fit into them? How flexible are they in adjusting their style to suit different situations? I should mention that we donโ€™t strictly (100%) align with one type but instead broadly lean towards one of the following:

The three broad leadership styles are:

  • Autocratic – Decisions are made solely by the manager with little or no input from employees
  • Democratic โ€“ Involves team members in decision-making, promoting a sense of ownership and collective responsibility.
  • Laissez-faire – Managers offer minimal direct supervision, allowing employees significant autonomy in how they do their work.

Some Leadership models break the above categories into more detailed, specific approaches. There are as many as 8-10 different types. The key takeaway is thatย effective management often involves blending multiple styles. The contextโ€”industry, team dynamics, and specific challengesโ€”determines the best approach in any situation.

By comprehending these different management styles, leaders can more effectively select and combine approaches to steer their teams towards success.

As for the managers in the picture, along with one or two others, Iโ€™m going as follows:

Autocratic โ€“ Sir Alex Ferguson, Jose Mourinho

Democratic โ€“ Pep Guardiola, Jurgen Klopp

Laissez-Faire โ€“ Arsene Wenger, Kevin Keegan

Concerning Carlo Ancelotti, heโ€™s the one I found most difficult to pigeonhole, or maybe heโ€™s the one who combines styles more than the others? What are your thoughts?

What type of leader are you?

#Leadership #Teamwork

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  • February 19, 2025

Emotional Control in Leadership

The Importance of Emotional Control in Leadership

On Monday night, Leeds United scored a 95th-minute winner at Elland Road in one of the season’s biggest games to return to the top of the championship. Cue pandemonium in the stands, on the gantry (another squealing co-comm moment added to my showreel!) and on the touchline. A sporting moment to saviour.

It was wonderful to witness the display of emotion, and those feelings are undoubtedly amplified in sports. This got me thinking: How does emotion fit into leadership?

Emotional control is a crucial component of effective leadership. It involves the capacity to manage one’s emotions, especially in difficult situations. Leaders who demonstrate emotional control can maintain effectiveness even in stressful or adverse circumstances.

Daniel Farke, the manager of Leeds United, demonstrates excellent emotional control amidst the highs and lows of professional football. Whether he wins, loses, or draws, he can be relied upon to provide a balanced and positive example for his team.

A fundamental principle is thatย when you react, you allow others to control you; when you respond, you keep control.

Leaders must develop the ability to regulate emotions to build a strong workplace climate and motivate employees.ย 

These skills can be learned and developed; leaders should focus on:

  • Developing self-awareness
  • Practicing emotional regulation
  • Understanding the impact of their emotional displays on others
  • Maintaining effectiveness under stressful conditions

You may wonder why Iโ€™ve displayed Daniel Farke’s picture lying flat on the turf at Elland Road. Itโ€™s because I believe itโ€™s vital for leaders to reveal their human side, where moments of success are celebrated with their team and the bonds between everyone grow stronger. Daniel was accidentally knocked to the ground by one of his players and subsequently booked by the referee! And donโ€™t get me started on that particular decision!!

#Leadership #EmotionalIntelligence #Teamwork

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  • February 12, 2025

The Life of A Football Fan

Special People – the Football Fan

I couldn’t help but overhear a conversation among four football fans while taking a train to last nightโ€™s Watford v Leeds United match. I was going to point out that they are a unique breed, but each club has tens of thousands of loyal supporters who would travel to the ends of the earth to support their club.

My train group consisted of two Norwegians, an Englishman living abroad, and another supporter from London. The Norwegians, who were both Leeds United supporters, were asked how often they see their beloved Whites. Both replied that they only managed to get across 16 or 17 times in a season!!

The next question arose: how did they both manage to evade the consequences? What did their partners think about it? One of the Norwegians remarked, โ€œAh, thatโ€™s easy. I brought my partner along, and now she understands!โ€ Excellent, weโ€™ve recruited another fan!

The other Norwegian replied, โ€œI always say the trip is special because itโ€™s Gunnarโ€™s, Henrikโ€™s, Andersโ€™s, or whoeverโ€™s birthday. When she gets cross, I remind her that itโ€™s their 50th, and we want to celebrate by watching Leeds United. Gunnarโ€™s been 50 for about the last ten years now!โ€

The Englishman living abroad responded, โ€œItโ€™s difficult because I have to fly in from Europe. I have meetings all over the place, but itโ€™s just luck that every time I have a meeting in the UK, there happens to be a Leeds United game on!โ€ Now thatโ€™s an efficient PA with a Leeds United fixture list close at hand.

Football fan loyalty transcends wins and losses; it is rooted in a profound emotional bond with the club and a shared identity with fellow supporters. For many, being a fan is not merely about the gameโ€”itโ€™s about belonging to a community, a family, where the connection to the team and its history becomes an integral part of who they are. The four travellers on my train were united as one.

So, to all of you who are loyal to your team, I salute youโ€”you make the game very special for everyone involved. Thank you.

#Fandom #Community #FootballFan #FootballFamily

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  • February 7, 2025

Role of a Co-commentator

Whatโ€™s this commentating all about?

I am working for TNT Sport on their Serie A coverage of Como versus Juventus this evening. Over the past few decades, I have been fortunate enough to work on Serie A for various television networks, and I have always enjoyed covering the league.

As a co-commentator, I provide expert analysis during the game and collaborate closely with the main commentator to add value and knowledge to the pictures you see on the screen (Hopefully!)

Preparation is key, so commentators spend considerable time ensuring they have every angle covered for the game. As a co-commentator, my work before the game isnโ€™t as extensive, but I still follow my routine to feel well-prepared.

Iโ€™ve attached my prep sheet for tonightโ€™s game. Years ago, I adopted the format from the excellent @JimProudfoot, who works for Talksport and other media organisations. When we worked together, prior to one particular game at West Ham, I somehow managed to spill his coffee all over his notes, but thatโ€™s another story! The look on his faceโ€ฆ..!

I spoke to Osian Roberts, the Technical Director at Como FC, to gain some background on the club for tonight’s match. He kindly shared valuable insights into the developing story of a โ€œDavid v Goliathโ€ scenario in Serie A. Hopefully, this will enhance the coverage and add flavour to their game against the Turin giants.

From Bankruptcy in 2016/17, Como FC started the 17/18 season in Serie D yet managed to gain promotion last season to play the big boys in Serie A, and tonight itโ€™s Juventus!

With Cesc Fabregas as manager, Indonesiaโ€™s wealthiest family as owners, and a stadium with a backdrop to die for, Como FC is well-placed to continue its rapid rise within Italian Football.

Thank you, Osian, and good luck to your boys tonight.

#Commentating #Communcication #SerieA #TNTSports

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