OUT OF MY COMFORT ZONE STEVE WAUGH PDF

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Download as PDF, TXT or read online from Scribd. Flag for .. From Steve Waugh, Out of my comfort zone: the autobiography (Australia: Penguin Books, ). Rarely does a truly great player reveal as much of himself and his sport as does Steve Waugh in his long awaited autobiography. "Out of my Comfort Zone" is a. Steve Waugh never said “You just dropped the World Cup”. He didn't say it to Gibbs nor to anybody else. It was a ridiculous legend propagated.


Out Of My Comfort Zone Steve Waugh Pdf

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File Name: Steve Waugh Out Of My Comfort Zone The Autobiography Total Downloads: Formats: djvu | pdf | epub | site. Rated: /10 (50 votes). Out of My Comfort Zone: The Autobiography [steve-waugh] on holranskicknonpco.ga * FREE* shipping on qualifying offers. Autobiography of cricketer Steve Waugh. Out of my Comfort Zone: The Autobiography - Steve Waugh. I love anything by Steve Waugh:) He's a good writer as well as a great cricketer and I always PDF Download Long Road to Mercy (Atlee Pine) For free, this book supported.

But, ultimately, somebody has to take a stand, because this sort of thing has been going on for too long. If we are the ones who have to cop it, then so be it.

Out of my Comfort Zone: The Autobiography

Later that evening at the Karachi Pearl Continental Hotel, we held an urgent crisis meeting that ultimately led to a vote on whether or not we should immediately abandon the tour. In the end, the captain, coach and manager took the brunt of the criticism we copped; it was courageous if not wise move to encourage a boycott. A show of hands was called and only two players — Tony Dodemaide and Jamie Siddons — were seemingly unaffected and had the strength of character to want to stay on.

Being first-time tourists and not wanting to jeopardize future selection chances may have influenced their vote, but it was a brave stance nevertheless. Col Egar had the task of passing on the information to Malcolm Gray.

In Faisalabad the next day another emergency team meeting was called and Col informed us that there was no way we were going to be allowed to abandon the tour: We felt let down, but deep down we also knew that, cricket politics being what they are, the ACB had no alternative but to deny out request.

In many ways, it was good to know that our only option was to just get on with it. As a break from all the conjecture, I took off to the Faisalabad markets, which were a real eye-opener. The unrefrigerated meat,. But then, just when we thought things had settled down, came the arrival from home of a 60 Minutes crew headed by reporter Mike Munro, there to do a yarn bout our threat to cancel the tour.

Any chance of a balanced account of events was scuttled by the ACB gagging players and management from making any comment, and death by silence was our sentence.

AB, as captain, was put in the nightmarish position of being ambushed by Munro at a press conference during the second Test.

He could only deflect questions until Simmo intervened and put an end to the ad hoc nature of proceedings. This, I thought, was drawing a pretty long bow, particularly when it came from a bloke who had never toured Pakistan with an Australian team during his playing career.

Often though, I found there was no constructive element to his criticism to balance his views. Again like the Greg Dyer incident from the previous Australian season, our version of events was suppressed.

Only half the story was told — and it was all bad! From Steve Waugh, Out of my comfort zone: Penguin Books, , pp. Stephen Rodger Waugh was captain of Australian Test cricket team in the period A short extract from a chapter in Steve Waugh's autobiography for the purposes of discussion on the topic of cricket.

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It was a process that required patience, commitment and consistent application, all of which were fuelled by the desire to be the best. Waugh described the role of captain as one that required him to be an advisor, mentor, friend, psychologist, mediator, spokesperson, politician and selector. Dexterity, flexibility and an ability to recognise what role is required are skills that are integral to savvy leadership.

The normal corporate environment is a cacophony of diversity that demands of leaders the ability to respond in a variety of ways.

This requires leaders to exhibit a great degree of emotional intelligence, understanding and sensitivity.

Out of My Comfort Zone the Autobiography

It could be an interesting exercise to make a list of the various roles you as a leader have been required to play over the past four months and then to examine your performance as you have done so.

Valuable questions then include: Which roles require further development? Which are the roles that energize and which have been the ones that have drained energy? What roles are needed, but are missing?

Here then are lessons that savvy leaders can take from the Steve Waugh story: Create a healthy work environment. Creating a healthy work environment is not something that can be achieved overnight.

It requires consistency and a clear picture of the environment that one is trying to create. Working off clearly articulated values is one way to guide the creation of an environment that will reflect such ideals. Often companies succeed in articulating the values only to fail in the follow through of then building an environment that embodies those values.

That failure becomes the breeding ground for cynicism, bad morale and a lack of motivation. Waugh constantly sought to challenge, stimulate and provoke those around him to ensure the creation of a healthy work environment.

As most leaders can attest too, at times this can be a thankless task! When it comes to bricks and mortar, Googleplex, the colourful Silicon Valley corporate head office of Google, where staff can receive a daily free massage stands as a testimony to what a healthy work environment looks like.

Sergey Brin and Larry Page spared no expense in building a place people wanted to be and an environment that catered for almost their every need.

Of course, a healthy work environment extends beyond the bricks and mortar, but that might not be a bad place to start in order to show some sort of intent in the quest to breed a winning culture! Respect the past but initiate new processes.

As an Australian cricketer and captain, Waugh was very conscious of being part of something bigger. He sought to honour the past and its traditions without becoming ensnared by the same.

For Waugh, the cap symbolized all that Australian cricket stood for and represented. Waugh introduced the idea of former players presenting the cap to debutants which was a deliberate attempt to link the present with the past and draw inspiration from that which had gone before.

Lessons in Leadership from Steve “Tugga” Waugh: former Australian Cricket Captain

Somehow Waugh seemed to manage the tension between respecting the past yet introducing new initiatives. It is a balance leaders would do well to replicate. The challenge of course being that there can be no formula to follow: each has to discover and navigate their own path in attempting this balance. Empower those around you.

Waugh regarded a major part of his captaincy role to be the empowerment his players by re-enforcing positive messages and providing opportunities. This is an obvious strategy but there is an important precursor to such a strategy, namely, getting to know those around you first.

Knowing the strengths, weaknesses, values and viewpoints of those around you are important if appropriate opportunities are to be created. He believed that faith and support was all that a talented individual needed within a team environment and took any opportunity to praise his players.

Re-enforce positive messages and providing opportunities builds confidence — a vital ingredient for any sportsperson. Waugh believed that as captain he could make things happen if he instilled belief and planted seeds of hope in those he led. Why would it be any different in a corporate environment?

Be flexible and embrace variety. In other words, get everyone out of the comfort zone. He describes how the responsibility of leadership consistently challenged his personal comfort zones as he was required to perform roles to which he was unaccustomed. For any leader, the obvious result of a willingness to embrace flexibility and variety, is personal growth.

For the company as a whole, the ability to be flexible is a critical determining factor in building and sustaining success. Learning companies are those where the need to be flexible is taken as a given. Commitment and accountability are non-negotiable. Waugh firmly believed that assuming personal and collective responsibility led to success. Waugh believed that a successful team was one whose collective will could manipulate the critical moments in their favour by never giving up.

The evidence of this has become a hallmark of Australian cricket sides that can never be written off no matter how dire the situation in which they find themselves.

Deal with the issues before they become major problems. This is not a comfortable book to hold, let alone read. Most sport memoirs are slight, perfunctory and produced with little care. Waugh has the opposite problem. His stupendous effort in producing this book oozes from every page, almost every passage.

He writes like he batted, seemingly in thrall to the idea that the man with the most pages wins. Unable to determine what is important, he has convinced himself that everything is. That's a shame.

There are hints here of genuine self-disclosure, of the drive that made him the cricketer he was, and of the frailties contained by his tight-wound personality.

At the peak of his twin's travails in the match-fixing mess, Waugh recalls, they had a heart-to-heart that, in the great tradition of Aussie stoicism, wasn't:Books is in good condition. Waugh glosses over important cricketing events, always managing to reveal how he was the star of the show and always right, to boot - and how everyone else was either unimportant or wrong.

As a Mark Waugh fan, I looked forward to what Steve had to say about the apparent lack of conversations between them and I wasn't disappointed. The book has been read but remains in clean condition.

Patience was the basis of my plan to score runs, but after 11 balls of uncertainty the umpire imagined there were six stumps instead of the usual three and sent me on my way for a big fat zero.

This is an obvious strategy but there is an important precursor to such a strategy, namely, getting to know those around you first.

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