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No… It wasn’t Thomas Tuchel’s substitutions… Anthony Gordon scored in the 55th minute. The (already) infamous substitutions were made in the 82nd minute. England had a measly 12% possession from the moment the ball hit the Argentinian net. It wasn’t the substitutions that made the difference (although perhaps they didn’t help)…it was the mindset of the England players after they scored. And this happens to England in major tournaments again and again and again and again… So what happened? Performance anxiety… “Don’t be the player to make a mistake” “Let’s just see this through” These aren’t thoughts. They’re feelings. Feelings in the pit of the stomach. Feelings that cascade through the whole body. Feelings that generate hesitancy, inhibition…and in the words of Thomas Tuchel post game, passiveness A Low Intent - energy-back. Arguably the biggest killer in high performance sport is a drop in intent. A couple of months ago I had the honour of being on The Overlap. As I described to Gary, Roy, Ian and Scholesy - “A drop in intent can make great players look very average.” Last night, a drop in intent made the England players, great players, look shockingly poor - an energy-back negatively impacting awareness, anticipation, decision-making, physicality, technical and tactical play. The same happened against Spain in the Euros final 2024 and against Italy in the Euros final against Italy in 2020. And in countless tournaments prior. Energy-back vs Energy-forward… Argentina - energy-forward. Singing their national anthem with gusto. As aggressive in the press and in duels as you’re going to see. Slightly bending the rules. Being nasty…in their opponents’ faces… …competing with so much passion and adoration for each other and with so much want and will and determination that there’s no room for anxieties (fears, uncertainties, doubts)… No room… This is hard to accomplish. Brutally, disgustingly hard. Phenomenally hard. Why? Because striving to play with energy-forward under pressure is so metabolically costly. It requires enormous will-power and tenacity…which needs an enormous amount of energy. It feels horrible. It feels exhausting. That’s why so many teams fail to deliver under pressure. No, it wasn’t Tuchel’s substitutions. It’s a failure to address a national characteristic - a socio-cultural and bio-psychological tendency to play with fear (energy-back) under pressure. This needs to be tackled now for the 2028 Euros and the 2030 World Cup. Plans need to be put in place…mental frameworks need to be laid down. Attention Intensity Intent England (like all nations and like all club teams) need mental frameworks that help players to compete with High Attention; Optimal Intensity; and (most importantly) High Intent under pressure. And there is a behavioural template that shines like a beacon through the fog of complexity in the world game - the Argentinian National Team… …they are, quite simply, the warriors of international football

Her şey dahil bir otele giden Türk aile kendi masalarını ve yabancı turistin masasını karşılaştırdı.

America is 250 years old. This pub is 1,466 years old.

It’s downstream from culture. Contemporary Western culture. China 🇨🇳 is not devastating the West. The West is devastating itself. Western business schools have spent decades teaching generations of executives that the purpose of a company is to maximise short-term shareholder value and wealth extraction, largely because that also maximises their own compensation. It is the triumph of tactical spreadsheetism over strategy. The more that MBA mindset fills executive suites, the more predictable the outcome becomes. Long-term capital investment, in-house manufacturing, engineering capability, apprenticeships, resilience, even a modest degree of strategic redundancy – all are treated as costs to be cut rather than assets to be cultivated. If an investment won’t improve next quarter’s numbers, it struggles to survive the boardroom. Complex industrial systems carry decades of accumulated capital: factories, skills, supplier networks, institutional knowledge, and productive capacity. They also carry a great deal of inertia. For a while, consuming that accumulated capital looks like genius. Margins improve, return on invested capital rises, analysts applaud, executives collect bonuses. Then the inertia runs out. The fat is gone, yet the incentives remain. The acroparasites, having exhausted the surplus built by previous generations, move on to muscle and bone. They continue doing the only thing they have ever been taught: extracting rather than building. Meanwhile China spent those same decades methodically investing in factories, supply chains, technical know-how, engineering capability, and industrial scale. And our elites call them the devastators. What we’re seeing in Germany – and, in truth, across much of the West – is not simply a failure of industrial policy. It is the logical outcome of a managerial culture that long ago confused financial engineering with economic production. Just one more observable suggesting that something is deeply rotten in the West.

“They could have easily taken Kyiv”: Trump told his version of the start of the war in Ukraine The US president said in an interview with Axios that in 2022 a Russian tank column could have reached Kyiv in a couple of hours via highway, but allegedly one of the Russian generals changed the route and sent the vehicles through fields. Because of the rain, the equipment got stuck in the mud, which halted the advance. He added that Ukrainians destroyed the equipment using Javelin anti-tank systems, which the US supplied during his first presidential term.

NEW: Amazon researchers are reportedly behind the jailbreak report that led to the U.S. crackdown on Anthropic’s top models.

"Dad books" — which this article, and some publishing insiders, use to describe "serious nonfiction" books across biography, current affairs and business and economics — are reportedly in a free fall, with sales declining every year for the last few years “The trend couldn’t be clearer,” said Jonathan Karp, the former chief executive of Simon & Schuster and publisher of the new Simon Six imprint. “When we have internal meetings to talk about this problem, it always comes around to podcasts,” said Jonathan Burnham, president and publisher of the Harper Group at HarperCollins Publishers.