FBDonkey @FBDonkey

@carnthetiges After living here for 2 years the differences are pretty big in most aspects except less live footy, less major events, and it's a long way from the rest of Australia.

Perth has: - very little roadworks outside of major projects - very few/no potholes - almost no traffic management companies Why is Melbourne so bad?

@chamath Drugs are bad but my drug is totally fine 🤦‍♂️🤦‍♂️

@mynameisfrogger @DHughesy Yeah if he had of just stuck to an anti-CGT campaign he would have held some credibility but he interpreted people's validation of those arguments as validation on his whole perspective on government and has trapped himself as a right wing stooge

I've always liked @DHughesy but his recent move into political commentary is based on populist nonsense. It's a shame that so many are falling for it.

Aaron Smith @aaronsmith

3 days ago

@DHughesy Thank you, Dave. I appreciate you reaching out to ask what you got wrong. The clip we’re discussing is less than 90 seconds long. What I’m about to do demonstrates Brandolini's Law: where the amount of energy required to refute bullshit is an order of magnitude greater than that

501 2K 7K 921K 703

@Cpcc15 Can't believe he has another year on his contract.

@RalphyHeraldSun @FOXFOOTY Dons don't need more mediocre players. Scrimshaw would be an awful deal

@oldmanyells32 @essendonfc @nyknicks Probably more the playing the game and winning stuff

Dyson Sharp will be to @essendonfc what Jalen Brunson is to the @nyknicks Bookmark this post

@Knight_Ryders @essendonfc @nyknicks He led SA to the under 18 champs win like Brunson did in college. He dominated the games with his winning mentality but recruiters under rated him. I think he is just a winner and despite not being flashy he will get it done.

Looking around a restaurant and seeing everyone staring at screens instead of talking is bleak. It feels like we’ve traded genuine human connection for cheap dopamine hits.

This injury list might have something to do with them being on top

World cup supercoach league 697932

@SupaCouchPotato Same.

@blairdewsbury @5Jester @DAJKeffa My rank is rubbish too! We moved the forum to a group chat. DM me if you want the link

@Smooth_Wilkes @cleary_mitch @aflratings @7NewsMelbourne @7AFL We currently have Blakiston playing key back.

Over the past week, discussion surrounding Essendon's coaching vacancy has largely centred around one question: who should coach the Essendon Football Club? As someone who has spent more than twenty-five years coaching athletes, building teams, leading organisations and operating within high-performance environments across multiple countries and sports, I believe the discussion is missing a far more important question. Not who should coach Essendon, but what does Essendon actually need right now? These are not the same thing. One of the mistakes organisations make during periods of instability is assuming that leadership appointments are primarily about technical expertise. They begin comparing résumés, analysing tactical systems, counting premierships and debating who possesses the strongest technical credentials. While those factors matter, leadership appointments are rarely won or lost on technical competence alone, particularly in organisations experiencing prolonged underperformance. The reality is that every organisation moves through different phases of development. What is required from leadership during a period of growth is often very different from what is required during a period of crisis, renewal or reconstruction. In my experience, there are times when an organisation needs a strategist, times when it needs an innovator, times when it needs an operational expert, and times when it needs a unifier. From the outside looking in, Essendon appears to fall firmly into the latter category. The club has spent two decades searching for sustained success. Coaches have come and gone. Administrators have come and gone. Players have come and gone. Yet the underlying challenges remain remarkably consistent. When performance problems persist across multiple leadership groups over extended periods, it is often evidence that the issue is no longer purely tactical. It becomes cultural, relational and organisational. These problems are rarely solved through game plans alone. This brings me to the debate surrounding James Hird. The most common criticism I hear is that Hird has not coached at @AFL level for a decade. I understand the argument. I simply don't find it persuasive. The assumption underpinning this criticism appears to be that stepping away from a formal coaching role somehow results in a significant loss of leadership capability, football IQ or performance expertise. My experience suggests otherwise. Throughout my own career, I have stepped away from specific sports and environments for extended periods before returning with success. What I discovered was that the fundamental principles of leadership, coaching and performance remain constant. People still require trust. Teams still require alignment. Cultures still require standards. Performance still requires accountability. The tools may evolve, tech may advance and methodologies may improve, but the core principles remain largely unchanged. The suggestion that a 250-game champion, Brownlow Medallist, former captain, former senior coach, and lifelong student of football has somehow become disconnected from the game simply because he has not occupied an AFL coaching position for ten years strikes me as a simplistic interpretation of expertise. Guys like Hird do not suddenly become novices, particularly those who have spent their entire lives immersed in a particular industry. That does not mean Hird is automatically the best candidate, nor does it guarantee success. No leadership appointment comes with such guarantees. However, I believe it is reasonable to argue that his candidacy should be evaluated through a broader lens than simply asking how many AFL games he has coached recently. The more interesting question is whether he possesses the specific leadership qualities Essendon currently requires. My view is that he does. Not because he is a former champion player, not because of nostalgia, and not because supporters may feel emotionally connected to him. Rather, there appears to be a strong alignment between his profile and the club's current needs. It just happens to be that he's an Essendon legend. Leadership is contextual. The best leader for one organisation may be entirely wrong for another. The best leader for an organisation today may not be the best leader for the same organisation five years from now. The challenge facing Essendon is not simply winning more games. The challenge is rebuilding belief, rebuilding trust, rebuilding alignment, and rebuilding identity. Those are fundamentally leadership challenges before they become performance challenges. This brings me to another interesting aspect of the discussion. Recent commentary has suggested that some experienced coaches may be reluctant to enter the process because the outcome is effectively predetermined. If that is true, I find the observation fascinating. One characteristic I have consistently observed among elite performers is an unwavering belief in their ability to compete. The best coaches I have encountered throughout my career have never feared selection processes, scrutiny or competition. They back their capability. This is not a criticism of any individual coach. I do not know Adam Simpson or Ken Hinkley personally, nor do I pretend to understand their circumstances. Both have earned enormous respect through their achievements within the game. However, speaking generally, leadership requires conviction. If an individual genuinely believes they are the right person for a role, then entering a competitive process should not be viewed as a threat. It should be viewed as an opportunity. More broadly, if a club is searching for a leader capable of driving significant organisational change, confidence and conviction are hardly undesirable traits. Ultimately, the decision facing Essendon is less complicated than many make it out to be. The board must first decide what problem it is attempting to solve. If the problem is purely tactical, there are numerous qualified candidates. If the problem is organisational, cultural and relational, then the field narrows considerably. From my perspective, James Hird deserves serious consideration because he may represent more than a coaching appointment. He may represent an opportunity to reconnect a fractured organisation with its identity. Whether Essendon ultimately appoints him remains to be seen. Whether he would succeed remains unknown. What I do know is that leadership appointments should never be assessed solely through the lens of recent job titles. The role of leadership is not merely to direct performance. The role of leadership is to create the conditions in which performance becomes possible. That, more than tactics or résumés, is the question Essendon should be asking itself right now. @Thomo_Grant @MrJohnnyRainman @Andrew12Welsh @gregpeartpolish @essendonfc @davidking34 @GerardWhateley @SENBreakfast #Essendon #BombersFC #jameshird #afl

@Deanos_DT Effort seems ok. Skills way off. Wind isn't helping that. Caddy or nothing going forward.