Top 33 Sean Dyche Quotes

You need good fitness from the players and the organisational structure has to be there from early on in pre-season because the games come so quickly that you don’t have much time on the grass with the players to shuffle the pack tactically.

All I can do is work hard, prepare the players properly, give them everything I’ve got and they give me everything they’ve got.

No one seems to want to do anything about diving in the game apart from me. I’m still amazed by it. Kids everywhere are watching, all copying it. No one seems to care about it.

Established is a dangerous word for me. It could imply a modicum of complacency.

In this game you can waste a lot of energy wondering about other people’s opinions when the one that actually counts is yours. Because that’s your job, to lead and to manage.

You have to have some form of talent. Getting to a skill-set when you can do something is achievable. Getting to a skill-set when you can do it an elite level is a different thing.

I grew up in an era where Dad worked, Mum looked after the family, and if I think of the qualities she brought to that – nurture and support are so valuable.

Football management is about managing people.

My brother works at Weetabix in Kettering. That was taken over, there were redundancies. My other brother is a builder who has lost jobs, lost work. Football is not immune from that, it just happens to be in more of a spotlight.

The game shapes you. I played for 20 years at all levels, apart from the Premier League. I had a disaster at Bristol City, where in two years I learnt more about myself, the industry, fans, how you get treated, than I ever learnt in my career.

I had a lot of tough experiences at Bristol City. I came there for a few quid and was getting booed off by fans, got injured. I was out of the team due to injury but also because I was having an awful time playing wise. But they were amazing experiences.

I’ll let others worry about what is trendy. When I was a player I wasn’t a fashion item, I was someone who got the job done. I hope I’m like that as a manager.

I was a Liverpool fan as a kid.

I have no problem with anyone’s view about what we do, I really don’t. Very rarely does it stick in my craw what managers or media outlets say about us.

I won promotion four times as a player, and I’m not going to deny I would enjoy another one as a manager, but you can ask any of the clubs I went up with and they will tell you the same. My focus was always dead calm, always on the next game.

I love the relentless nature of a side that never gives up.

I had good parents. Two older brothers, bit of a handful between us, all got ginger hair, a bit fiery. I remember a very happy childhood.

Things that are uncomfortable and demand time and effort and patience we can switch off to. And I am intrigued by that concept. It’s about human tolerance.

True success for me is allowing players to be better than I was. That is what I went into coaching for and I’ve not lost sight of that.

Whether people think I’m old fashioned, I don’t care. I’ve always been very comfortable in my own skin. I’ve never been a brandist, I don’t use words like philosophy, that sort of stuff isn’t for me.

Most of our players come from the Championship; Chelsea can get more or less anyone from around the world. Some clubs in this division have owners who say it doesn’t matter what they spend. I don’t know what happened to Financial Fair Play but it didn’t exactly level the playing field.

If I can understand them better as a person then I can understand how to make them a better player too.

I remember all the magic markers of the first time I heard the Stone Roses and that Madchester vibe, the Verve and all these groups coming up.

I saw Metallica, I’m not a major Metallica fan, but I like music enough to get invited and went.

Without wanting to sound pompous or clever it is down to me to make decisions on behalf of the side to give it the best chance of being successful.

If your performance levels are right, that brings results and that brings momentum naturally. We believe in the training schedule.

I am at A and going all the way to Z is high unlikely in any career, let alone football. You have to weave your way like the river, pick up your skills and keep going.

I was a player who got the job done, and I think I’m kind of maybe thought of like that as a manager.

If there is a flaw in the academy system it’s that they try to tell them everything. Kids are taught the same. They look the same. So you’re constantly looking for the X factor. It’s the hardest thing, that mystical ingredient, instinct, the four-second hit, like/dislike, it can come unbelievably quickly.

The teams that you come across, they are not physically super-human, they are just very good. So it is asking what do we about that. How do we take on the challenge?

Nonsensical decisions are made all the time in football and then really sensible decisions are made all the time. It really is the maddest business but everyone knows that. We all love it.

You need doors to open, you need a chance – and you have got to have something, to take your chance when the door opens at the right time. My first port of call was to be a manager, then it was a successful manager, then it was a Premier League manager.

The harder I work, the luckier I get.