Words matter. These are the best Managers Quotes from famous people such as Michael Laudrup, Nigel Pearson, Sam Allardyce, Brian Stelter, Robin Yount, and they’re great for sharing with your friends.
I’ve played under many managers – some fantastic, some average, and some not so good. Even if it’s not intentional, you log the good ideas and the bad ones.
I would like football clubs to be more aware of what their philosophy is, then recruit managers who fit the profile that suits them.
I have always said that managers stay in a job when they win football matches.
History suggests that big corporate maneuvers tend to coincide with changes in morning-TV fortunes, either because the new managers tinker with the product or fail to take it seriously.
You know over 20 years I played for a number of managers and dozens of coaches. I don’t know any of them that I didn’t learn something from to help make me a better player.
First, as an owner of the club, you must choose a style of football. After that, you must find the managers that will work with the young players in your team in that style. After that, you must put a manager in the squad with the same mentality.
It’s hard to convince your agents and managers to do theater, because it’s not as financially rewarding and it takes up a lot of time.
All the managers in the world, it doesn’t matter how good you are, if your players don’t understand what you are looking for or what you want, it makes no sense.
As far as I’m concerned, if you’re only going to call managers who have won a trophy any good, then basically, you have four or five.
Though few hiring managers would deliberately choose to offer women less money than their male counterparts, when using salary history to determine compensation, they unintentionally preserve the status quo. Too often, women will have a lower salary history, and, therefore get a lower offer.
In every organization, there are many people, from senior leaders to first-time managers, who have the power to elevate women in the workplace. I wouldn’t be in the position I’m in today without several key people in power believing in me and giving me a chance to succeed.
It is up to us as lawmakers to provide the resources and streamlined processes that will enable our federal forest managers to become the best possible steward of our lands.
Managers are under pressure and maybe don’t want to take a chance on a young player.
One skill of a great entrepreneur is to get a whole complicated discussion and then say, ‘We’re going to do this one and we’re only going to do this one’. Managers are good at prioritizing. Entrepreneurs know what is the one thing.
Going out and looking for managers is like going out and looking for rattlesnakes.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire’s job. That doesn’t mean they are better managers. It just means that I perceive today’s managers a bit differently.
How many managers told me, ‘Get a nose job. You’re not pretty enough?’ But I proved them wrong.
The final ballots represent players, managers, executives and builders who are top-tier candidates and worthy of review for consideration for election to the Hall of Fame.
The managers I’ve known all had their own specific way of working.
Just because someone signed up for something or takes advice or has managers or works in entertainment or show business with other people doesn’t mean they don’t have a brain, okay? It doesn’t mean that they’re not a real person.
I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn’t much they could do with some of those people.
I always thought that it’s important to have other things, not just work, and I often even suggested my managers take some time off and come back fresh and ready to fight again.
Most managers were trained to be the thing they most despise – bureaucrats.
I don’t like to make comparisons between former managers because they all bring a unique style.
I’m just happy to be a film where for once I don’t have to worry about my hair, because my managers are always complaining about my hair looking depressing in my movies. Which is true. I mean, it’s true.
The old adage that you shouldn’t change a winning team doesn’t apply in modern international football because managers have to study the opposition and pick players who exploit their weaknesses.
Few in Europe imagined the incompetence and dishonesty of Greek economic managers would bring the entire European project into question.
I think the most effective managers in the world have a team that wants to jump through brick walls for them.
You can stick with one manager and have no wins, no trophies, or you can have so many different managers and win a lot. It comes down to the players, to the desire, and the way the club likes to behave.
I’m lucky to have managers at club level and international level who believe in me.
Most hiring managers interview a lot of people. So many that they generally have to go back to their notes to remember candidates – the exception being candidates with a strong hook. Sometimes these hooks are how people dress or their personality, but the best hook is a strong story that’s work-related.
We need an NHS with fewer managers, fewer contractors and more power (rather than choice) to patients – with the input of the real experts: healthcare professionals.
I don’t take investment advice from wealth managers. I have grown several businesses from scratch and amassed many millions from my publishing empire – why would I take advice from someone who has never experienced that?
For a lot of young managers, especially those who have not played at the top end of the game, there is also a financial need to work. Some of them could find employment in another field, but you can’t beat making a living out of something you really enjoy doing.
Managers and players at different clubs, it’s difficult to compare.
Some news managers have been slow to grasp that good television news is always substance over form.
There is a misconception over whether black ex-players can make successful managers.
The world isn’t fast-paced, it’s frenetic. People have to be managers of themselves. Time has been managing itself for 15 billion years; we have to manage ourselves in the context of time.
Different managers play different systems, and you’ve got to be able to play in different positions.
You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.
Managers are obsessed with the game. It’s very, very difficult, if not impossible, to live a balanced lifestyle.
How I hate the Beautiful Game! I hate its cry-baby players and its gruff, joyless managers, its blokish supporters and its sinister owners, its whistle-peeping referees and its chippy little linesmen, its excitable commentators and – perhaps most of all – its unpluggable ‘analysts.’
I’m lucky to have played for some great managers who can be positive influences on how I work at Watford.
The actions of hedge fund managers in exercising their fiduciary responsibilities to their investors is not the reason why Chrysler is in jeopardy.
Managers lose more than they win until they get to the big 10 clubs; then, they start winning a bit more than they lose.
In our works at Bethlehem and San Francisco, and all over the United States, I adopted this system: I pay the managers practically no salary. I make them partners in the business, only I don’t let them share in the efforts of any other man.
I know a lot of people on the field – players, coaches, managers – are glad that I’m gone.
I think a lot of managers say that it starts from the front and us as defenders know it helps our job when the front two strikers put that pressure on. If they can do that it makes our job a lot easier.
I was at Leeds Carnegie, the ninth tier. And I was coaching students. There would have been hundreds of managers with more experience. So I had to go to the fourth tier of Swedish football, pretty much in the Arctic circle.
Managerial discretion can take many forms, some very subtle. Individual managers may run slack operations; they may pursue subgoals that are at variance with corporate purposes; they can engage in self-dealing.
I have to be honest: in my career, I’ve really had to fight to come in the middle again. A lot of managers told me, ‘You are way more comfortable as a winger than as a midfielder,’ but I always kept my trust and confidence in what I knew about my qualities.
I’ve seen 18 managers go at the clubs I’ve been playing for. It’s a part of football, isn’t it?
I had many good managers: Wim Jansen, Martin O’Neill, Frank Rijkaard, and Alex Ferguson, to name just a few.
We have to entertain the supporters. It’s not only about defending and ‘don’t concede.’ Perhaps most managers focus on defence.
I went through 15 years as a coach at Spurs working under seven, eight different managers. And every time a manager went, you weren’t sure whether you’d still be there. Some people might worry about these things but I never have.