TERRY FRANCONA

You get to the ninth inning and your stomach is clear up to here. But it's not because of your job. It is because you want to win so badly.

Sometimes you've got to be a little flexible. For the most part, it's hard to get players to look at the big picture also. I understand that. They're looking at their next start or their next at-bat.

In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.

I think the outside world can learn a lot about how to act by watching a major league clubhouse. I don't think you want to do everything the same, but there's a lot of things I think people could learn from.

There's so much passion and so much interest in the Red Sox in Boston.

I thought, 'OK, I'm done here. I'll take responsibility and go away.' Little did I know I was going to be going away limping because someone cut my legs out from under me.

Once players have my trust, they have it.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

As a manager, the more consistent you are, the better off you are. It's easy to be up when things go well. When things don't go well, the players will follow your lead. So you have to be consistent and upbeat, which takes some work sometimes.

I like information. I love when smart people make me think of something in a new way.

Once players have my trust, they have it.

As a manager, the more consistent you are, the better off you are. It's easy to be up when things go well. When things don't go well, the players will follow your lead. So you have to be consistent and upbeat, which takes some work sometimes.

In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.

I like information. I love when smart people make me think of something in a new way.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

There's so much passion and so much interest in the Red Sox in Boston.

I think the outside world can learn a lot about how to act by watching a major league clubhouse. I don't think you want to do everything the same, but there's a lot of things I think people could learn from.

It's hard to be a clubhouse guy without being a great guy. I mean, the nature of the job is, you know, you're picking up dirty clothes and you're doing all the tasks that the players - that nobody else wants to do.

You get to the ninth inning and your stomach is clear up to here. But it's not because of your job. It is because you want to win so badly.

I thought, 'OK, I'm done here. I'll take responsibility and go away.' Little did I know I was going to be going away limping because someone cut my legs out from under me.

Sometimes you've got to be a little flexible. For the most part, it's hard to get players to look at the big picture also. I understand that. They're looking at their next start or their next at-bat.