Cory Barlog Quotes

You don't have to be popular with the players to be a good manager or coach.

I think leadership is most effective when it's your own personality. But I feel like it's a natural progression as a quarterback, as well.

There are leaders vocally, and there are leaders by example. I think I'm starting to become better at being a leader vocally, just talking on the court.

People leave their manager; they don't leave companies.

It is important for the manager to find the right solution for your team.

I can't be a manager, because I think it's too tough managing 30 players thinking in different ways.

Peter Stoger is very, very inspirational, communicating a lot, being open and approachable for the players.

For this group, because we have so many big personalities, I think the manager also has to have a big personality but in a way that sort of knows how to deal with everything.

A director on a film really sets the tone of how people go about things, so everybody is happy to be at work and everybody does their best.

I don’t allow my staff to criticize each other…. Evan Rosalyn … She knows that nothing can make me madder then for her to criticize staff.

Leadership involves persuasion, and conciliation, and education and patience. It's long, slow, tough work. That is the only kind of leadership I know or will believe in, or will practice.

A big part of the job of being a showrunner is, in my way of thinking, being a good communicator because there's really no other way to have hope for getting what you want, at the end of the day.

When I started to be a coach, I expected a lot - maybe too much - in terms of physical approach, tactics, and technique. There was too little emphasis on human relationships.

When you are scoring runs, you automatically become a good leader because you are armed with so much confidence. If you struggle with your performance, then it becomes very difficult for a leader to perform his role.

As a player, you can be more spontaneous and instinctive, but now as a coach I have to find a psychological balance within the team.

When I first became captain of the Indian cricket team in 2000, many well-wishers and journalist friends gifted me the classic Mike Brearley book, 'The Art of Captaincy.' I mean no disrespect to the book or Mr, Brearley, who I admire a great deal, but books or team meetings don't make you good captains.

I think there are always growing pains with teams.

One of the things I like to do is let the players play and the coaches coach.

If I had one word to describe how I feel at never having to work with co-host Adam Savage again it'd be relief.

When you're the head coach, you coach 53 people, and their wives and their girlfriends and their families and all those people.

When you slide into television, no one tells you exactly how manage expectations and work with your staff.

I don't think I've ever worked on anything that wasn't way bigger than we expected. That's all the way back to working on fighting games at Paradox. Everything seems to balloon when more and more people get involved.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

I know it didn't always go so well under Mark Hughes but it wasn't as if he didn't give me a chance or anything. He really did.

I try to implement my own ways of making teams successful.