Wilfried Zaha Quotes

Sometimes a manager can only do so much, as in prepare a team, and then the team have to go out there and perform.

That's why football is so nice - it gives us the opportunity to react quickly and learn a lot from a situation, what were our mistakes, and where things went wrong.

Good leadership consists of showing average people how to do the work of superior people.

Basically, a manager is a father figure to 20 or 25 blokes. It's about trying to get the best out of them and creating team spirit.

I personally made lots of mistakes during my 10-12 years as a newspaper editor. Some of which I felt were big mistakes I have tried to address.

The best way to supervise your men is from their reports that they make out.

I felt like a coach. I just wanted to do what I could as far as helping guys understand what was going to happen early and get the best feedback I could and be a great teammate.

My job as the associate head coach was to make sure the head coach has everything he needs. That's my job. Whatever he needs me to do and whatever I see fit to do to help the team win.

I have to put my team in a good situation.

You can always criticise people, the players are aware we can improve in a number of areas.

Criticism is part of football, but we have to work.

I have to give all the solutions and feedback to my players if we want to improve.

I was a pretty good coach and working with marketing was like coaching.

You can lead a team in a lot of different ways. It can be talking to somebody who is down or, during the course of a game, looking to penetrate and then dropping the ball off to someone else for an easy bucket.

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 feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

I am comfortable giving people direction. If something is not good enough, my job is to find a way to help them learn from their mistake, and understand that next time I expect better.

I have three tools at my disposal - my whistle, my body language and my talk. It is a question of how I marry them up to try to get the players around to my way of thinking.

Your performance depends on your people. Select the best, train them and back them. When errors occur, give sharper guidance. If errors persist or if the fit feels wrong, help them move on. The country cannot afford amateur hour in the White House.

Let them police themselves, and then it goes another step past them to my coaches and there a coach that is responsible for a different area and different category on the field.

I spent a lot of time with my teams, especially in the East Coast teams, talking about dealing with the elements a lot of time, and a lot of instruction about field position and those kind of things. I like that variable.

I have made a few mistakes early on that I admit myself, and there have been times when I have gone over the top and done things that you shouldn't do in international cricket, but that's how you learn.

During the final two weeks of training, our students work simulated game situations in which our staff members role-play as players, managers, and coaches. They are given immediate feedback following each camp game.

As a captain, I think it's important that the players really know who you are and what you stand for, what your beliefs are, and to be consistent in those if things are going good or things are going bad.

If you're a coach, and you don't have trust with players, you've got no chance, and your credibility is zero. And that's why it's so important to tell them the truth. If you have something that you're upset about, tell them the truth. If they're doing something wrong, tell them the truth.