Rubens Barrichello Quotes

Races always are good to show where you are reaching in your training as well as to keep you sharpened. Every race, in my program, I put it in a special way like a ladder, climbing up slowly and slowly to the next one. I see where my training is, and that is like a test.

Winter testing is essential but there comes a point where you have had enough of all the rehearsals and the pretend racing. You just want to get down to the real action.

But I plan on dedicating specific training to track this winter for the next racing season.

I think I don't really have any expectations; I don't look at the season as a whole - I look at it race by race.

Every race is not perfect; there are obviously a lot of things I can improve on at the end of the race.

As a company grows, communication becomes its biggest challenge.

Realistically, we could aim for the top three in the constructors championship. Realistically, we could look at winning more races. Three race wins would be very satisfying.

When you have two races in a row, it's really important to keep that mental energy stable.

It's difficult to gel players.

No two managers are the same and I believe how players are man-managed on a daily basis has a huge influence on their performance on the field.

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.

I've been on a bunch of teams in my career.

Between 20km and 10km to go, you want the whole team at the front. You don't necessarily want to take control, and the speed will be dictated by how many surges you get from the other teams. You don't want to go so fast they can't come, but you want to be just ahead so you're in control.

It's really difficult when you don't see much of a team and you're not familiar with how they play.

I can talk with my team-mates, understand them and it's better for understanding the coaching staff and the game itself. If someone's making a run and they shout for the ball, I know now.

Our fellow players are sometimes occupying the spaces I want to play in. And when I see that, it makes it difficult for me to come to those spaces as well. So that forces me to adjust my runs based on the position of my fellow players. And unfortunately, they're often playing in my zones. I think that's a shame.

My first race was in October 2001 in Kapsabet, Kenya. It was a 10km road race. I was excited and I was happy to know I am good in running.

I think once you get into the routine of race weekends, and there's more of a structure, it gets a bit easier.

Winning races is very difficult - actually, it's not: you just have to qualify in front, and then it's much easier, from what we've analysed!

I always learn something from every race.

If you don't share information among your startup's team, then it'll be just about a coincidence if product, marketing, and engineering are ever aligned. Those odds are too low to succeed.

Some people get on better with some than others but what is absolutely crucial is that everyone knows their roles and responsibilities and trust that your team-mate is going to do their best for the team.

Players' moods change on a daily basis, so it depends how you find your players, and up to you to get the best out of them.

A football team is like a piano. You need eight men to carry it and three who can play the damn thing.

Trust is the foundation of real teamwork. And so the first dysfunction is a failure on the part of team members to understand and open up to one another. And if that sounds touchy-feely, let me explain, because there is nothing soft about it. It is an absolutely critical part of building a team. In fact, it’s probably the most critical.