Mike Singletary Quotes

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

If the right people do the right things, we can walk, we can have a future. But if people don't put time into it to make it run in a right way, I don't think your team will work.

Great leaders help their people see how they can directly impact the company's objectives and their own personal goals.

A coach coaches. That's what he does. That's what he's good at. He's not managing people. He manages his players, but that's different.

It starts with me. I have to get the team in the right play and throw the ball where it's supposed to go.

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

I have to put my team in a good situation.

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

The Leader will be a person with the management skills to coordinate the activities of the Team, and to assure that the Team remains faithful to the objectives of the incoming President.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.

If I'm a leader, I have a mission.

Great leaders state out loud what they intend to do and in doing so, they get things done.

A leader is the one who can outline the broad vision and the direction, and say here's where we are going to go, here's why we need to go there, and here's how we are going to get there. A manager is the one who actually gets up under the hood and tunes the carburetor.

You can have great players, but if they don't want to be coached, what are you going to do?

Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.

All we do is sign great teams, and stay out of the way. The rest will take care of itself.

The manager picks the team and the team has got to go out and do its best.

Leadership is inspiring people. Management is keeping the trains running on time.

For me coaching is about seeing a vision and trying to sell that vision to the players through a day to day teaching of the job.

I take the role of leadership as the most important job I have. Yes, it's the passes and all the different things you have to do, but it's leading and it's in the huddle and it's in the weight room and the meeting rooms. It's that role I think comes first.

I have a very English coaching philosophy.

The way that I prepare, the way that I play, the way that I like to speak to the lads or manage situations is the way that I do things.

I look at the group I've got and then I decide what strengths and weaknesses they have and then I formulate an appropriate way the players can work in order to be collectively successful.

You can have X's and O's, you can have talent, but if you don't have a vision, it won't work.