Inzamam-ul-Haq Quotes

If I was to become a manager, I would not want someone else to be signing the players for the team that my job depended on.

If I hire a coach, he's the coach and will run what he knows and is comfortable with. Will it be part of the process? Absolutely. But I am not going to interfere that way as the president.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

You've got to coach worrying about your entire team: whether that gets you a championship or whether that gets you fired. I think it allows you to coach free. You're coaching with freedom because you know you're doing what you think is right.

Delegating doesn't mean passing off work you don't enjoy, but letting your employees stretch their skills and judgment.

Sometimes managers are a little shy to criticize another manager or another operation.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

My feeling is that when you're managing a baseball team, you have to pick the right people to play and then pray a lot.

I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.

I don't think a manager should be judged by whether he wins the pennant, but by whether he gets the most out of the twenty-five men he's been given.

A manager's job is simple. For one hundred sixty-two games you try not to screw up all that smart stuff your organization did last December.

In 1969, we decided we had to do certain things technically to win, and we decided to do them then, even though we knew some of the personnel couldn't do it. In other words, instead of adapting the system to the players, we just installed our system. Then we set out to fill our team through the draft.

A manager wins games in the winter when he picks his team.

When you get in coaching, you realize there are only two kinds of coaches - those that are fired and those who are going to get fired.

As a manager you're going to put out the player you think is going to best help you win the game.

Obviously, as a manager, you decide the set-up of the team, who's playing, but when it comes to doing the things I want, I have principles, but I also want to leave it open for the players to find their own solutions. At the end of the day, it's also about the individual.

I had the best teacher there can be in man management or managing a football club.

I get the team set up good and then I'll let them do their thing. At the end of the day, if you put the time and effort into interviewing and finding the right people for a job, you've got to let them do that job.

To manage is to decide the team, the substitutions, and everything until the end.

When you're a player, you only really have to look after yourself. And then you go into management, and you've got 30 players' welfare to keep an eye on.

I turn to my parents for support, but their lives and careers are different and mine is different, so I don't consult them regarding my career. I make my own choices.

I don't really want followers, to be honest; that's what Twitter is for. I want people who can make their own decisions and look after their own departments.

As a manager, you look at who is going to get the fans on the edge of the seats.

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

It's gratifying to work for somebody who doesn't measure accomplishment by the temporary state of public-opinion polls.