Julen Lopetegui Quotes

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.

I normally talk to my players about everyday situations, and there are not really any secrets.

So if the players trust the coach, it's not a problem. If the players don't trust the coach, it is a problem, and vice versa.

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

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.

Daniel Farke is so good, a man-manager - he is calm but he can shout if he thinks I'm not working.

You can be the best manager in the world, but if the players don't trust you, it will never work.

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.

It's up to a manager to understand his players.

Sometimes you need to encourage them sometimes even to comfort them, let them know I trust them. Sometimes you need to tell the truth, being more aggressive. That's management. I need to put the players in the best possible conditions.

I'd be lying if I said I never had any issues with players but at some point you have to stamp your authority because if you're good at taking free-kicks, for example, they should let you take them.

Obviously when a new manager comes in, he's got to instill his own ideas within the team and with his set-up for the games.

The secret of successful managing is to keep the five guys who hate you away from the four guys who haven't made up their minds.

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.

If the players don't trust the coach, it is a problem, and vice versa.

You have to be able to psychologically help your players, support-wise, be in touch with them, so I think managing people is very important.

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.

There is still a big onus to be coached. I understand the best teams don't need a huge amount of coaching, but that's when a coach should decide not to do coaching.

Some players you pat their butts, some players you kick their butts, some players you leave alone.

You have got to boss scrums. The players need to know what you want them to adhere to. Then it is up to them to decide whether they are adhering to that or not.

You know, I've had blowups with my coach too. The same thing happens, it just wasn't as evident back then because they didn't have so many cameras and ways to see things happen.

I do have some young coaches, but I don't really believe that is the biggest problem we have here.

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.

Look, coaching is about human interaction and trying to know your players. Any coach would tell you that. I'm no different.

I talked to the players and tried to make them aware of what was good and bad, but I didn't try to run their lives.