Manuel Pellegrini Quotes

To change a team you must change their comfort zone.

In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

The life expectancy of a team is about eight months. Then the next year, it's a whole new team.

Startups are rapidly changing systems. If you use an annual review cycle, you aren't getting feedback at the same pace that you need to adapt and change the business.

I think there are always growing pains with teams.

People shouldn't underplay what the breaking up of a team does in every department.

Every year the identity of a team changes to some degree.

What I'm worried about is our team and our players developing and getting better. That's the most important thing.

It's normal in a top club that people change.

The team evolves over time, and players need replacing.

My job is called adaptation. It's always about adapting to new situations, but the core team is going to be the same.

Every change in a team can turn into an opportunity for players to show themselves.

Learning has replaced control as the fundamental role of management.

Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.

I think it's extremely important to think of your company as a series of chapters.

Normally, the coach does not like to make changes that are not necessary - because a team has to find itself.

Niko Kovac had to understand the system inside Bayern, to realise that this is a very different club to Eintracht Frankfurt, where he was before.

At a massive club like Liverpool, people will come and go. It is our job to keep the wheels moving and momentum going.

Chemistry kind of builds all season. It's not like we say, 'OK, it's game one, and now we've got our chemistry.' I think it shifts and moves all season long.

Agility is fundamental to leading a team through times of change.

In football, any team can still improve, in every sense.

Companies can change. Culture can change.

Every single match, win, lose or draw, there's something that we can improve on, and it's about us addressing that straight after the match.

KIND had grown from a team of dedicated, overworked generalists to a large, professional organization with specialists who had either come in from outside or had been groomed internally to grow in a focused area about which they're passionate.

Change has to be fundamental to a company's culture, or there is no way it can survive.