Erik Spoelstra Quotes

I had many good managers: Wim Jansen, Martin O'Neill, Frank Rijkaard, and Alex Ferguson, to name just a few.

I needed to learn to be a coach initially. I think if I'd gone into professional football when I stopped playing when I was 30 years old I'd have failed because I'd have made too many mistakes because I had no real idea at that time.

I learned a lot from Al Davis, and I got a lot better as a coach.

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

My goal early in becoming a head coach so young was to find out if I could do it. I just wanted to see if I could be a good head coach and then start learning from head coaching.

I love managing characters. Characters make teams and I believe I can deal with all sorts. The most important thing is being able to pass my knowledge on to others and allowing them to flourish as individuals and as part of a team with a specific strategy.

Even though I am getting my coaching badges, I am more into mentoring.

All I did from day-to-day is coach. That's what my job was, that's what my passion was, and the fact that now it's something I'm being considered for is just mind-blowing to me, that I would ever be in that kind of company.

I've started doing my coaching badges, I'd like to be a manager one day.

People say you can't go out and eat with your players. I say why not.

A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.

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.

One of the most important things about leadership is that you have to have the kind of humility that will allow you to be coached.

Nobody thought I would be a great coach.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

You work with great directors and terrible directors, and so you learn; you take what you think will work for you.

I'd never managed anyone before, so I don't have a lot of experience. But I'm lucky - I have a lot of team members who have a really honest relationship with me.

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.

I think there's a lot to be learned from your teammates and older guys around you. And there are many ways to lead. You don't have to change your personality to be a leader.

Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

I've been really lucky with the people that I've gotten to work with. I learn a lot from them, just by watching them.

Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.

Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.

Regarding managing people, I am lucky to be surrounded by good, smart friends, some of whom own their own companies or have worked in ones and can lend experience.

The book is actually called 'A Mentor Leader, a Different Way to Lead.' It really talks about my experience in the way I tried lead our football team, things that I learned from, basically, the coaches that I played for and my parents about leadership. And it is a little bit different, counter to maybe what society says about great leaders.