Graeme Souness Quotes

I used to think my job as a CEO meant managing metrics and meeting goals, but I've realised now that's it's about managing my board and employees.

I think management is about just that - managing people via man-to-man skills.

I can't be a manager, because I think it's too tough managing 30 players thinking in different ways.

People who enjoy meetings should not be in charge of anything.

Too many managers manage by what the postgame press conference is going to be.

The main way to reduce stress in the workplace is by picking the right people.

The most challenging part of being CEO is communicating to 200,000 people what you want done.

A CEO needs to build their own team.

Too many talk about a company's leadership, referring to the senior most executives in the organization. They are just that: senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

I've got an opinion on everything, so I should go into management.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.

I could never be a manager. All I have is natural ability.

Management's job is to convey leadership's message in a compelling and inspiring way. Not just in meetings, but also by example.

And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

I'm a natural management guy. I had forgotten that. And I forgot how much I hate it.

I got put into leadership roles very early in life from fifth grade, sixth grade. I always ended up being the quarterback or the leader of the sports teams, and it's kind of benefiting me now.

The way that I am, most of my time as a manager has been putting fires out and I don't enjoy dealing with chairmen and owners but I know it's part of my job.

Many fine coaches never become great managers.

Mourinho is a fantastic manager, intelligent, clever. He is OK.

I don't have the temperament of being a director.

I've had many managers, and learned a lot from them, the good ones always stayed even-keeled, never rode the waves.

I am not saying I am the best manager in the world. But I'm quite good.

To be a director, you need to be reliable, on time, confident, calm, all of those things you see demonstrated in the military.

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