Glenn McGrath Quotes

You've got to coach with what you have and who's available.

If you play well, win, don't change too much. But when you don't play well, lose, you have to give the opportunity to the other players.

The manager wants to show his tactics, and if I do them perfectly, he'll pick me.

You can put in all the plays in the world, but if a guy is not executing it's not going to work.

I keep my focus on the team and concentrate on the best possible match preparations.

I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the team.

I have a plan of action, but the game is a game of adjustments.

Make a game plan and stick to it. Unless it's not working.

People say, 'Is broadcasting the same as coaching?' I say, 'Hell, no.' Coaching, you win and lose. Broadcasting, you don't win and lose. Coaching was a lot bigger than broadcasting.

How do you win? By getting average players to play good and good players to play great. That's how you win.

My idea of managing is giving the ball to Tom Seaver and sitting down and watching him work.

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.

Leadership is working with goals and vision; management is working with objectives.

There are few secrets in football. So execute.

It's fun leading this offense. I don't think we've hit our peak.

Of course managers win ball games.

If you like to run and the guys can't run, you don't run. If you like power, and you have guys that can't hit it out of the park, then you start moving guys around.

When you look at myself, I'm a coach, and that's what it's all about. When you're a player, you get criticized, and when you're a coach, you get criticized even more because it's about wins and losses.

First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

I have to put people in the right spot so that if they execute, we win.

The better you can prepare your players and the more you can put their minds to it is really important.

I think anybody confusing a system with a reason for success is making a huge mistake. Systems don't win games. Players do.

The way that I prepare, the way that I play, the way that I like to speak to the lads or manage situations is the way that I do things.

I look at the group I've got and then I decide what strengths and weaknesses they have and then I formulate an appropriate way the players can work in order to be collectively successful.

My process to adapt to English football has been very good.