Bill Veeck Quotes

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.

Football management is about managing people.

Managers are never 100 percent in control. You're at the mercy of the players. When you're a player, you're driving. I'm the navigator. I hardly ever think about driving anymore, unless there's two out in the bottom of the ninth.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing.

The team should have implicit confidence in the captain's decisions.

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

As a member of Congress, I'm often reminded that in baseball, as in diplomacy, you have to know when to hit, when to run, and when to show grace.

Every team has to have a quarterback. You can't have two quarterbacks.

When you are scoring runs, you automatically become a good leader because you are armed with so much confidence. If you struggle with your performance, then it becomes very difficult for a leader to perform his role.

I can lead my team.

Playing quarterback, you rely on everybody. Everybody impacts you.

On great teams - the kind where people trust each other, engage in open conflict, and then commit to decisions - team members have the courage and confidence to confront one another when they see something that isn't serving the team.

Being a point guard in this league, you have to balance out people - the emotions and stuff like that.

The calmness and confidence I take into matches has an effect not only on our rivals but also on my team-mates, who are counting on me.

I had Lana and she was the number one player on my team

My team calls all the shots out of the ring, I call them in the ring.

I have this amazing team that I trust. I completely go with their decisions on things. I don't have to go in and micromanage everything. And I think the other thing is, you start to sort of... I wouldn't say relax, because I've never relaxed. But I've tried to have more confidence in the things I like, or the things other people like. That's really the big thing in this job, to second-guess yourself all the time.

If I have to win one game, I’d have a hard time taking anybody over Dustin Pedroia as my second baseman.

Every day in practice I have to lead by example. But at the same time, when people aren't doing what they're supposed to be doing, you're responsible as a player. You can't rely on the coaches to say everything. The players have to be responsible and take ownership of the team. Every day in practice there are situations where you need to say something and get a message across, but do it in the right way.

Throughout the season, I look into my players eyes to gauge feelings, confidence levels, and to establish instant trust.

I've already developed trust in my teammates -as a player and as a person.

Jason always tried to build a good relationship with his team. He'd learned the hard way that if somebody was going to have your back in a fight, it was better if you found some common ground and trusted each other. But Nico wasn't easy to figure out.

Every decision he made, I think everybody bought into it. Whether you understood it or not, you bought into it. Because he's a champion. He's won five of these or something like that, so you've got to trust a guy that's been here before and his view for our team.

The skills necessary to change nappies or negotiate Brexit are obviously very different, but both involve a great deal of trust in the competence of the people doing the job.

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