Jack Welch Quotes

Managers can make themselves look strong by selling or dropping players, but if the move doesn't work, the choice looks flawed.

When you're a general manager, you don't get to see every single player, so you have to rely on your scouts.

I really focus on process as much as anything else: process for how we evaluate players, process for how we make decisions, process even for how we hire people internally, process for how we go about integrating our scouting reports with guys watching tape in the office.

Once you identify positional needs, then I think, then, what you do is, you be very selective on how you go about acquiring those players. You have to look at the resources available on how to acquire those players, and then, if you can, go acquire those assets that can best help this team get over the hump.

I've tried so far to learn as much as possible. I think I've got a good grasp of what a hockey GM needs to do.

[Being a coach] is totally different, but I have a new level of respect for coaching that I didn't as a player. So much is expected of you and from your team. Everything falls on your shoulders.

It is hard to ignore that is reality. But, at the same time, it still comes down to sound baseball decisions, farm systems and then execution on the field by the players. There are a lot of components to that (other) than just saying it is the highest salary.

You see the assets of your actors and you see their strengths and you try to play into them. It's like I feel part of my job is as a coach. I'm putting a team on the field and you want to formulate how to make the best game out of these players.

In short, we accumulate all the information that we can accumulate, wherever that information comes from, and try to analyze it and make the best decision we can make for our football team on a case-by-case basis. It's the same for every single player; the process is the same.

Perhaps the toughest call for a coach is weighing what is best for an individual against what is best for the team. Keeping a player on the roster just because I liked him personally, or even because of his great contributions to the team in the past, when I felt some one else could do more for the team would be a disservice to the team's goals.

I was out of the country for a period of time but followed everything closely through other people in our organization and we've made the decisions that we felt were right for the football team and we'll continue to do that and be as diligent as we can going forward.

If U.S. Grant had been leading a team of baseball players, they'd have second guessed him all the way to the doorknob of the Appomattox Courthouse.

Good captains know the strengths and weaknesses of their teams and make decisions accordingly.

As a coach, you look for the elements. Sort of like a chemist, you want to say, 'Okay, here we have all of the parts,' and make what you think will be a successful line.

As a director, you realise the bigger picture.

It's important to know as much as I can about the players.

I think you build a team and a roster around the depth. That's what makes a team really good.

The decisions you make are based on what you think is better for the team and the player.

When I was a player, I was always interested in management.

I am confident that I am capable of leading projects, which are even complex.

I think if you want to be a successful president or a manager of a team, you need to understand what the business is all about because you have to deal with the business side of the game to be able to do what you need to do.

Playing at coach is very easy; actually doing it is another thing. Put yourself in the coach's position, and you'll see how complex everything is.

The concept of head coach simply means being hyperfocused on the pitch and team performance.

You need the management personnel who can help you out with various things. The captain can't be asked to get into every decision.

You buy the right players for the system that you believe will be successful.