Mickey Arthur Quotes

In any leadership position, you're always going to be disappointing somebody.

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

Feedback for leaders is often nuanced and difficult to deliver. That said, hearing you are passive-aggressive from 10 different people described 10 different ways becomes hard to ignore.

I figured managing people was obvious - I'd tell someone what they needed to do and they'd do what I wanted. It turns out that's not the case. It was frustrating at first.

Ambiguity in directors is a hard thing to deal with.

You don't have to be popular with the players to be a good manager or coach.

When people disappoint you, it's just as much your responsibility to be aware of it and what you don't want.

I've got a really great team around me. They're the ones that are in the restaurants on a day to day basis. Anyone that's good can't be stifled in any way. I don't baby people.

In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.

People leave their manager; they don't leave companies.

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

As a businessman, I learned something that Donald Trump never figured out: It isn't about how many times you yell, 'You're fired,' but instead, how many times you say, 'You're hired.'

I'm not a great boss because I don't like to tell other people what to do.

Daniel Farke is so good, a man-manager - he is calm but he can shout if he thinks I'm not working.

As you develop relationships in your team you have to learn how your teammates react to being yelled at or how to put your arm around them and show them how to do things. You have to build those relationships up and understand who that person is and how they respond and choose your way to lead them to hopefully help everyone out.

I've got my own businesses I run every day and I like to think I'm a nurturer rather than a firer, but the reality is, if somebody continues not to succeed and do the right thing for the business they lose the job because they are affecting the livelihoods of others.

A rookie coach must be supported by a very strong structure and not get burned.

I think that's good for a coach to have two sides: the jokey side and the fiery side.

I've worked under a lot of managers, whether it's the national team or at St Mirren and everyone has their moments. I think it is important, you can't just let things pass if they are not good enough.

As a director, you're open to any kind of criticism.

People don't realise how difficult it is to work with people day in and day out that know absolutely nothing.

Galliani is a great leader but can't understand players.

Sometimes players are very fed up with my communication, but that's what I do, and they know how I think. But they know I am very transparent.

At first, it was hard to sit down and read the things that people were saying. A lot of people would've worked their way up to this position and would've gotten a thick skin over a few years' time. For me, though, all this happened in a few months.

When I see my staff take a step back because I've lost my cool about something food-related, I say never apologise for your standards. If someone doesn't meet them, then you should explain that and that you want it changed. I want my staff to be like that, too.