Mickey Arthur Quotes

You want a coach who is going to push you and be strong and be in your corner when it's tough, but sometimes you have coaches who think they are more important than the players. That's where the conflicts come.

For example, I wouldn't hesitate to sit somebody down if he wasn't performing, even if he was the No. 1 player in the world. I've been sat down before.

You have to be able to psychologically help your players, support-wise, be in touch with them, so I think managing people is very important.

I have spent a lifetime watching kids make mistakes because they were not trained or well led or properly motivated to do well. I never faulted the kids; rather, I saw opportunity to train, to motivate, to improve leadership - not to punish the individual.

If you're a coach, you're a teacher.

Some of the people on the teams I've been on need to be uplifted and kind of loved on. And some people don't need that at all - they need to be pushed; more hyped up.

I take the role of leadership as the most important job I have. Yes, it's the passes and all the different things you have to do, but it's leading and it's in the huddle and it's in the weight room and the meeting rooms. It's that role I think comes first.

I had many good managers: Wim Jansen, Martin O'Neill, Frank Rijkaard, and Alex Ferguson, to name just a few.

It's up to a manager to understand his players.

The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining, and having them stop what they are doing to intervene.

Jose Mourinho and I get along well. I've lots of respect for him. He gives me a lot of confidence. After a bad game, he dares to say, 'We have played with 10 today,' but that's it. At moments like that, he leaves me alone.

It takes a special individual to be a coach to pay attention to all that bad stuff and keep people accountable.

I know how to get the best out of the players.

Believe me, you need good people if you want to make good players.

A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.

I am comfortable giving people direction. If something is not good enough, my job is to find a way to help them learn from their mistake, and understand that next time I expect better.

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

For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.

You know, I think when you coach or you manage, you make decisions, and there's some that are really, really tough.

There is still a big onus to be coached. I understand the best teams don't need a huge amount of coaching, but that's when a coach should decide not to do coaching.

Some players you pat their butts, some players you kick their butts, some players you leave alone.

Each group and each youngster is different. As a leader or coach, you get to know what they need.

I've never talked to our guys about being young. That's an easy crutch to fall on. You really just have to come in and build the spirit up of your team by working them everyday, showing them examples of what they've done and reinforce their work.

Managing can be more discouraging than playing, especially when you're losing because when you're a player, there are at least individual goals you can shoot for. When you're a manager all the worries of the team become your worries.

Basically, a manager is a father figure to 20 or 25 blokes. It's about trying to get the best out of them and creating team spirit.