Peter Drucker Quotes

The best way to supervise your men is from their reports that they make out.

Surround yourself with strong people, make sure they fully understand your principles, give them room to work, reward good performance and correct bad performance—and be sure they know you can tell the difference.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates.

I just put people together. I just identified jobs that have to be filled. And then I have to go out and find the right people and make sure they talk to each other. So I'm the beneficiary of good things that other people do. I get credit for that. If they don't do a good job, I get the blame for it.

I never had an understanding of Billy Martin. I did not accept the way he managed me. I did not accept the way he managed Ken Holtzman. I thought there was anti-Semitism there.

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

Leaders must establish common purpose and build trust within an organization.

The manager picks the team and the team has got to go out and do its best.

All my best players have been really good guys, which means I can coach them.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

Sir Alex is so consistent with his management. He manages each person differently, but you know exactly where you are with him. You know exactly what is required.

It starts with me. I have to get the team in the right play and throw the ball where it's supposed to go.

To be honest, it makes you a lot better coach when your boss is in the meeting room. You're a lot more driven every day.

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

You can be the best manager in the world, but if the players don't trust you, it will never work.

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.

Sometimes you need to encourage them sometimes even to comfort them, let them know I trust them. Sometimes you need to tell the truth, being more aggressive. That's management. I need to put the players in the best possible conditions.

T-Lue is as bright as they come. He's incredible at making adjustments, holding guys accountable, relating.

Captains need to lead well and play within the laws of the game. There cannot be any compromise on that count.

I want to feel the team is playing like I want. If not, why am I here?

The execution of strategy is over to the captain and coach, as it always has been. It's the right way to go. We need clear role allocations, the coach and the captain go and execute and my job is to plan for the future.

I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.

I am a manager who tries to be respectful and also very demanding.

It's part of the captain's job to keep people on their toes.

I think I can run a team pretty well.