Patrick Mouratoglou Quotes

Coaching changes are a part of football; they arrive ready to meet the goals they have been set, so you respect them and work with them like any other.

One of the difficult things in a high-growth company is that, even with the best intentions, the company moves so fast, and growth happens so regularly. When you move at that rate, you have to be willing to change, and you have to be willing to take advice.

As the world we live in is so unpredictable, the ability to learn and to adapt to change is imperative, alongside creativity, problem-solving, and communication skills.

You must be on top of change or change will be on top of you.

The only way to avoid disruption is to constantly do what you would if you were just starting out.

Any company has got to reinvent itself again and again.

The idea that you can create a template that will work forever doesn't happen in any business. There's some really, really bright people in this business. You can't do the same thing the same way and be successful for a long period of time.

Just like any business is a living, breathing thing, an entrepreneur has to be able to adapt over time.

I'm always learning from experiences because each one is different and there are different players involved in the project at the time with their own way of doing things.

How you manage change can make all the difference.

I've played sports pretty much my whole life, and that teaches you how to work with anyone, whether you like that person or you don't, and whether you get along with them or you don't. The circumstances don't matter. Team work is part of life.

You must always be able to predict what's next and then have the flexibility to evolve.

As a director, you have to understand what is happening - if I don't understand it, you can't make changes.

One thing I learned particularly at Yale was how to work with others. Having studied so long trying to master myself, the biggest challenge was learning about the other person's work.

We need to build change in to our systems and let these systems evolve as circumstances change. Change is inevitable, but we need to do a better job of dealing with it, because when we start building huge gleaming monoliths, I think we start getting into trouble.

I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.

I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.

In our business, you never really know who you're going to get and who you're going to work with. Sometimes it's great, sometimes it's awful, and you gotta do what you gotta do.

It was a hallmark of Nelson Mandela's leadership that being open to change made him appear not weaker, but even stronger.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

You have to let the team develop. You can't say, 'Oh, I got empty seats, I'm going to change the team.' It just doesn't work that way.

I think I've changed my business strategy every year since 2003. You have to be watching the horizon constantly. The rug has been pulled out from under our feet so many times.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

Good teams, whatever the circumstances or the atmosphere or the pitch, find a way of playing.

You've got to coach with what you have and who's available.