Peter Schmeichel Quotes

As a captain, I think it's important that the players really know who you are and what you stand for, what your beliefs are, and to be consistent in those if things are going good or things are going bad.

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

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

What I do know as a manager, as a person, is that you have to try and be honest with everyone around you. If I leave a player out, they deserve an explanation. It's about communication, about being clear in what you want.

The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger.

My idea of managing is giving the ball to Tom Seaver and sitting down and watching him work.

As a manager, the more consistent you are, the better off you are. It's easy to be up when things go well. When things don't go well, the players will follow your lead. So you have to be consistent and upbeat, which takes some work sometimes.

The way you delegate is that first you have to hire people that you really have confidence in. You won't truly let those people feel a sense of autonomy if you don't have confidence in them.

I try to hire people I don't have to motivate. But I do motivate the people working with and for me.

I don't think I am that hands-on. I'm much more of a believer in finding a great team of people and trusting them to follow their instincts. They work better when they feel they have freedom and they are trusted.

In managers, I look for people who can get things done through other people. The most important thing for a good manager is that the people on his team feel like he or she has integrity.

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.

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.

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.

The way that I prepare, the way that I play, the way that I like to speak to the lads or manage situations is the way that I do things.

Just because you're the coach, you don't automatically have the authority. You have to work the people. You have to gain the trust of the people.

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.

My players, because they work with me every day, they know my commitment and how I work.

We need to trust our coaches. Unless we trust them we can't get the result.

It is a pleasure to play under Jose Mourinho, and everything is OK. I learn every day. He is a normal coach. He speaks a lot with the players. I like it when the manager speaks a lot with you because it gives you confidence.

That is good to have a manager who is very clear.

I normally talk to my players about everyday situations, and there are not really any secrets.

Its strong management that makes players feel comfortable.

As head coach, I try to give clear role clarity, instil structure and create an environment in which players can excel.