Erik Spoelstra Quotes

To me, success in the job is setting a vision, guiding an organization through change - which is exactly what I did at Digitas, and I'm very proud of that - and bringing people together and with you. That, to me, is what it takes to be successful.

But I don't think I have any particular talent for prediction, because when you have three or four elements in hand, you don't have to be a genius to reach certain conclusions.

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

I know plenty of entrepreneurs who are numbers first. They tend to be highly analytical people, and before they pull the trigger, all the numbers have to line up just right.

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.

That is what a good manager does - you study and think and discuss, and you come up with a model of playing.

Passion provides purpose, but data drives decisions.

The market is full of talk, I prefer facts, which help us win, and to become great together.

To be a good analyst, you need to know what the trends are and what teams are doing.

The Facebook way is that you sit at the table and you state your opinion, back it up with data, and make a recommendation.

When my playing career stopped and Old Dominion asked me to be an assistant, I was reluctant about it because I didn't aspire to be a coach, and I didn't know if I had the qualities to be a coach.

The owner of a company with supertight margins - say, a restaurant, retailer, or producer of commodity goods - would be a fool not to keep a close eye on the numbers. But when I make big decisions, numbers are seldom, if ever, the tiebreaker.

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.

The best decisions are taken quickly and well. You can prepare yourself, have all aspects of the game thought through, but the one who shines on the pitch is the one with intuition.

We're always trying to evolve and find more efficient ways, more fluent ways to evaluate our players, evaluate our opponent and evaluate our prospects.

The best moments are when, together with... you bring information, you bring data to bear in a way that helps illuminate something that you just don't really understand. Even if it doesn't completely clarify it, it just, you know, helps bring it together.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.

My job as a director is to communicate, and I want to communicate to all.

When I am on the pitch, I play on intuition, but I think a lot about the game as well.

I don't think it's my job, single-handedly, to fix anything. I think it's my job to have a vision and have a plan that is reasonable and workable and get as many people to the table to effect change as possible.

I am strongly committed to evidence-based policymaking across government.

As a leader, you have to have a vision that inspires people around you.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

Good captains know the strengths and weaknesses of their teams and make decisions accordingly.