Daniel Farke Quotes

We're all smart enough to figure out Xs and Os - it's basketball, it's not advanced calculus. But the most important thing is can you get your message across to players? Do they believe in you, and do they want to compete for you?

The most important thing for me is to value the players and try to improve them individually in order to improve the team.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing.

How do you win? By getting average players to play good and good players to play great. That's how you win.

I think the most important thing about coaching is that you have to have a sense of confidence about what you're doing. You have to be a salesman, and you have to get your players, particularly your leaders, to believe in what you're trying to accomplish on the basketball floor.

We've got to play better basketball.

Some people are really good at the visionary role. They're like third grade teachers who tell people the vision and values over and over and over until they get it right, right, right. But they're not implementers. If they're good leaders, they gather people around them who can take the implementation role and move it forward.

For me coaching is about seeing a vision and trying to sell that vision to the players through a day to day teaching of the job.

Guardiola can get the best out of everyone and that's why he is what he is.

It is very important that you can express yourself, especially at half-time in a changing room, which is the crucial time for a manager.

Sometimes a manager can only do so much, as in prepare a team, and then the team have to go out there and perform.

What I found over the years is the most important thing is for a team to come together over a compelling vision, a comprehensive strategy for achieving that vision, and then a relentless implementation plan.

The game is not won by a pep talk on Saturday. It's won by preparation of your club from Monday until game time. If they're not ready on Saturday, you're not going to get them ready by trying to inspire them with a dog-eat-dog sermon on that day.

I love managing characters. Characters make teams and I believe I can deal with all sorts. The most important thing is being able to pass my knowledge on to others and allowing them to flourish as individuals and as part of a team with a specific strategy.

Are there things you can do with the rest of your personnel or are things you can do schematically to help a quarterback? I think so. But at the end of the day, that quarterback still has to be a driving force of your team, especially if you want to be a consistent winner over time.

I was a pretty good coach and working with marketing was like coaching.

I don't need a captain's band to lead a team to victory.

The key is having great players. But there are a lot of teams that have All-Stars and haven't been able to put it together.

A manager is not a person who can do the work better than his men; he is a person who can get his men to do the work better than he can.

People say, 'Is broadcasting the same as coaching?' I say, 'Hell, no.' Coaching, you win and lose. Broadcasting, you don't win and lose. Coaching was a lot bigger than broadcasting.

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

I kept my speeches short as captain. I focused on the key points of the opposition of the day. As coach, I was never afraid to give long speeches to the players throughout our preparations. It was important they had all the information possible.

I feel that a great coach is one that has a vision, sets a plan in place, has the right people in place to execute that plan and then accepts the responsibility if that plan is not carried out.

Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player and motivate.

My job is to give my team a chance to win.