Gary Cahill Quotes

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

I have three tools at my disposal - my whistle, my body language and my talk. It is a question of how I marry them up to try to get the players around to my way of thinking.

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

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

You've got to coach worrying about your entire team: whether that gets you a championship or whether that gets you fired. I think it allows you to coach free. You're coaching with freedom because you know you're doing what you think is right.

You can lead a team in a lot of different ways. It can be talking to somebody who is down or, during the course of a game, looking to penetrate and then dropping the ball off to someone else for an easy bucket.

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.

Good leadership consists of showing average people how to do the work of superior people.

I'm not comparing myself with anyone, but I am very confident about my captaincy, as I have already led India and in the IPL also. I have confidence I can bring out each player's ability fully and also give them a lot of confidence... I would like to stick to what I know best and what I have confidence in.

The best CEOs I know are teachers, and at the core of what they teach is strategy.

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.

You have to be able to do everything as a quarterback, and that's not necessarily taking care of your job but making sure you're preparing everyone else to go out and play well. And make sure you have them in the right mindset when they step on the field.

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

MS has always been a bowler's captain.

It's not always the player that's talking in the dressing room that becomes a good manager. It's a feeling that you need to develop, it's a feeling that needs to grow on you.

I look at the group I've got and then I decide what strengths and weaknesses they have and then I formulate an appropriate way the players can work in order to be collectively successful.

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.

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

As a captain, you sit on the sidelines and it's evident the best place to bat is up front.

I think everybody individually does things a little differently. As a quarterback, every quarterback has their strengths and their weaknesses.

I had a few passionate discussions with my own coaches, but it wasn't for more playing time or anything like that. It was because, even then, I wanted to run the team my own way.

I have to put my team in a good situation.

On the pitch, I conduct and organise. I'm loud.

As a goalkeeper you need to be good at organising the people in front of you and motivating them. You need to see what's going on and react to the threats. Just like a good manager in business.

A good director has to be a captain - he has to work with a lot of people every day.