Penny Hardaway Quotes

It is important for the manager to find the right solution for your team.

When I first became captain of the Indian cricket team in 2000, many well-wishers and journalist friends gifted me the classic Mike Brearley book, 'The Art of Captaincy.' I mean no disrespect to the book or Mr, Brearley, who I admire a great deal, but books or team meetings don't make you good captains.

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.

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

To lead a group of players is to lead a group of people with different ways of thinking. You have to be prepared for that and know more than just about football. You have to speak a lot to the players, have to make them feel what you expect of them. Have to convince them. Therefore, it's very important for a coach to have a life outside football.

The decisions you make are based on what you think is better for the team and the player.

We don't need a psychologist with the Dutch team; we are grown-up men. The ones who have a problem with other players or the manager should tell them face-to-face. That is the only psychology we need.

Every manager must be prepared to face every situation.

Collaborative decision-making is very poor in crises.

It's always really challenging trying to go from player to player/coach. You have a kind of friendship basis of relationship with all of your teammates, and now you go to this power position where you have to make decisions that might hurt people's feelings.

You know, I think when you coach or you manage, you make decisions, and there's some that are really, really tough.

I think for leadership positions, emotional intelligence is more important than cognitive intelligence. People with emotional intelligence usually have a lot of cognitive intelligence, but that's not always true the other way around.

I need to build my team around my weaknesses.

On land, you can walk away from people, from unpleasant situations. But when you're on a ship for 14 months with 49 other people, if you don't resolve your issues it literally could mean - and this would be an extreme circumstance - the sinking of the ship. You learn a lot about other people. You learn a lot about yourself.

I think management is about just that - managing people via man-to-man skills.

In most job interviews, people say they are looking for people skills and emotional intelligence. That's reasonable, but the question is, how do you define what that looks like?

I'm quite modest. I don't want to tell people I'm a leader.

At AT&T, I learned an awful lot about people, and how important it is to have the right people in the right jobs. And when I say 'right people,' I'm not talking about their college degree or work history; I'm talking about things like bearing - How does this person interact with other people? Can he or she talk to you and not tick you off?

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

Novice leaders often respond dramatically to provocations.

Failure to recognize the obvious is not a good characteristic of a leader.

Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

George Perles at Michigan State was the first coach that gave me responsibility as far as being a coordinator. I learned a lot from that experience.

I can't be a manager, because I think it's too tough managing 30 players thinking in different ways.

An important part of leadership is being able to hold two things in your mind at once: Dealing with the reality, whatever it may be, and focus on hope for the future. Any leader helping an organization through challenges needs to be able to do both.