Harry Redknapp Quotes

Some players respond to shouting; some don't. Everyone is different, and that is one of a manager's strengths to understand that some don't respond to that.

Us coaches love to have as many players available as possible.

After a certain point I know my players so well, I can anticipate their reactions.

Communicators need to figure out how well do they engage people, and they should not talk one word longer than people are engaged.

I have coaching friends, and when we get together, we often talk more about what we're doing to get players' attention than we do about the fascinating X's and O's of our sport.

The issue is: how do you engage the audience? And one of the things I talk to our communicators about is: The outline is great; the stories are great. But how do you engage them? How do you make it feel like we are on a journey, not you are just up there giving me information.

For us as coaches, we're in a different locker room. So we're coming in pregame, halftime. They spend a lot more time in that locker room than coaches.

I think you have to be more flexible to be a pro coach because once you pay the guy the money, whether he can backpedal the way you want him to or whatever, his style of play may not suit you, but you still are going to play him, and he is going to be a part of your team.

Increasingly, it becomes evident that managing a ball club is a psychiatrist's job. In a short series, the mental attitude of the combatants is everything.

Players want a manager you feel in your gut you want to play for - they can have the best tactics and philosophy in the world but if you have lost a player in his heart or head, you have lost him in every other department.

As a coach, the more experience you have, the more you're around players, it helps so you see how guys learn, ways that are effective to reach different people. You see the aftermath of all the things that happened; you don't just see what happens at the game, you see what happens after the game, the followthrough, and those types of things.

I train with joy and fun, because if I'm not persuaded by the squad at my disposal, I try changing things around, moving players into new positions, and trying something different; otherwise, I get bored.

A lot of people think that public speaking means that you are standing at a podium giving a speech, but public speaking comes in lots of different formats.

We have to talk about the players we have.

When I was a player, it was important to target the first few friendlies and plant a seed in the mind of the gaffer.

It's never a straightforward thing to do, to be able to inherit a squad. When you're mid-season it's never easy to get a team or a squad of players to function exactly the way you want them to.

If you want to convey a message, you must do so in an enjoyable format.

I think it's very important to have contact with the players that I will coach.

People often talk about a coach's philosophy, but generally, I think managers look at the players they have and then decide on their style.

I have to know the characteristics of the players. I have to adapt myself to the characteristics of the championship and the players. Now I study my players.

The last thing you want to see is your great players in the press box or in the locker room.

Modern-day coaching is about relationships, so I need to know every little thing that will make my players tick. How am I going to get more out of our best players, from Fran Kirby, Lucy Bronze? Lucy wants to be challenged. If you tell her she can't do something, she'll try it.

A lot of coaches might yank you after the first couple shots don't go in.

Bad performances can happen and are not that serious - even with new players. You can't, say, sell him, get a new one.

Yes, good presentation is a vehicle for enhancing people and policies. But if the presentation fails, we have to look beyond the wrapping and see what is actually contained in the package, to see the substance of it.