Erik Spoelstra Quotes

Every team in the league is always looking to upgrade its talent.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

We've got to use every piece of data and piece of information, and hopefully that will help us be accurate with our player evaluation. For us, that's our life blood.

When I work a game as an analyst, all I do is look at the game like a coach.

Being a quarterback, the way I believe is there's always so much room to improve. Any little detail. I always cut up the film and try to watch what I can improve on, whatever little detail it is.

What gets measured, gets done….Results measurement is now mainstreamed

Too often in business, only financial data is gathered - and then it is distributed only to management. Other key indicators that relate to performance areas also need to be tracked. Information on performance has to be made available to those people who can best use it - those doing the work.

I do think - the metaphor I always use - it's the role of intelligence community to stay down in the engine room and shovel that intelligence coal, and people on the bridge get to decide where to drive the ship and how fast and how to arrange all the deckchairs.

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

Managers can make themselves look strong by selling or dropping players, but if the move doesn't work, the choice looks flawed.

I think there is a difference between being critical of plays and being critical of players and coaches.

When you're a general manager, you don't get to see every single player, so you have to rely on your scouts.

My coaches do all the breakdowns of my opponents, and I leave that up to them.

It's important to know as much as I can about the players.

Once you identify positional needs, then I think, then, what you do is, you be very selective on how you go about acquiring those players. You have to look at the resources available on how to acquire those players, and then, if you can, go acquire those assets that can best help this team get over the hump.

It's weird watching games and being apart from it but seeing teams that could use you in certain situations. You see where you could help different clubs in different ways.

The concept of head coach simply means being hyperfocused on the pitch and team performance.

After the training session, video analysis. You can see the good and the bad, show players how to improve. Not because I want to find blame. Sometimes 20 or 30 minutes of video is more important than three training sessions.

My experience in decision-making has shown that patterns are tough to break. In the military, we study an opponent, looking for gaps, flaws, or weaknesses that can be exploited. Successful leaders at all levels in all disciplines conduct this kind of analysis.

I think a lot of personnel decisions come down to who's the best player today, like if we had to throw 'em in a game today versus what could their upside be 18 months from now. A lot of times, those are two different answers. That's the difficulty of player personnel.

The one thing you have to be careful of is trying to do what other teams and players are doing when you don't have the people to do it yourself.

It's the business that you guys are in too. We try to get as much information as we can and make the best decisions that we can for the football team.

The analysis of statistics is a big part of the modern game, and it's important as a modern manager to embrace areas that can help your team and players improve.

All the projects that coaches go through in the offseason are based on the success other teams had in every area whether it's offense, defense or special teams. What they do is see if they can incorporate anything they see with the people they have.

Of course, when you play football yourself you can think you want to become a manager but it does not make you a good manager.