Manuel Pellegrini Quotes

The book is actually called 'A Mentor Leader, a Different Way to Lead.' It really talks about my experience in the way I tried lead our football team, things that I learned from, basically, the coaches that I played for and my parents about leadership. And it is a little bit different, counter to maybe what society says about great leaders.

I've never been a break-you-down, one-on-one guy.

You have to be able to psychologically help your players, support-wise, be in touch with them, so I think managing people is very important.

We coaches have to learn how to deal with that: How do I get to each one best - with a talk, with video analysis? And what sort of tone? We need our own coaches for that. The sports psychologist coaches me too.

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.

One of my strengths is connecting with the players.

With Marco Silva, the way he coaches players, he has that knowledge: he wants the best out of you, basically. He wants something out of you all the time, and having seen him work in a short space of time, it's only going to improve.

Guardiola improved me a lot as a footballer. He taught me a lot of things, and that's why, in every interview I'm asked, I always say the same thing: He is the best manager that I have worked with.

As a coach you're able to have better relationships with the players because you're not picking the team.

Man-management is my biggest asset, to help the players enjoy themselves and be better than they already are.

Wenger is the best coach I've worked with.

Hiddink really taught me a lot. We talked every day at Anzhi and I saw how he dealt with difficult situations, how he always seemed to know what the players needed. He was a great teacher. I hope I can be as successful as him.

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.

The best coaches have strong charisma to motivate the whole team while managing the relationship with the media, which can be tense.

I think that's good for a coach to have two sides: the jokey side and the fiery side.

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

I've always been a point guard, so being a coach on the floor, I've had to connect with every one of my teammates and find ways to motivate them, find ways to build them up.

It was a great experience under Van Gaal. He gave you the confidence to go and play.

Leadership is hard to train on.

If I have a really bad cook or a bad manager or bad sous-chef, I previously would have fired them or lost my temper. But now I realize that if I'm so right, then I should be able to communicate it so clearly that they get it.

It's every manager's dream, I suppose, to build a team by coaching young players of 15 to 17. That's why I started a youth scheme.

A coach coaches. That's what he does. That's what he's good at. He's not managing people. He manages his players, but that's different.

There's no better example of how to lead a difficult employee than to have a child. You have another kind of knowledge from your children that's actually applicable outside of childbearing.

I have an MBA, but my Ph.D. is in people. Everything I do is about relationships.

I have worked under several coaches and wish to appreciate each one of them. Jurgen Klopp, though, has helped me improve. He knows how to push you into performing; he knows exactly what should happen.