Curtis Stone Quotes

I've worked under a lot of managers, whether it's the national team or at St Mirren and everyone has their moments. I think it is important, you can't just let things pass if they are not good enough.

I am a manager who tries to be respectful and also very demanding.

When they say I'm a bad teammate and that I got a coach fired, that irritates the hell out of me. The biggest thing for me is to always have respect for my teammates. And then the whole Westphal thing - the man got himself fired. He was losing before I got here.

Collaboration is just, really, a group of people getting in a room with their eye on a very similar prize and wanting to come out with the same show. The director, ultimately, is the guy in front of whom the buck stops. So, he has to have the courage to prevail. But, he has got to have a huge amount of respect for his collaborators.

Coaches have told me I can help the team much more if I don't talk, if I don't moan.

You try and learn from some people's mistakes. But you have to really trust the people who are working for you because they make a lot of decisions that could either do well for you or really screw up your image.

If you've got a coach that overlooks the problems, then you've got problems.

I got even with all the bad management I had by being a good manager.

Dad often told me, 'My job is to help my boss do his job and make him look good.' That was my dad's objective. Everything about the way he conducted himself was to communicate support for his superiors and respect for his coworkers. The way he dressed was his starting point in that communication.

I haven't raised my voice for eight to 10 years in the kitchen. And I won't have anybody shouting. If I hear of anybody having a go at anyone else, they'll get disciplined.

I think the outside world can learn a lot about how to act by watching a major league clubhouse. I don't think you want to do everything the same, but there's a lot of things I think people could learn from.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

I was raised not to be rude, but I also try to get the best work out of people.

Humanity is in my heart. Do I suffer fools? No. Am I a stickler for my profession? Yes. I am a task master? Yes. My military background, football background, I'm a team player all the way, and I love winning.

I had three rules for my players: No profanity. Don't criticize a teammate. Never be late.

I think sometimes when it comes to sports, and especially relationships between players and coaches, that people lose track, lose a sense of reality.

I never had an understanding of Billy Martin. I did not accept the way he managed me. I did not accept the way he managed Ken Holtzman. I thought there was anti-Semitism there.

I think if you don't give people the tools and the expectations for success, and yet hold them to some value, then you're difficult to work with.

Personally criticizing a member of my staff hardly seemed like the way to negotiate a deal.

I think that when I start a season, I speak with my players, and I always talk about education and respect. And I demand this, but I give this.

You can be the best manager in the world, but if the players don't trust you, it will never work.

As a coach or manager, if it was something that had to be done I'd be comfortable doing it but I'd still be true to myself. I wouldn't turn into a madman or start throwing teacups and screaming.

Directing taught me how to run a team and turn up on time - things you don't really learn when you're in a band.

It's about how you handle yourself, how you take care of your business, how you present yourself in front of the team, how you hold other people accountable. And ultimately, performing.

Even without tactical discipline, what is important for a team is having players with maturity and a sense of responsibility.