Manuel Pellegrini Quotes

There is still a big onus to be coached. I understand the best teams don't need a huge amount of coaching, but that's when a coach should decide not to do coaching.

One of the things I like to do is let the players play and the coaches coach.

When you want to be a good coach you have to have the full package, that's for sure. I don't believe that you always have to punish or instil fear into players like the old days.

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.

Zidane is not a coach, but he is a teacher.

Coaching the national team would be great.

The reason you get into coaching in the first place is to help and develop, try to make people better.

I think that the role as a head football coach is a lot more than just winning games. Sometimes that's all we're measured upon.

Sometimes a new coach can find it not easy.

My objective is to coach the national team.

I'm not aggressive by nature and it was tough for me to make the transition to directing.

As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.

I think leadership is most effective when it's your own personality. But I feel like it's a natural progression as a quarterback, as well.

In any leadership position, you're always going to be disappointing somebody.

You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.

Let me define a leader. He must have vision and passion and not be afraid of any problem. Instead, he should know how to defeat it. Most importantly, he must work with integrity.

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.

If the coach is good, I don't think a psychologist is needed.

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.

I'm interested in coaching.

It's difficult to gel players.

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.

I think there are always growing pains with teams.

As a manager, I have to keep calm.

One of my strengths is connecting with the players.