Mickey Arthur Quotes

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

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.

Coaching is nothing more than eliminating mistakes before you get fired.

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.

At City, I didn't realise how much we had to do until we got there. Here, I didn't need to change the staff because there is quality already. So they certainly don't need me getting in the way in training by trying to show I can still play. No way.

I thought one of the best things I ever did in my career was getting my first staff together at OU... That's exciting to me. The opportunity to put it together and help it grow.

I love coaching internationally because I can develop people, but it's hard to do that in the T20 environment.

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

A CEO needs to build their own team.

I always thought I could do a good job coaching, but the opportunities have not presented themselves.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

I'd never managed anyone before, so I don't have a lot of experience. But I'm lucky - I have a lot of team members who have a really honest relationship with me.

I have goals and ambitions, and I see myself as a lifelong baseball student. I have certain philosophies that I'd like to test at some point at the big league level. The job of manager appeals to me, a coach appeals to me, at a different time frame.

I think a leader has many roles to play. So, you know, one role is that of incubating talent; the other is that of being a strategist. It's a very interesting job I've got.

Managers develop organisations; leaders develop people.

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.

If I were a young coach today, I would be extremely careful in selecting assistants.

The thing I'm most focused on today is, how am I maximizing the effectiveness of the leadership team, and what am I doing to nurture it?

Some of the people on the teams I've been on need to be uplifted and kind of loved on. And some people don't need that at all - they need to be pushed; more hyped up.

My previous bosses - Louis van Gaal and Marcello Lippi, to name two - have all taught me something.

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.

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

Van Gaal is the kind of guy who can really make individual players better.

When you get in coaching, you realize there are only two kinds of coaches - those that are fired and those who are going to get fired.

Coaching is definitely on the aspiration list.