Graeme Souness Quotes

If you're a coach and your team doesn't win, at some point you've got to change the coach.

You have to build a team, but someone's got to lead, and someone's got to be unpopular at times.

I expect all the players, even the younger ones, to show leadership in their own way.

I take the role of leadership as the most important job I have. Yes, it's the passes and all the different things you have to do, but it's leading and it's in the huddle and it's in the weight room and the meeting rooms. It's that role I think comes first.

I got interested in coaching while I played at St. Joseph's. Because we played a national schedule, we played teams coached by Nat Holman, Joe Lapchick, Hank Iba, and others. I could see the impact the coach had on their teams, and I thought, 'That's a pretty good thing to do.'

I always get saddled as a player's coach, and I'm happy about that.

To look at the players, to communicate with the players, to observe and to analyze - that's my job.

Let them police themselves, and then it goes another step past them to my coaches and there a coach that is responsible for a different area and different category on the field.

Every team that I've played on, I've either been the captain or co-captain.

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.

I have spent a lifetime watching kids make mistakes because they were not trained or well led or properly motivated to do well. I never faulted the kids; rather, I saw opportunity to train, to motivate, to improve leadership - not to punish the individual.

I don't think a manager should be judged by whether he wins the pennant, but by whether he gets the most out of the twenty-five men he's been given.

Look, coaching is about human interaction and trying to know your players. Any coach would tell you that. I'm no different.

I talked to the players and tried to make them aware of what was good and bad, but I didn't try to run their lives.

I just put people together. I just identified jobs that have to be filled. And then I have to go out and find the right people and make sure they talk to each other. So I'm the beneficiary of good things that other people do. I get credit for that. If they don't do a good job, I get the blame for it.

I'm so grateful to Ferguson. I think he's the best there's ever been, especially his squad management skills.

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.

I think the coaches have to play a big role in the players' development.

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.

I like Mourinho a lot. He has a good relationship with fans, and he always takes responsibility for his players.

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

My captaincy model was characterised by two distinctive pillars. Proper identification of talent and then ensuring the young finds play fearless cricket.

I believe you have to take care of the kids from the youth team, the ones coming through, and people like Butragueno know how to do that.

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.

It's up to a manager to understand his players.