Petr Cech Quotes

The most important thing I've done at work has been to surround myself with amazing people who I trust and empower fully to do stuff better than I could.

Leaders must establish common purpose and build trust within an organization.

Its strong management that makes players feel comfortable.

That's how you get a performance - they put trust in you.

The one thing that I know is that you win with good people.

I don't think I am that hands-on. I'm much more of a believer in finding a great team of people and trusting them to follow their instincts. They work better when they feel they have freedom and they are trusted.

When building a strong team, you need a strong leader.

Sometimes the hardest thing to do is to trust your team. It's a lesson I've had to relearn quite a few times.

The owner or president is the person who controls the club. The coach's job is to keep him happy. But the key to success, as a manager, is your relationship with the players. Important clubs and important players succeed when the environment is correct. The players must enjoy their work and feel free to express their talents.

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.

Just because you're the coach, you don't automatically have the authority. You have to work the people. You have to gain the trust of the people.

To build a winning culture, you are going to have to prove yourself.

For me it was just about staying the course, staying true to who I believe that I am, being open, being honest, being transparent with the players, being firm with the players but at the same time listening to the players.

My players, because they work with me every day, they know my commitment and how I work.

If the chief executive cannot have a party background, how can she ensure her team is wholeheartedly united?

I normally talk to my players about everyday situations, and there are not really any secrets.

It's about what the players are doing. My job is facilitate that. My job is to put them in positions to succeed. My job is to listen to their ideas, take them if they're good, quietly push them to the side if they're not. My job is to help them grow.

What I do know as a manager, as a person, is that you have to try and be honest with everyone around you. If I leave a player out, they deserve an explanation. It's about communication, about being clear in what you want.

For me, it is important to stay close to my players.

Believe me, you need good people if you want to make good players.

I wouldn't ask any of my employees to do anything I wouldn't do. And I work as hard, if not harder than the rest of the staff, to set an example. I also believe in giving my employees a lot of room to be creative and to express themselves.

I don't view myself as a team manager, but a team captain. I'm part of the team, but everybody else as well.

You have to give guys tools to win with, and if they have success with them then they believe in you. If you don't have anything in your bag to work with, then they won't believe.

If the players don't trust the coach, it is a problem, and vice versa.

A good leader should focus on making sure everyone is being given the tools to do their job, not just expecting - poof! - that they're going to produce great work.