Graeme Souness Quotes

Eventually, I'd like to have some sort of role like a chief executive in a football club.

If you want a CEO role, you have to prepare for it with a vengeance.

I am fully prepared to be commander in chief... I don't need on-the-job training.

I learned long ago on the battlefields of Vietnam that in a crisis, there is no substitute for clear-eyed leadership.

When I first came to Playboy, I thought I would go on and do something else in a few years. But when the company got into trouble with political and regulatory challenges, I felt that I could really lead the turn around.

Most of the clubs I have had, they have been in a precarious situation when I have taken over and I have had to change it, even going back to Scarborough and all that.

I think it's very tough to manage a club like United.

Managing a club like Oldham has to be an all-absorbing, seven-days-a-week commitment.

Having seen first-hand how complex and difficult the job is, I believe it vital that the president be able to focus on his never-ending tasks with as few distractions as possible.

I love pressure; to manage such a big club as Manchester United is very good.

When you become the manager of a leading club, there are so many situations you have to cope with. You have to deal with the people in charge of the club, the players, the media, the expectation... you have to deal with the whole environment around the club, and that is something you can find difficult.

One of the things that is most difficult for a manager is reversing bad results and keeping going.

I had the best teacher there can be in man management or managing a football club.

I am extremely lucky - I met Antonio Conte. I had so many coaches to compare him to, and he is the one that surprised me the most.

The spokesman at Newcastle, unfortunately, was mainly me. I had to manage the football club.

The ideal time to take over a club is always in the summer, but I'd certainly rather take over with four games having gone than 10, 14, 20 played.

If I had challenges in my company, I would not hesitate to sell assets to remain afloat, to get to the better times, because it doesn't make any sense for me to keep any assets and then suffocate the whole organization.

On 'Bar Rescue,' failure is not an option. I have to try to turn the business around.

Branch Rickey once said of me that I was a man with an infinite capacity for immediately making a bad thing worse.

That's the art of leadership. To make sure that what shouldn't happen, doesn't happen.

When it comes to deciding to use the Bomb, a personality that is calm, clear and measured would seem to inspire more confidence that caution would be employed.

I think Donald Trump showed a real quality that every leader needs, and that's resiliency.

You could be in the United Nations office all night every night and still feel like you were not making a sufficient dent in the world's problems. I think the key is prioritization. But every job presents the tyranny of the inbox, of allowing the urgent to crowd out the important. So we have to have our lodestars.

If Roman Abramovich helped me out in training we would be bottom of the league and if I had to work in his world of big business, we would be bankrupt!

If a leader cannot give you a clear picture of what he or she sees in the future, that person is not the leader of that organization.