Team Optimization Quotes

Maintain 'baseball cards' and/or 'believability matrixes' for your people. Imagine if you had baseball cards that showed all the performance stats. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way.

When you're a manager, we sometimes speak too much about tactics, but the most difficult thing for a manager is to get the best from his best players.

We're trying to improve everyone. It doesn't matter if he cost £10 million, £15 million, £200 million. There is always space to do something better.

It's no simple task getting the very best from each and every member of the squad.

I've never seen a job being done by a five-hundred-person engineering team that couldn't be done better by fifty people.

You put together the best team that you can with the players you've got, and replace those who aren't good enough.

The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.

When you have your roster set up different ways, you really just have to examine the roster, find out what their strengths and weakness are and hopefully you take your roster and the vision you want to implement of how you want to play and you can tweak your roster to create that.

It is dangerous to sit on your laurels, but a lot of the time you only have to add one or two people to the fringes of a winning team to improve it.

Imagine if you had baseball cards that showed all the performance stats for your people: batting averages, home runs, errors, ERAs, win/loss records. You could see what they did well and poorly and call on the right people to play the right positions in a very transparent way.

If you can get more team speed, I'm all for it.

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.

All you try to do in any system you incorporate is put players in their areas of strength and try to hide and minimize their weaknesses.

The most important thing is to keep your team as small as possible.

Building product is not about having a large team to manage. It is about having a small team with the right people on it.

Every team believes they are better after the transfer window.

Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.