This city has two great teams – Liverpool and Liverpool reserves.
As head coach, I try to give clear role clarity, instil structure and create an environment in which players can excel.
When I joined a baseball club, the boys of my own age, and a little older, played in the first nine, those younger than myself played in the second, and those still younger in the third, and I played with them.
I'm very happy at Everton; it's a very good club with very good structure. The fans love the club and the players.
Head coach is the leader. He's the guy that sets the tone for the whole organization as far as the structure of the football side of things.
Visualize a wagon wheel as a complete team. A leader might be the hub of the wheel at the center. Now suppose the spokes are the connecting relationships the leader is building with people on the outer rim of the wheel. If the hub is removed, then the entire wheel collapses. In a situation like that, if a team loses the leader, the entire team collapses.
I'm not one of those one-man-gang type of players. I'm a guy who has to rely on his teammates, to play within the team structure.
I've always found that in a team of 15 people, it's a little different than in a team of 40 or 50 people. If I name two or three people captains, inevitably you're disempowering more than you're empowering.
I really admire the job that not just coach Belichick has done but that Robert Kraft and his family have done, and the decisions that they made to let Bill do what he's capable of doing. I think it's a great illustration of a way to structure an NFL organization when you let the coach really run the thing.
It's that way all the way down the line. I've got a boy coaching college ball and another son coaching high school. All the way down to summer leagues, all the way down to kids who are 14 years old. All those teams have a closer.
We have a strict radio protocol and structure how our decisions are made. This is how we've won so many races.
But the best teams I've encountered have one important thing in common: their team structure and processes cover a full range of distinct competencies necessary for success.
There is no B-Team at Bayern Munich.
I think that when you are part of a football team, it is a group. That means the players and the staff, including the manager and all that administration.
I don't like to compare clubs or players from way back. It's different today. Your ballparks are better. In the days when I played, we had eight teams in each league. Now you have more.
Teams do not make their debut in the first XI - individuals do - but it is the team that enables the individual to get the best out of himself. Football IQ, I call it, understanding roles and the team structure.
We've broken the code base into logical chunks, called modules, and the foundation staff delegate authority for the modules to people with the most expertise.
For me, there are no 'between players' in football. For me, there are clear positions and clear characteristics for all players.
The notion that diversity in an early team is important or good is completely wrong. You should try to make the early team as non-diverse as possible.
As a coach, you have to play to how your team is built.
The fact is, an America's Cup team is more than a sailing team. It's anywhere from sort of 80 to upward of 100 people; of designers, engineers, boat builders, an incredible group of people, and there are a lot of nationalities in New Zealand's team.
I've always been a great lover of Barcelona and the structure of the club.
Even on the greatest teams, there's always one role player.
It's my belief that Barcelona are successful because they have a number of youth teams alongside the first team. They are where it begins.
The team architecture means setting up an organization that helps people produce that great work in teams.
