Daniel Farke Quotes

The first part of my life, as a player, has ended but now I'm heading into an equally important part as a manager, hoping to do as well as I did on the field.

It's very flattering that those who have assessed my work over the years think that I have the qualities to be an England manager.

I've started doing my coaching badges, I'd like to be a manager one day.

People say the most important thing is building a world-class team.

The important thing is to get the right players on the team so Mike can be successful.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

I always thought I could do a good job coaching, but the opportunities have not presented themselves.

I'm not going to manage again. I'm going to work for a team someday. But it won't be managing.

Managers develop organisations; leaders develop people.

I just didn't want to walk away from football without knowing what it meant to be a manager, or even wondering what it was like to be sacked.

I think it is rewarding to manage, but it is not what I am passionate about. Managing more than 200 people, maybe 150 people, isn't fun to me and is not my skill set.

I've never said I didn't want to manage a big team. I've never had that dream - that's different.

I was a coach at Spurs for 15 years. I did want to go into management but what was important to me was doing a very good job in whatever capacity I was employed.

I would like to have a managerial career as a director.

Coaching was something I've never had much interest in. I've always been a big-picture guy, like a manager has to be.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

I had many good managers: Wim Jansen, Martin O'Neill, Frank Rijkaard, and Alex Ferguson, to name just a few.

I want to be a general manager, and I want to be a head coach. Definitely both.

I enjoy the challenge of being a head coach.

When I was a player, I was always interested in management.

SK will evolve and develop based on its corporate culture and human resources.

My job is to recruit the best players I can recruit. When they get here, challenge them and grow them into their best version.

All I did from day-to-day is coach. That's what my job was, that's what my passion was, and the fact that now it's something I'm being considered for is just mind-blowing to me, that I would ever be in that kind of company.

I was a pretty good coach and working with marketing was like coaching.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.