Chris Hughton Quotes

When I go into management, I want to do so with 100 per cent commitment.

What I have done in my management career means I would have a good chance to get offered a job that will give me a chance to achieve success again.

I've wanted to manage a long time and I've been moving in that direction.

Leadership and management are not synonymous.

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

A manager is responsible for the application and performance of knowledge.

Leadership is working with goals and vision; management is working with objectives.

I'm actually developing a project so that I can have a lead.

I believe that, by directing, it makes me a better executive as well.

The key to being a good manager or a good entrepreneur is to pick the right people. Pick the right people, and they'll make you look good.

To me, personally, my development to become a head coach will be much better working for Coach Saban than necessarily going somewhere else because you learn every day that you're in there.

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.

When you are the manager, you want to win.

Naturally, managers and coaches are trying to find different ways to work.

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

When you're a leader and a manager, you have to make decisions which are right for your group to achieve the primary objective. Sometimes those decisions will be criticised.

It's important to experience as many parts of an organization as you can - because some day, you may have the chance to lead that organization.

It's difficult to be a coach.

One day I'll know what it's like to be a manager.

Ambition is important for any manager or coach, owner or director.

I've run a very successful business, and I think I can also run a very successful team.

Managing is a tough job. When you're young, you just think it's a natural progression - I'm good at this, so I'm going to be good at that - and it's not that way at all.

The first myth of management is that it exists. The second myth of management is that success equals skill.

I learned this early on in the variety business: You've got to give folks responsibility, you've got to trust them, and then you've got to check on them.

I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.