Derrick Rose Quotes

We don't need a psychologist with the Dutch team; we are grown-up men. The ones who have a problem with other players or the manager should tell them face-to-face. That is the only psychology we need.

Don't say I don't get along with my teammates. I just don't get along with some of the guys on the team.

Every day in practice I have to lead by example. But at the same time, when people aren't doing what they're supposed to be doing, you're responsible as a player. You can't rely on the coaches to say everything. The players have to be responsible and take ownership of the team. Every day in practice there are situations where you need to say something and get a message across, but do it in the right way.

If you put yourself in a group of people you cannot work with it's obviously going to be a disaster.

It's always really challenging trying to go from player to player/coach. You have a kind of friendship basis of relationship with all of your teammates, and now you go to this power position where you have to make decisions that might hurt people's feelings.

But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.

You don't have to be popular with the players to be a good manager or coach.

When people disappoint you, it's just as much your responsibility to be aware of it and what you don't want.

You know, I think when you coach or you manage, you make decisions, and there's some that are really, really tough.

You can have the best people in the business, but if they're not collaborating - and they're butting heads - then it's all going to go south.

What you've got to realise is that footballers, and me in particular, have seen everything in the changing room. Everything. I've seen the manager kicking off with the players, the players kicking off with him, players fighting each other, managers fighting, everything.

There is still a big onus to be coached. I understand the best teams don't need a huge amount of coaching, but that's when a coach should decide not to do coaching.

You can get too close as a team. You need time away from each other. You change in the same dressing room, you play on the same cricket field, you stay in the same hotel, you travel in the same planes and buses. C'mon - this business of everyone holding hands and being pally is nonsense.

Something goes wrong, I yell at them -'Fix it'- whether it's their fault or not. You can only really yell at the players you trust.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

Novice leaders often respond dramatically to provocations.

The key to good management is keeping the guys on your team who hate your guts away from the guys who haven't made up their minds.

Selecting a strong team without giving the new captain appropriate time isn't possible.

You have to build a team, but someone's got to lead, and someone's got to be unpopular at times.

As a player, you can be more spontaneous and instinctive, but now as a coach I have to find a psychological balance within the team.

It is important for the manager to find the right solution for your team.

When I first became captain of the Indian cricket team in 2000, many well-wishers and journalist friends gifted me the classic Mike Brearley book, 'The Art of Captaincy.' I mean no disrespect to the book or Mr, Brearley, who I admire a great deal, but books or team meetings don't make you good captains.

I think there are always growing pains with teams.

One of the things I like to do is let the players play and the coaches coach.

One of my strengths is connecting with the players.