Jurgen Klopp Quotes

I love football so when I finish playing I would like to still be involved in it somehow and a manager would be my first choice.

Let the Dean and Canons lay their heads together and the thing will be done.

Innovation has nothing to do with how many R & D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It's not about money. It's about the people you have, how you're led, and how much you get it.

You win by working hard, making tough decisions and building coalitions.

The team that is going to win is the one that does its homework the best by studying its opponents.

I've got a good team, got great agents that I know are going to handle the business side, and I trust those guys.

We need to be aware of what we need to do at every moment... and we have to manage the game; that's the art of a great team.

Collaborative decision-making is very poor in crises.

I wanted to do a lot of things in wine, but I didn't know how to do it. So before I invested in anything, before I really put my dollars into it, I put my whole heart, soul, mind into it so that I really understand the severity of each outcome, the severity of success and the severity of failure.

I was hired to be the head football coach, not the general manager.

Good managers ensure good outcomes, but great leaders can deliver a vision by getting people to work together.

My job as a director is to communicate, and I want to communicate to all.

I really focus on process as much as anything else: process for how we evaluate players, process for how we make decisions, process even for how we hire people internally, process for how we go about integrating our scouting reports with guys watching tape in the office.

If I was to become a manager, I would not want someone else to be signing the players for the team that my job depended on.

As a leader, you have to have a vision that inspires people around you.

Being president isn't a solo position. You surround yourself with highly qualified people that are smarter about issues than you are. But that's not enough. You then have to listen to them.

Good captains know the strengths and weaknesses of their teams and make decisions accordingly.

I let the game come to me. I just try to read plays. I don't like taking bad shots. I want the best shot for the team.

It's one thing to be able to analyze something. It's another to implement it or execute on a vision or even to get a whole bunch of people to rally behind it.

Teamwork is a significant part of 'Counter-Strike: Condition Zero' and many of the secondary objectives require you to effectively work with your squad.

I believe in MWA - management by walking around - so I spend as much time as possible traveling and visiting franchise partners. You only learn by walking around and meeting people.

That is what a good manager does - you study and think and discuss, and you come up with a model of playing.

Sometimes, a player and a coach can have a different opinion. In the end, the best interest of the end, the best interest of the club has to be kept in mind.

We must get all the facts on the table, and then determine where we go.

Sometimes, you have a hunch and then you find numbers that substantiate that, it makes either the staff or the players say, 'OK, let's fix that.'