When you leave a club like Liverpool, you have to go somewhere you'll feel comfortable and progress as a player. To come to Stoke was an easy decision.
You cannot buy players and know, for sure, that they can deliver. You cannot know because football is a team sport.
Every player has played with gay guys.
It's very important to like the people you work with. Otherwise, your job is going to be quite miserable.
If you want a measure of how private a place the dressing room was when I was growing up at Manchester United, consider this: even Sir Alex Ferguson would knock before coming into the dressing room at the Cliff, the old training ground. The dressing room is for the players - and the players only.
When you go through a tournament of seven games, there are peaks and valleys. You kind of ride the players that are hot.
I think it's the hardest part for about 80 percent of the guys in the NBA. That's just the way it is in the NBA, unless you're a mega superstar. You're just going to play wherever you go. You try to find the right fit and the right team with the right system and the right coach at the right time.
I'm not really big on humiliating assistant coaches in front of everybody.
With the coaches, you don't want to hear everybody saying, 'Move over! Back up! Do this!' Let's find out what the players know.
I'm a football coach. I'm not a doctor ... They don't call plays, I don't do surgeries. We have a great deal here.
Relationships are the foundation of leadership.
That's all it takes to get people to win football games for you.
You have to get along with people, but you also have to recognize that the strength of a team is different people with different perspectives and different personalities.
There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.
You cannot be mad at somebody for wanting to play for another team.
I've been on extremely talented teams that just don't click, and I've also been on team with a little bit less talent, but they clicked, and because they clicked, they did better than other talented teams I've been on.
The majority of our happiness at work is determined by the people who surround us. Strong teams produce more content, launch more products, and sign more contracts. And most importantly, they have fun doing it.
When there were just eight teams in each of the big leagues, I was always told, 'It's hard to come up, but it's just hard to stay in the big leagues.' That's because there's always somebody. The Cardinals had so many minor league clubs and had so many good ballplayers.
I was just taught, the team goes how the point guard goes.
For me, sitting there, watching them pass the ball, watching them train - you want to be around good players.
The longer I have played, the perception of myself has changed. I conduct myself to other players a bit better.
I learnt a lot of things in Holland, as people have great vision there. It improved me as a player and a person. I had very good coaches that wanted to play offensive football and dominate games and be better than their opponent. You also need to play for your team-mates as well as yourself; then, afterwards, you can show your own quality.
I wouldn't say Pulisic is there to fill Hazard's boots. It's not fair to put that load on him. He's there to bring another way of playing for Chelsea and he will create his own footprints basically and build his own legacy there at the Bridge. He is definitely a player the fans will like. In America he is rated very, very highly.
Acknowledging weakness doesn't make a leader less effective. On the contrary, in most cases it is simply a way of expressing that he understands what everyone else has known for some time. When you acknowledge your weaknesses to the rest of your team, it is never new information.
Isn't cricket supposed to be a team sport? I feel people should decide first whether cricket is a team game or an individual sport.
