A Quote by Austin Rivers

At the end of the day, it's the general managers' and the scouts' opinion on you and what teams need, what they're looking for. — © Austin Rivers
At the end of the day, it's the general managers' and the scouts' opinion on you and what teams need, what they're looking for.
General managers - I like to talk about the 'golden gut': general managers that not only can have a sense for the players that are going to perform beyond what people expect and get team chemistry right, but they also have to be able to make trades.
I've been able to speak with most of the special teams coaches and special teams scouts.
And that which yesterday was the novel opinion of one man, to-day becomes the general opinion of the majority.
We need a Moneyball revolution in the NFL. We need Spread teams and Run and Shoot teams and Option teams.
At the start of the season, there are 16 teams in the top division looking behind them, making sure they avoid relegation. The fear starts in the boardroom, comes down to managers and through to players. The fans sense it.
Some teams have a nucleus to build around. The Falcons barely have an embryo. So if you see suspicious looking wires running from the locker room to Dimitroff's office, and the general manager pushes down on the plunger as early as today, don't feel the need to cover your eyes. You've already seen the worst.
Teams buy players and change managers if they feel they need change at the club.
Some of the most flowery praise you hear on the subject of teams is only hypocrisy. Managers learn to talk a good game about teams even when they're secretly threatened by the whole concept.
You need good staff with their own opinions - Mick Jones has been a great No 2 as he's not a yes-man - but at the end of the day the buck stops with you and the good managers are the ones who make more good decisions than bad.
A sportswriter's life means never sitting with your wife or family at the games. Still working after everyone has gone to the party... Digging beneath a coach's lies, not to forget those of athletic directors and general managers and owners of pro teams. Keeping a confidence. Risking it.
At the end of the day, I have a lot of ideas. I cannot give them to clubs I play for because they have their own ideas - their own sporting directors, their own general managers - of what they want to do. When you have your own ideas, the only way you can execute them is to get a club yourself.
No matter what the circumstances are, we the fighters need to speak up and make it be known we want to fight each other. We go to our promoters and managers and tell them to get it done because at the end of the day, we're the ones fighting, the ones making them the money.
A lot of people don't trust the pitch. There's this kind of reputation it has for being untrustworthy and fickle and capricious and everything else, and those are words that big league managers and general managers and organizations aren't too fond of.
Maybe back in the day you didn't need to be the greatest looking to be on TV and you didn't need to speak the best, but in this day and age, I think you need to be the package. You need to look the part for your sponsors, you need to be able to speak the part for the media and to big CEOs.
Every day we have teams looking for new data sets.
I feel like I'm not the greatest general manager in the history of general managers, but I do OK, and I'm learning as I go. I try to just do my best with it.
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