A Quote by Henrik Larsson

As a manager, it's the same as a player: I want to see how far I can get. — © Henrik Larsson
As a manager, it's the same as a player: I want to see how far I can get.
I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way.
When you're a general manager, you don't get to see every single player, so you have to rely on your scouts.
I want to see a player on the football field. I want to see what kind of teammate they are, what kind of leadership qualities they have. I want to see how aggressive they are, how much fun they have playing the game.
As you climb of the organizational ladder, you have to redefine your role in the value chain from player to captain to coach to manager, and for some, to owner. These are different roles and you won't be able to succeed as a manager when you're acting like a player.
I want to see how far I can get, how many history making things I can put my name under.
That is the difference from being a manager and being a player: As a player, if you sign a contract for four years, if you want to be there for four years, you are. But as a manager, it always depends on the sack. You are always under pressure.
I want to see how far I can train. I have to see how far my body will go.
We're all competitors, you know? The player wants to get a hit. The manager wants to win. I want to get it right. To tell you the truth, I just love that competition.
A player checking Twitter at halftime? I've seen it. A player tweeting out a grievance with an organization about playing time or how he is being utilized? I see it far too often. But the most concerning? Watching a really talented player corrupt his mind and confidence by reading all the critiques from anonymous football experts around the world.
Jim Fregosi was not only one of the most respected men in baseball, he was a great man. He was a player's manager. He had that special gift as a manager that made you want to get to the field and play your ass off for him. Jim Fregosi was the reason that 1993 was one of the most exciting years in Philadelphia sports history.
It's my opinion that a manager must have the right to manage and that clubs should not impose upon any manager any player that he does not want. I have been left with no choice other than to leave.
To be a manager, you've got to gamble. Be brave, be bold, but be humble in everything that you do, and from the kit man to the physio to your best player to your youngest player, make sure you treat everybody the same.
I was with Miles Davisfor a couple of years as his bass player, and it was a beautiful experience. After two years I said to him, "Listen, man, I want to leave your band." He goes, "Why?" I said, "Because I want to develop not just as a bass player, but I want to get more into composition, into producing, and I'm working with Aretha Franklin and Luther Vandross and all these guys, and I want to really see how much I can grow and develop." He actually gave me his blessing.
I've been in just about every situation as a player and coach and manager. I've been in the playoffs, World Series, and I know how to get there.
It's hard to get money to support your [non-profit] organization if you have no evidence. It's very much like the acting business: You need an agent and manager so you can get a job to get resources, but you can't get an agent and a manager unless people see your work.
When a manager doesn't have any interest in you, you can see that as a player.
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