A Quote by Kevin Johnson

It's unfortunate that you don't see the loyalty from management to players and players to management like we used to see in the old days. — © Kevin Johnson
It's unfortunate that you don't see the loyalty from management to players and players to management like we used to see in the old days.
The players, when we get in the locker room, we talk about what's going on. And the players always see how the management or how ownership treat other players, treat other players around.
I've always felt that, in the past, there has been a teacher-pupil relationship between the management and the players. But the best teams are run in such a way that the players have a voice.
That's management. It's a social job as much as anything else, finding out what people are like, seeing through them. There have been good players and not-so-good players who I have moved along because I thought there would be a clash of character.
You see, in sports you have so many things that aren't expected. There's so much uncertainty. So when players find themselves in a situation where management has a great deal of integrity and they can depend on my word or anybody else's word in the organization, they feel secure. And if the players feel secure, they don't want to leave here. And if they don't want to leave here, they're going to do everything they can on the court to stay here.
Time management is really personal management, life management. and management of yourself.
When I started my pathway, black players were often considered to be good wingers, good players, but not captain or management material. It has changed since then, which is pleasing, but we still have so far to go.
Spend a day around my players, around my African-American players, my Hispanic players, my Polynesian players, and you'll see the true beauty of who they are.
One thing is to know how to do things and another is to make it simple and accessible to others. This is the challenge for the big players when they go into management. To do that, you have to learn and study very hard. I have read football management books, analysed myself and the way other people learn and understand things.
My style will be management by being on the street, management by walking around. Third persons won't have to tell me what's going on in our city. I'll hear it, I'll see it, I'll touch it myself.
It's not simply a case of managing players as they used to be any more, because players now are like small companies. You have to deal with their agents and it's become extremely tough being a manager these days.
It's always good to have your players with you, it makes you feel great. That is just it. The coach and the players understand one another but people outside don't understand. But it's good to see him, it's good to see all the players.
We live in a world where the laws are getting so tight that management has changed to micro-management to quantum-management to paralysis.
When I wear the hat of management, it is important that our management behaves and conducts as management accountable to the board.
Management did not emanate from nature. Management is not a tree: it's a television set. Somebody invented it. It doesn't mean it's going to work forever. Management is great. Traditional notions of management are great if you want compliance. But if you want engagement, self-direction works better.
It sounds strange, maybe, because I have played with a lot of big players but I never thought: 'OK, they're going to go into management.' Maybe there was only one, Ole Gunnar Solskjaer, because he was always talking about football but I did not have a feeling with the other players.
I have to get used to international management. The players will go back to their clubs, they will all be playing at the weekend, they will all be thinking about other things.
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