A Quote by Louis van Gaal

I am a coach who thinks always in the long term. — © Louis van Gaal
I am a coach who thinks always in the long term.
It's always important for a coach to decide on the short term and long term - one factor doesn't block out the other.
I am of the opinion, and have been for a long time, that any kind of big technological move is almost always positive in the short term but inevitably somewhat negative in the long term. And I think there are many examples of this in every possible context.
I always had that long-term vision. Even getting going with cinema, knowing it was such a long road to be able to make films, but I always had a long term. Whenever I was starting out, I had that patience.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
You need a long-term coach to be able to win.
Thomas Tuchel is a coach who can work in the long-term.
I still want to think long term on a strategical basis but I realise how much joy it brings to be a coach and I am fully concentrated on that now. It is more joyful to develop young players than worry about a budget.
There's none as deaf as those who won't listen. I get letters. If they are moronic, they go in the wastepaper basket, but if they are reasonable points, I try to explain. I am planning for the long-term future. I am planning for the long-term future. People say build a team not a hotel, but that argument is irrelevant. It's like fish or meat
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
To have long term success as a coach or in any position of leadership, you have to be obsessed in some way.
I always had a long-term view of going into politics, so I suppose I was always careful. I mean, I got offered all these rinky dink tax deals, but I always paid my taxes. I am naturally quite conservative.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
People always say be true to yourself. But that’s misleading, because there are two selves. There’s your short term self, and there’s your long term self. And if you’re only true to your short term self, your long term self slowly decays.
It's hard to be successful over the long term if you're not unified and there's not that synergy between coach and front office.
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