Coaches block out the future because they think if they start talking about the future they're not being fair to their current staff or players. That's a real phobia. In some cases it really hurts your family. During the season your commitment is to your coaches and your team.
I think the day you underestimate the importance of the job at Celtic Football Club, that's the day when you fail. I've seen a few coaches doing that.
I have a senior staff meeting every day, with key personnel who interface with the players - coaches, the medical staff, our analyst department. This is a useful exercise as it means we are all across what is happening and they are aware of my expectations.
I think we underestimate the importance of kindness sometimes. We understand the power of just a little tiny bit of kindness. It could be the catalyst for something so important. Sometimes just a tiny little gesture or an acknowledgment can make all the difference in turning somebody's life around. I think it has a trickle down effect, when you pass on what you receive without even knowing it. We also underestimate our own power to make a difference with the decisions that we make, every day.
My coaching staff gets to go to the World Series. From a financial perspective that's great for coaches because baseball coaches in the Major League level don't really make that much money. People don't realize that.
Bayern fulfilled every wish, no matter what Guardiola wanted: the players, the coaches, and even the doctors. He caused much disturbance off the field. But he is one of the best coaches on the planet.
Sometimes, with two strikes and two outs, I step off the mound. People are yelling, they're yelling really loud. I step off because I want to feel it. You've got all that adrenaline going, you've got that rush. People think I'm thinking about something, but I'm just trying to listen to everyone and feed off it.
I think coaches are very much guilty of trying to implement players into their schemes as opposed as trying to fit schemes into players. That's the thing that can separate good coaches from bad.
I think coaches really do matter because they see the game, and we just play the game from a different point of view, so they're able to give us a lot of tips and a lot of pointers, and I think coaches are really, really important.
It's not that you're not smart anymore; it's that you're unwilling to do it. Coaches who coach know what I'm talking about. You just keep battling to help your coaches and your players, to refine your scheme, to break down your opponent, to find ways to travel and take care of your players.
I think all coaches look at it as a major part of our job: to build young men, not just ball players. To put the right things in front of them, and help them mature as men, not just as players.
I keep saying, and I've said it to the players, what happens in a dressing room stays in a dressing room, whether that's with me and a player, whether it's two players together, whether it's the coaching staff and the players. I just think it's almost a sacred environment and that trust in that area is unbreakable.
More often than not, you find players seeing something that they can help another player with or reinforce something the coaches are seeing. Veterans do that regularly with younger players.
I just appreciate my team, appreciate my coaches, appreciate everybody involved, from my coaches, my teammates, the training staff... people in the kitchen at the facility, people who clean the building.
I don't think coaches should have to wear mic's. It is an invasion of privacy. We are trying to accomplish things, and wearing microphones may hinder development by straining the nature of relationships coaches and players have.
Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.