A Quote by Petr Cech

I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the team. — © Petr Cech
I would like to be a manager, to organize everything in training, see if my philosophy could work, and give it to the team.
I was 27 or 28 years old when I really decided I would become a manager. I would go home from training at Lazio, grab a folder and pretend I was taking a training session. You know the way kids imagine things, when they are playing? I would do the same as an adult, playing at being a manager.
There are things you can do in training like learn from the manager and talk with team-mates, but it's the game that tests you.
He was magnificent; very clever with outstanding technique. He could pass the ball over five yards or fifty; he could see things to set up other people; he could shoot and he could score goals. If you gave me Paul Scholes and ten others, I would be happy. I would tell them to give him the ball and then we would have a good team.
There are five things that societies do: They reproduce; they produce food; they organize themselves in terms of law; they organize themselves in terms of belief; and they make art. Four of them are about conformity, and in these, everything would go more smoothly if people just would shut up and do what they're told. But in art it doesn't work that way.
I like to be the normal Julian Nagelsmann. Doesn't matter if I'm the manager of RB Leipzig or the manager of a youth team. I hope that if you ask anybody of my team in my former days or now they say 'yes, he is still the same guy.'
From the start, the promise of Jurgen Klinsmann as manager of the U.S. men's national team was revolution: gritty, plodding American soccer would give way to attacking flair; the parade of journeymen would end; an era of skilled stylists would begin.
I am a team player, I want to give everything for the manager and I don't look back. I just look forward.
In Hollywood, one doesn't bag a project over phone calls. You have to work hard, find a manager, give screen tests, attend workshops and take up voice training.
We will say to people that if you can work, and if you want to work, we will do everything we can to help you. We will give you the training, we will give you the support, we will give you the advice to get you going and get you back at work.
There's no media training. In cooking school, there's not even manager training. You learn the fundamentals of cooking. Everything else is learning by doing.
I had twelve years as a Tottenham player under Bill Nicholson and could not have wished to have played for a better manager. I can still hear his wise words in my head when I am out on the training ground as a manager myself.
As long as you work hard, the manager will see it, and he'll give you an opportunity.
I work very hard during the week at training, and when I have the chance to play, I want to do everything I can to help the team.
It's not easy when you have a new manager because you have to try and adapt yourself to him, the team, training sessions, and the game.
Work on causal theories of knowledge - early work by Armstrong, and Dretske, and Goldman - seemed far more satisfying. As I started to see the ways in which work in the cognitive sciences could inform our understanding of central epistemological issues, my whole idea of what the philosophical enterprise is all about began to change. Quine certainly played a role here, as did Putnam's (pre-1975) work in philosophy of science, and the exciting developments that went on in that time in philosophy of mind.
I would've never tried acting. I was at this point in my life where I was like, 'I have this following; what am I gonna do?' I could've done reality TV, but I didn't see any longevity in that. And my manager was like, 'Have you ever acted before?' And I was like, 'No... but I'll try it.' And so I tried it, and I liked it.
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