A Quote by Phil Neville

There's no shortcut to being a manager or coach. — © Phil Neville
There's no shortcut to being a manager or coach.
The reason I became a manager was to have full control over training. If you are a coach, you are bound by what the manager wants you to coach. The other reason is that I just like the company of football people.
In the end, as a manager or coach, you have to keep your heart pure and do your best as a manager or a coach.
When you're a manager it's different from being a coach.
Despite all my experience of being a player, I've never had the experience of being a manager which is a different concept from being a coach.
A coach - any coach, not just a national team coach - should try to be exemplary. And a national team manager even more so.
A coach these days is more of a manager than a coach. At this level, you shouldn't really need a coach. You need someone to organise, to come up with gameplans and tactics, rather than someone who is going to do much actual coaching.
The most important relationship a head coach has on his team isn't with the other coaches, the owner or the general manager. It's with the quarterback. He's the one who runs the show on the field; He's the ultimate extension of his coach. If there isn't a high level of mutual trust between them, both coach and quarterback will be doomed.
If you're going to define a shortcut, then make it the base [sic] darn shortcut you can.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
I have never been afraid of being in charge, whether I have been coach, manager or caretaker.
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.
A lot of people want a shortcut. I find the best shortcut is the long way, which is basically two words: work hard.
But I still think it's part of the skill of being a coach or manager - to know who responds to what. And some players do respond to a rollicking. If it needs to be done, you have to do it. As a player, that wasn't necessarily me.
It's a lot of hard work to be a manager or a coach. But as players, we had to have a good work ethic to be good, and we can use that trait in management or as a coach.
The burdens of being a head coach are different from being an assistant. If I had been an assistant coach for awhile, then become a head coach, I probably would have lasted longer.
There are people who will take shortcuts, and if you decide to take a shortcut, it usually backfires, so I'm proud to say I'm not a shortcut taker.
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