A Quote by Rajon Rondo
I want to be a general manager, and I want to be a head coach. Definitely both.
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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.
I was hired to be the head football coach, not the general manager.
You can't make a manager have a coach he doesn't want. I can't make the head of the accounting department work with someone he doesn't want.
My football do-over is when I went to Seattle and had both jobs as coach and general manager.
There are a whole load of different pressures that go with being the head coach, manager, whatever you want to call it. And everybody who's done it, there are times when it becomes too much and you need some sort of break while you figure out how you de-stress, if you want.
When I was coaching, I was out there, and you're doing press conferences, and the fans see a lot more of the head coach than they do either the general manager or the president.
Your job, as a head coach and general manager, is to listen and not bypass any opportunity to help your team improve.
As a manager, a coach and a player, you want to be at the top end of the table.You want to be challenging.
Most players will tolerate their coach, just like the coach will tolerate that player to do what they got to do, but Steve Kerr is unique. Players want to play for Steve Kerr. Everyone who's played in this league, who's coached in this league, who's been a general manager understands exactly what I'm saying - he's one of them.
I want to do some coaching, maybe a couple of days a week, and start building up slowly - find out my philosophy, how I like to play and things like that. I want to be a coach now and eventually I want to be a manager.
I received a call from Jets general manager Mike Tannenbaum and head coach Eric Mangini. They asked me if I was ready to become a New York Jet. I quickly answered 'yes' and began to hug everyone at the table.
I'd rather be involved and somebody say, 'Hey, coach, here's what I need you to do. Go down to the D-League and work with guys'... I want the D-League coach to learn how to be a head coach.
One of the strong principles that I believe in is that you're always learning, whether you're a commissioner, a current general manager, a president or an owner, or somebody that's trying to become a general manger or a coach in the NFL.
There are a lot of parallels between being a mutual fund manager and being a general manager. Both in the financial markets and in baseball, we're dealing with a world where uncertainty reigns. We're trying to predict the future performance of human beings. It's a fundamental difficulty for which we both have to account.
I never want a coach to feel like he needs to be my friend, I always want a coach to be the coach and I'm the type of guy that wants to be held accountable all the time, so I respect coaches.
I would be a very demanding coach. I wouldn't yell and scream, but I want players that want what I want. And that's why I couldn't coach, 'cause I know how hard it is and I know how hard I want you to play. But everyone's not going to do what I want.
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