I try to remind people, whether you have a growth manager or a value manager, you're going to go through cycles where you think you have a village idiot.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
If the manager thinks there is another player better than you, he is going to play, and this is the way. You have to try to improve and keep fighting and try to change the manager's mind.
I was through as a manager. I did become involved late in the 1968 campaign at the national scene at the last minute. But I was through as a manager, and I've stayed through, incidentally.
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
For me personally it doesn't matter who is the manager, I'm going to go out there and play for the manager, and play for this uniform as a team.
You can have Guardiola as a manager, you can have Koeman as a manager, anybody as a manager, but the players inside the white lines win the game.
I ended up meeting my manager because my sister was a receptionist at a management company. My manager is actually my same manager that I have today. That's how it started. I worked my way.
No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
You could summarize everything I did at Apple was making tools to empower creative people. 'QuickDraw' empowered all these other programmers to now be able to sling stuff on the screen. The 'Window Manager,' 'Event Manager,' and 'Menu Manager.' Those are things that I worked on that were empowering other people.
If you go to Real Madrid, there's no time to improve as a manager. You don't have a chance to be a better manager, you already have to be the best.
If you've had the No. 1 job, why would you go back and be reserve manager? Is Alex Ferguson going to be reserve manager for Manchester United? It's like a boxer going into the ring with one arm behind his back. Why would you do it? You're going to get knocked out.
If my ambition was to stay a manager the rest of my life, then I'd probably follow what people think managers are supposed to be like, but my ambition was never to be a manager.
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.
I've decided I don't want to be a manager. Every time you try to be responsive to your employees, they say you're being reactive and not proactive. And when you try to be proactive, they accuse you of being capricious and arbitrary. So I don't wanna be a manager.
I'm sure at some point in my life, I'll want to go back to club football because people will say, 'Oh well, he did OK as an international manager, but he didn't work as a club manager.'