Top 1200 Good Manager Quotes & Sayings - Page 4

Not a lot of people know I wrote the lyrics for the Arsenal club song, 'Good Old Arsenal'. We had a competition on ITV for it, and none of the entries were any good, so I approached their manager, Bertie Mee, and asked him if he would let me have a stab. He did, and within a few weeks they were singing it at Wembley on the way to the 1971 double.

I never had a checkbook. It used to be cash in hand, stuff in the pocket, or a manager would keep some accounts and give me money. I started to wonder what it must feel like to actually make a profit, pay taxes, and to have a phone listing, and a manager. And also, I was sick of sleeping around every night.

I felt I had a good chance of playing for England for exactly 67 days - the length of time Sam Allardyce was manager of the Three Lions in 2016.

Every manager is different in one way or another, but what stays the same is coaching Barcelona players - players who want the ball, who want to be protagonists on the field - so each manager who's been here has been able to take advantage of that, and, luckily, I feel we've become more complete because of it.

I like to think that I've been a good manager. That fact has been very instrumental in making Linux a successful product.

I am not saying I am the best manager in the world. But I'm quite good.

If you have good songs and a real desire to make music, the next thing to do, instead of approach record companies, is to get yourself a really good manager because then it allows you to focus on your profession of being a musician. Then they can focus on the darker art of the record label and the music industry.

I'm not just trying to be a good game manager. I'm trying to be great.

My manager, my band members, we're all good friends. You need that because a lot of times an artist will be so sheltered he will lose touch with what the fans want.

I was going to a good club in Newcastle and working with an unbelievable manager in Bobby Robson. It was the best for Leeds, and in the end, it worked out well for me as well.

I was so anxious for it to be my turn, for the manager to read the letter from my mum. I waited and waited for it. The manager had spoken to the mothers of every player in the team; he'd been reading a message before every game for months, and finally my turn had come.

If I Had To Sum Up In One Word The Qualities That Make Up A Good Manager, I'd Say Decisiveness.

Yes, in baseball when the team stinks, you fire the manager. But you don't fire him because it rains. And you don't let the opposing team choose a new manager for you. And you don't fire him between innings. And replace him with a Viennese weightlifter.

Jim Fregosi was not only one of the most respected men in baseball, he was a great man. He was a player's manager. He had that special gift as a manager that made you want to get to the field and play your ass off for him. Jim Fregosi was the reason that 1993 was one of the most exciting years in Philadelphia sports history.

There are some times when I have to take off the manager hat and be a father. And sometimes I have to take the father hat off and be a manager. And just to balance of that - and I'm not perfect so I make mistakes with that.

The reason I'm in good form is not just down to myself: it's down to the manager and coaching staff improving my game.

As a manager you're going to have some bad times, some really bad times. If you're going to walk away, then in my view you do not have the make-up to be a manager or a leader of men.

It's not good if owners of sports teams are talking to sports journalists, bypassing the manager. That goes in the wrong direction wherever it happens. Therefore, I'll refrain from doing this at all.

I like to speak with more experienced people - with the staff, the manager - and get a lot of advice. But from a young age, I always remember that talent is good, but hard work beats talent.

The England manager didn't think I was good enough, and as a professional, you have to take it. Sure, it was disappointing, but all you can do is carry on playing well for your club and hope it changes. Unfortunately, it didn't.

A man may be a tough, concentrated, successful moneymaker and never contribute to his country anything more than a horrible example. A manager may be tough and practical, squeezing out, while the going is good, the last ounce of profit and dividend, and may leave behind him an exhausted industry and a legacy of industrial hatred. A tough manager may never look outside his own factory walls or be conscious of his partnership in a wider world. I often wonder what strange cud such men sit chewing when their working days are over, and the accumulating riches of the mind have eluded them.

In the midst of this enormous economic crisis, I think Canada has shown itself to be a pretty good manager of the financial system and the economy in ways that we always - haven't always been here in the United States.

Any football club that is any good is down to the manager more than anything else.

A team will take on its manager's personality. If it's a laid back manager, you'll have a laid back personality. The players will see that if it's OK for the Manager to be laid back, then you'll have a laid back team.

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.

When I used to play, the manager would tell us that you are as good as your last performance. That made all the players more hungry to finish strong.

If you are a club manager and things are going well, it's a great feeling because you've got the whole city behind you. If you're manager of your country and it's going well - and you've got a whole nation proud of you - I can't describe how that feels.

Delegate it to the manager. You have this really good staff that will take care of everything for you. You just have to delegate it and trust it.

He who brings a style to a club that can't carry it out, he is not a good manager, because he is attacking the club that hires him.

I've spent my whole life before coming to Congress as a Chamber of Commerce manager. What that means is you help start small businesses, help them grow in good times and bad.

I learned more about who I am and how to be a great worker - and a great artistic worker - from doing student theater. I was a stage manager. I was an assistant stage manager. I was on the running crew. I did probably 25 shows at Northwestern - all musicals, of course.

I worked with many great assistants to Sir Alex Ferguson over the years. Yet sometimes a manager's second-in-command is more suited to that role than any other. You confide in them - you tell them things that you would not tell the manager - and they are that bridge between the boss and the players.

It's hard to get money to support your [non-profit] organization if you have no evidence. It's very much like the acting business: You need an agent and manager so you can get a job to get resources, but you can't get an agent and a manager unless people see your work.

It's not always the player that's talking in the dressing room that becomes a good manager. It's a feeling that you need to develop, it's a feeling that needs to grow on you.

If I had to sum up in a word what makes a good manager, I'd say decisiveness. You can use the fanciest computers to gather the numbers, but in the end you have to set a timetable and act.

That's the great irony of allowing passionate people to work from home. A manager's natural instinct is to worry that her workers aren't getting enough work done. But the real threat is that they will wind up working too hard. And because the manager isn't sitting across from her worker anymore, she can't look in the person's eyes and see burnout.

If you're manager, you're always responsible for the good times and the bad times. Every time you don't win a game you think if you could have done it another way.

I feel unfulfilled in England. I think I'm a decent manager and a very good coach. I've still got a lot to offer some club who will maybe take a chance on me.

As a manager, first and foremost I want a team with a good mentality, a team with character, a team that represents the club and the fans.

That didn't happen. Still, I had six pretty good years and one where I didn't reach what I wanted for myself or the club. I don't accept that makes you a bad manager or a poor coach. If that is the view I strongly disagree with it.

I've put in 63 years now in the big leagues as a player, coach, manager. And now just being around these young guys, it keeps you going pretty good.

That was how I felt at non-league. I never looked at it then and said, 'I want to be a Premier League manager one day'. I just wanted to do a good job and see where it could take me.

A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong - that's healthy.

In the intervening 48 Christmases I have always either been a player, having to watch what I eat and drink, or a manager, worrying about what my players are eating and drinking, plus who is going to cry off tomorrow, who is suspended, who is carrying an injury, and the million-and-one other questions that fill a manager's every waking moment.

I think that not relying too heavily on one bank and one bank manager is a good rule to learn.

For example, for me, my brother helped me get a manager, which I don't take for granted. It's tough getting a manager, let alone one that actually cares about you and is smart. But from there, no one's going to cast me just because I'm James Franco's little brother.

No, I didn't expect Mancini to become a manager, because of the type of player he was - he was an intelligent player, of course, but I didn't think he had the desire to become a manager. But I guess if you speak to some of my team-mates they'd probably say they didn't expect me to either. I certainly didn't expect it.

Jonny Hayes is a good player. All the players trust the manager to bring in the players he believes should be added to the squad and his arrival is great for competition.

I'm this real creative guy who was really good at design and coding stuff, but wasn't that kind of manager. I spent too much time in self-doubt and limiting my impact because I was trying to be somebody I wasn't.

I have to be a good game manager for us to be able to win games. I like having a gunslinger mentality, though, because I'm not afraid to make any throw.

It's good when a manager names his goalkeeper and backs him. That's the sort of thing you want. You want to know you've got that backing and you're not one mistake away from getting dropped.

Telling the entire world and his dog how good a manager I was. I knew I was the best but I should have said nowt and kept the pressure off 'cos they'd have worked it out for themselves.

I think it is always difficult for every manager, when you arrive with good motivation and ambition. It's not just in the Chelsea dressing-room. For all coaches, it's difficult.

One thing that will never change as a manager is that there is so much game stuff and management stuff to deal with that you want good information.

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.

I cannot speak for other players, but it is always good when the manager comes to ask how you're feeling and makes you feel calm before you play the game.

Every day I become a bit more of a support mechanism. It wasn't difficult at all to make the change. Would I go back to being a manager? It's a good question.

I always said to the directors that the minute a player becomes more powerful than the manager of Manchester United, it's not Manchester United. You have lost control of the whole club. So I always made sure that I was in control. They always knew who the manager was.

I told my manager, 'If we can't do the things now that we want to do, what good is the power?... Let's test it and try to get the things done that we believe in.'

When I was a kid, I loved a heavy metal band called Motley Crue. I was thirteen when they came to my city, and I called every hotel in the Yellow Pages asking for a room by the name of their manager in hopes of meeting the band. After two or three hours of calling hotels, I got through, and the manager's brother answered the phone.