To find a clear identity for the team - that is not about buying certain players for a lot of money. It is about getting players who want to play the right way.
Carlo AncelottiRead
The owner or president is the person who controls the club. The coach's job is to keep him happy. But the key to success, as a manager, is your relationship with the players. Important clubs and important players succeed when the environment is correct. The players must enjoy their work and feel free to express their talents.
Interpretation
A successful manager builds strong relationships with players while ensuring a positive environment.
Carlo Ancelotti emphasizes that the role of a coach involves not just managing the team but also maintaining a harmonious relationship with the players and making sure they enjoy their work. Successful clubs thrive when both management and players are aligned, fostering an environment where players can express their talents without constraints.
In practice
In a sports seminar discussing effective coaching strategies.
To find a clear identity for the team - that is not about buying certain players for a lot of money. It is about getting players who want to play the right way.
You tell them that all your experience tells you this is the best way to beat this particular opposition. You persuade them and you drill them, and you tell them so many times they can hear you when they go to sleep. Then, on the day of the game, you stand on the touchline and hope to God that it works.
To be the ultimate team, you must use your body and your mind. Draw up on the resources of your teammates. Choose your steps wisely and you will win. Remember, only teams succeed.
Leadership is diving for a loose ball, getting the crowd involved, getting other players involved. It's being able to take it as well as dish it out. That's the only way you're going to get respect from the players.
Every leader needs to remember that a healthy respect for authority takes time to develop. It’s like building trust. You don’t instantly have trust, it has to be earned.
Leaders, whether in the public or the private sphere, must understand the responsibilities that come with their role. They are the most visible standard-bearers of their organizations. Holding them accountable to this responsibility protects the promise of our organizations and our communities.
I like to praise and reward loudly, to blame quietly.
If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
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