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“I wanted to do something that dealt with more of paranormal techniques that wasn't a horror movie. It is an action movie that deals with a special operations group. But if a Tier One team went in to take out Bin Laden today, if you had those kind of abilities, of course you would use that kind of group. And it was more going into that arena. And I wanted to make it feel more like, grounded, as if we had this ability.”

“There's not one way to direct a film, there are so many different ways to do it. Everything affects the way it turns out in the end. Even the smallest things. You don't want to really acknowledge that, because you want to believe that you are the only creative asset as a director. You want to believe you're the only one. But I really feel that everyone teams up and everybody really affects everything. Actually, it's the closest I will get to playing in a band.”

“The best illustration I can give of his talent is that at Manchester United there was always a possession drill in training designed to develop our passing ability, which might be three players against another three players, or six versus six, or nine versus nine. But no matter what the numbers were, the side with Paul Scholes on their team would always win by keeping the most possession.”

“I could never get bored talking about him, he was my favourite player. I loved watching him because he did everything you'd want to see in a footballer. He could dictate the pace of a game; he could take it by the scruff of the neck and control it; he could score decisive goals; he could make the killer pass; he could switch the play, open teams up, slow the game down, quicken it up; whatever was needed. He would take the ball anywhere on the pitch He was such a selfless footballer, too Scholesy was the man, all right.”

“Scholes was probably the best English midfielder since Bobby Charlton. He was such a brilliant long passer that he could choose a hair on the head of any team-mate answering the call of nature at our training ground. Gary Neville once thought he had found refuge in a bush, but Scholesy found him from 40 yeards. He inflicted a similar long-range missile strike, once, on Peter Schmeichel, and was chased round the training ground for his impertinence. Scholesy would have made a first class-sniper.”

“There was never any question about Scholesy's quality as a footballer. He was known as the little ginger magician in the youth team. Some reckon he's the best United player of the modern era, and there's a case for saying that. You don't hear him blowing his own trumpet, though - he just gets on with his job. He's the real deal.”

“He was magnificent; very clever with outstanding technique. He could pass the ball over five yards or fifty; he could see things to set up other people; he could shoot and he could score goals. If you gave me Paul Scholes and ten others, I would be happy. I would tell them to give him the ball and then we would have a good team.”

“It's not that difficult to play well and win titles in a team like Barcelona, but it's in the national side where you see a player's true class. That was the case with figures like Pele, Diego Maradona and Zinedine Zidane. With Spain, Iniesta has shown that he is among the best players of all time and that's why I rate him higher than Messi or Ronaldo. Even though the latter two have incredible scoring records for their clubs, they still haven't won anything with Argentina or Portugal respectively.”

“My first baseman is George "Catfish" Metkovich from our 1952 Pittsburgh Pirates team, which lost 112 games. After a terrible series against the New York Giants, in which our center fielder made three throwing errors and let two balls get through his legs, manager Billy Meyer pleaded, "Can somebody think of something to help us win a game?" "I'd like to make a suggestion," Metkovich said. "On any ball hit to center field, let's just let it roll to see if it might go foul."”

“Your team will get stronger when you begin to build yourself. Teams are made up of individuals who work together . . . and get their own job done. What are you doing to be sure that your job is being done perfectly?”

“Leaders strengthen credibility by demonstrating that they are not in it for themselves, instead they have the interests of the institution, department, or team and its constituents at heart. Being a servant may not be what many leaders had in mind when they chose to take responsibility for the vision and direction of their organization or team - but serving others is the most glorious and rewarding of all leadership tasks.”

“Leaders who carry unresolved guilt are forced to hide a part of themselves from those to whom they are closest. They have a secret. They are forced to expend time and energy to ensure that no one finds them out. They know they are not completely trustworthy. Often they assume no one else is either. Guilty leaders have a difficult time trusting. Consequently, guilty leaders have a difficult time building teams.”

“Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.”