All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

I give a lot of instruction in training. It's difficult for me to do the same in matches, so I need guys on the pitch to read the game, to understand what we want.

I would rather hire a man with enthusiasm, than a man who knows everything.

Anytime you get an idea, you need people to help you put it together. That is the beginning of an institution. When you create an institution, levels of authority and boundaries need to be established. If everybody owns it, nobody owns it. If everybody is responsible for it, nobody will be responsible.

As a coach, you've got to do what's best for the team. If guys don't like it, they're going to leave. If they stay and don't like it, well, your team's going to suck anyway. Even if this happens, you still have to do it. You can't coach worrying about any individual.

We must always refill and ensure there is a critical mass of leaders and activists committed to nonviolence and racial and economic justice who will keep seeding and building transforming movements.