Quotes of All Topics . Occasions . Authors
I want to be strong because you believe in me. You have to trust me. I give my knowledge to you. That is my philosophy.
When we won the title, I received gifts and cards, bottles of wine, and Champagne. When I was sacked, my house was full.
One beautiful day, a radiant day, Mr Roman Abramovich introduced himself to me and said I should put a shopping list together.
I think the strength of the man is to have the right balance. Not to be so high when you win; not to be so down when you lose.
Thinking of the dismissal by Leicester, the first thing that comes to mind is a sense of surprise even more than of bitterness.
What football means to an Italian coach is tactics, trying to control the game by following the ideas and systems of the manager.
I love the English spirit because when I was a player, I was an Englishman: I was fighting, and you had to kill me if you wanted to win.
Buffon is a gentleman thinking only of the ball [after Gianluigi Buffon's strong tackle on Andy Carroll during a friendly with Newcastle
It's not important how many mistakes you make; it's about how many chances you create and how many goals you score. That is my philosophy.
Damien is Damien. When I don't put him in the squad my mother, who's 84, asks 'why isn't Damien playing?' She kills me about it and that's true
I have won trophies around Europe, but never the title. Three times, I was runner-up. Leicester and the fans will be in my heart for all of my life.
If it is the case that you need just a first 11 and three or four more players, then why did Christopher Columbus sail to India to discover America?
If you go in Spain, you have to play with another style. The English culture is the English culture. If you come here, you have to play in this style.
I am a lucky man because when I was young, I wanted to be a footballer. Suddenly, around 30 years old, I thought, 'I want to try to be a manager because it's different.'
I started coaching in the Interregionale league in Catanzaro. There were pitches with no grass; at times, we had no water, no training equipment. I had to do it all myself.
Over the years I've learned that, to be a good manager, you need to have passion, and you need to have a strong character. Without those things, the job is very, very difficult.
I'm from Italy, the home of Vivaldi, Rossini, Puccini. When I stopped playing and became a manager, football became like a beautiful piece of music to me - and the players, an orchestra.
Inside me there are two people. One is a very aggressive - I want to win; I won the Premier League, but now I want to win on Saturday. I want to win next season - and is never satisfied.
If I am angry, I am angry. If I am angry, then I have to be calm, and to be calm, I have to tell you to your face what I think about you. If we don't agree, then okay, 'Bye!' It's no problem.
I have a lot of admiration for those who build tactical systems, but I always thought the most important thing a good coach must do is build the team around the characteristics of his players.
Everyone's second team in Italy is Leicester. In Thailand, the first team is Leicester. I've received letters from Paraguay, Uruguay, Brazil - everywhere 'Leicester, Leicester, what a legend.'
In my view, fitness training isn't that important in England, as they all train with such intensity anyway and have a competitive edge when just sprinting. The matches are all hard-fought, too.
All managers are under pressure. It's our life, always. It's about how we manage the pressure, the victory, we have to manage everything, even me - the bookmakers put me under pressure every time!
Wherever I go, the club is never to stay on the same square on the board: they have to move up. I don't know if it's coincidence, some calling, or destiny - but whatever it is, it's the story of my life.
With Chelsea, the job was this: move up to the top, get into Europe. And I did that - fourth place in the Premier League and then into the Champions League, the season before Abramovich and all the money arrived.
It is with passion that I love my job. But it is with character that I am able to keep looking forward. Not just beyond criticism or bad results, but also beyond the good moments, too. Everything has to be a balance.
I remember when I was first time in Serie A, we were down the bottom, no one was speaking about Cagliari. And we were safe, one day before the final match. With Parma, we went down, but we were positive right to the end. There are the little details, but you have to continue.
I want to buy pizza, but my players don't want pizza; maybe they don't love pizza. Because I said when we make a clean sheet, I will buy everybody a pizza. Maybe they wait until I say, 'Okay, a good dinner.' I told them, the clean sheet, I buy everybody a pizza. I think they wait until I improve my offer: 'Okay, a pizza and a hot dog.'