I like information. I love when smart people make me think of something in a new way.
In Boston I got to a point where I thought I was putting out fires more than being a baseball coach. And some of it was my fault. I was getting stubborn. My fuse was a little shorter than it needed to be. And that helps nobody.
I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.
There's so much passion and so much interest in the Red Sox in Boston.
I think the outside world can learn a lot about how to act by watching a major league clubhouse. I don't think you want to do everything the same, but there's a lot of things I think people could learn from.
It's hard to be a clubhouse guy without being a great guy. I mean, the nature of the job is, you know, you're picking up dirty clothes and you're doing all the tasks that the players - that nobody else wants to do.
Once players have my trust, they have it.
As a manager, the more consistent you are, the better off you are. It's easy to be up when things go well. When things don't go well, the players will follow your lead. So you have to be consistent and upbeat, which takes some work sometimes.
