Quotes from Mark Hughes

Management is not about shouting and bawling, because some guys will not like that. They take it personally.

I try, when I go into places, not to belittle what's gone before, because I know how difficult it is to manage, and everybody does it differently.

If you are loose and not quite taking clear-cut chances in training, then clearly you are not going to do that come match time.

Attacking football is what I want to watch as a manager; it's what I want from my teams. It's easier to be destructive and get people behind the ball than to be constructive and creative.

In my last years, I was conscious how I used to play the game when I first broke through. It was absolute chalk and cheese. I probably finished at the right time. There won't be many players like me in the future.

Clearly, there comes a point where you have to demand from your front guys; goals is what sustain attackers.

At United, there has been continuity with the manager, with the success they have had. It gives them a different dynamic.

All the major sports have video reviews, and for some reason, the Premier League, which is watched all around the world, is still in the dark ages.

If we are going to ask questions of the defensive guys, then we are going to ask questions of the guys at the top end as well.

As a player, I had no idea whatsoever about getting a team ready for a game, what it entails.

As a player, you just pick up your kit, go out, and train or wait for the ref to blow the whistle.

I've never tried to artificially create distance between myself and the players.

If you feel a bit aggrieved or hard done by, you probably need the break just to reset yourself and give yourself time for different learning - to get out there and experience different things.

You can't manage one size fits all; you've just got to know your group and know what ticks players' boxes.

You have to win football matches, and if you don't, you allow people to criticise you.

I always wanted to win, but I only used to get upset if I hadn't done myself and the people around me proud - that was my motivation for always wanting to do better.

They say that pace is the first thing to go, but my game was never based on pace. It was about strength and power and withstanding challenges and getting in the right position.

I remember Ron Atkinson used to play in the sessions at Manchester United when he was the manager. Rated himself as a player.

As a player, when you get beaten, you can comfort yourself by saying you did reasonably well. As a manager, when you get beaten, you think it's all your fault, but 70,000 people and all those watching on television know it's your fault.

Sometimes the manager actually is the glue that holds everything together, and when you take that manager out, sometimes that's when things start to go really wrong.

The perception is that the Stoke players were one-dimensional: that they could only play in a certain way, and that was the top and bottom of their capabilities.

I suddenly thought, if I was going to make a go of it, I was going to have to look after myself and not keep apologising for knocking people over. That transformed my career.

My job as a manager is to get the best out of your players. Sometimes you get it wrong, and you won't get the response that you want, but we all face that every single day.

When I first signed schoolboy forms for United, as a midfield player, I felt for a while that I was just treading water.