Quotes About Strategy

I have learned a lot playing in domestic first-class cricket: how to score runs, how to counter situations.

One-day cricket must be taken with equal importance to Test cricket.

I've always felt that when I've been successful in red-ball cricket it has been because I've left the ball well and sometimes in cricket the shots you don't play are more important than the ones you do.

You have to just adjust to the conditions quickly because there is a big difference in 50-over and 20-over cricket, and if you back yourself, you will do well.

It is a big challenge as a spinner to play modern day cricket, where you have to have five players in the circle.

You just need to go into matches with a clear plan in T20 cricket. If you go half-half, it's going to be really hard to come back.

As more we play cricket, the more players will learn from it.

The more cricket you play in your head, the less you perform on the field. So let cricket, the sport, be on the field.

Treat cricket like a sport.

The Australian approach to playing cricket in general is quite an aggressive one.

I like to take wickets and see wickets and chances and I think in T20 cricket you have to risk a boundary to take a wicket.

We don't cover too many draws in Test cricket and its great: it means the cricket is more interesting, more exciting.

Aggressive cricket is a form of cricket where you play to win.

There is no other job in major sport like a cricket captain. It is a huge job.

You don't come to a cricket ground to draw a cricket match.

After accepting the captaincy at the beginning of the 1998 season, I immediately set high but attainable goals for the West Indies cricket team and myself.

When you go into cricket you have to be streetwise.

When clients are involved in a crisis, we often start at the end. When this is over, where do you want to end up? What's your endgame? We try to start from that and work ourselves back.

Only because you moved forwards, it doesn't mean you were effective. Sometimes it's the wrong criteria to be used.

I don't want to sound too critical, but we're taking a wait-and-see approach on UltraViolet.

Understanding place is critical to achieving corporate growth.

It's very easy to criticize the CEO of the market leader.

You obviously don't want to cross the line of saying things or doing things, but it's a part of the game.

At Sale we're an up and coming club, wanting to draw bigger crowds. You can't just run everything, though, you need a balance.