Brendan Rodgers quotes:

Liverpool Football Club is the heartland of football folklore

I enjoy my work. The reason I worked so hard all my life is because I want to be making big decisions and managing at the very highest level.

I think football management has obviously changed and evolved in terms of practices and methods, but I would say the values we strive to hold are the same as great men like Bill Shankly and Bob Paisley.

They have a choice as a club. They don't have to sell. Maybe Southampton's objectives have changed. They were looking to be a Champions League club, I believe. They obviously wanted to change... I don't have sympathy, no.

I will always fight for my life for Liverpool, and that will be on and off the field.

I know how it goes. Six or seven months ago I was the manager of the year and I was going to be this and that, tactically this and tactically that, and now, because we have lost two world-class players, I am useless. But I accept that.

A player's character is a crucial factor I look into before committing to signing them. They also need to show a willingness to learn, regardless of age and experience; that's very important to me.

Iâ??ve always said that you can live without water for many days, but you canâ??t live for a second without hope.

Look at Tottenham. You spend over £100-odd million, you'd expect to be challenging for the league.

I'm blessed to be supported by some brilliant staff, who are all experts in their field and dedicated to what they do.

Statistics and numbers are no good unless you have good people to analyse and then interpret their meaning and importance.

Of course, as manager, the selection of the team is very much one of the biggest responsibilities I personally take, but I come to that decision thanks to advice and support of the people around me.

I was surprised we were playing in Manchester and have a referee from Greater Manchester.

I will leave no stone unturned in my quest - and that quest will be relentless - to try and get Liverpool back on the map again as a successful football club.

My template for everything is organisation. With the ball you have to know the movement patterns, the rotation, the fluidity and positioning of the team. When we have the football everybody's a player.

Status does not matter. It is what you are like as a player. It doesn't matter how much money you have come for. That doesn't matter to me. I will play a 17-year-old if he fights and he has quality. It is quite easy.

I meet regularly with my staff to ensure they are aware of what I want, but also to make sure they have the chance to influence the process and use all of their knowledge to help prepare the group.

It's not always plain sailing , especially when you're flying

The Merseyside derby games are unique in the city.

Even more important than statistics is then having the staff that can take the data and ensure it's presented in a way that improves individuals and teams.

They brought on someone who cost more than our stadium.

That ability to press immediately, within five or six seconds to get the ball, is important

I dictate entirely how the team is prepared, and I am a hands-on coach; I love to be out there with the players taking the sessions.

The best players want to play in the best competition,

The analysis of statistics is a big part of the modern game, and it's important as a modern manager to embrace areas that can help your team and players improve.

My biggest mentor is myself because I've had to study, so that's been my biggest influence.

It's the nature of it. The players will want to compete at the highest level they possibly can.

If you look at the world-class performers at the top of the game, their numbers are just exceptional and that is the level he is at.

If one day I go to a game and I don't feel I can win, maybe I don't go.

I must have just dreamed that about Liverpool playing 3-4-3. What do people think that was, a bit of luck? A British coach playing 3-4-3? A foreign coach doing that would be a tactical genius. I imagine people think I fell into that system through a stroke of luck or something... it took some thought. I didn't just throw them out there.

I think I've proven I can build a team that plays a way of football that excites and challenges at the top end of the table.

I can categorically tell you that Mario Balotelli will not be at Liverpool.

When you've got the ball 65-70% of the time, it's a football death for the other team...It's death by football.

If you give a bad player time, he can play. If you give a good player time, he can kill you.

The responsibility will always go with the manager - you put out the team.

I'd rather lose a game trying to win it, than lose it trying not to get beat

I'm never going to walk away because I'll always have belief that I can improve players and make things better.

I think my history as a coach shows I like players who are gifted technically and have courage when it comes to being in possession of a football. That is a key quality for me.

I don't see coach job stressful, I really don't. Of course, there is pressure and expectation, but I wouldn't necessarily equate that with stress.

The quality of people you have around you as a manager is so vital. There are various factors that influence that process; fitness, form and the tactical approach to your opponent are all areas I review on a daily basis.

Whilst I'm here, I'll always do the best I can.

My days tend to be packed, but I wouldn't have it any other way. I enjoy my work, and it is a privilege to do what I do.

I have a senior staff meeting every day, with key personnel who interface with the players - coaches, the medical staff, our analyst department. This is a useful exercise as it means we are all across what is happening and they are aware of my expectations.

I've always been one to arrive early for work; preparation is a big part of how I work, and I like to be in my office going through plans for the upcoming training sessions or meetings I have.

In football there is very rarely a "typical day" - there are always issues and challenges that arise from nowhere, and as manager you have to be ready to deal with them.

I hope when my time as Liverpool manager is over, I'm remembered as someone who improved the team and left the club in a better position than I inherited it.