I worked at chemistry and developing a style of play on both sides of the ball and studied success and winning.

I've had a lot of really good preparation. I've coached a lot of games around the world.

Your big has to be able to make 'em pay from the perimeter.

That's your worry as a head coach: Are you going to go in there, give them everything you've got, and are they going to respond?

I think if you're going to be a little bit innovative or risk-taking, sometimes you're going to be wrong, and it's going to look bad. I understand that.

For every philosophical idea about how we're going to do things, there has to be a plan to get there, and we have to be able to execute it, first in practice and then in games.

I place a lot of value on pace of the game, going after people... always be the aggressor and forcing the issue a little bit when we have the ball, and when we don't have it, we want to come at you, too.

I've always been like that: after a loss, I go home and pass out and don't give it another thought. When I'm winning, I'm too excited.

Fifty-nine or 54 or 52 or 49 wins isn't going to mean a whole lot. What's going to mean a whole lot to me, our organization, and our fans is how we perform in the playoffs and how deep a run we can make, and that's what we're setting our sights on.

We want to always play with pace on offence.

Don't let people take you ahead of where you are at.

At some point in your life, you try to self-reflect and ask yourself, 'Why do I want to win so bad?'

The game's evolving quickly, man, and somebody's gotta be trying some new stuff.

Obviously, things evolve; teams see you play a little bit and start try to do things, and the one thing that'll happen is if one team has success in something, you can bet the next three teams are doing some similar things, too.

I think it's all machismo - 'Come on, you've got to guard your guy, man. If you can't guard your guy, then you can't play defence.' A lot of it is accountability, where you say, 'Hey, you're matched up with him. Go do your job.' The zone kind of sometimes moves a lot of pieces around.

I'm getting older and mellower in my old age.

I think a lot of personnel decisions come down to who's the best player today, like if we had to throw 'em in a game today versus what could their upside be 18 months from now. A lot of times, those are two different answers. That's the difficulty of player personnel.

It's such a long season, right? It's certainly serious business, but it's no sense that we all have to be miserable doing it.

I think there's some certain attitudes and certain guys that can feed some positive energy, and that keeps you going through an 82-game schedule.

Sometimes I'm in that timeout, and I say, 'Let's go a possession of zone,' and they're like, 'Yeah, let's do it,' and that shows that they're confident enough to roll with whatever we're doing. And sometimes they're like, 'No, no, no, no.' They don't want a possession to get away from them, possibly.

I'm gonna back my players.

It used to be every single time you got the rebound, you handed it to the point guard, or you outlet it to the point guard, or everyone cleared, and you waited until the point guard brought the ball up the floor.

In a game, I'm locked in. I maybe notice three rows in the stands the arena over, and that's it.

I think it's really important that we get an experienced staff. Guys that have been a head coach, to me, at some level is important to me. I value head coaching just because it's good to know what it's like to be the decision maker.