The Manager - Autumn 2022 - Edition 52

REHANNE SKINNER.

IF YOU REALLY WANT TO WIN, REALLY WANT TO BECOME BETTER EVERY SINGLE DAY, YOU CAN DO IT.

Sarina Wiegman England Women Manager

PROTECTING YOUR WORLD

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LMA Chief Executive

RICHARD BEVAN OBE.

It’s home. Congratulations to Sarina Wiegman’s Lionesses on their stunning European Championship victory at Wembley in front of an 87,000 capacity crowd. England’s progress through the tournament was a masterclass in tactical and technical execution, consistency of selection and big-game mindset. Sarina, Leah Williamson and the rest of the team deserve their place at the top table of English football history.

Winning the Euros is testament to the relentless and inspiring growth of the women’s game in this country. While the manager, performance staff and players rightly take the medals, all those at the clubs and The FA, who have committed so much over recent years to the development and professionalisation of the women’s game, share in the victory and deserve recognition. Winning a major global tournament is an important milestone for English women’s football and with a new WSL season underway there is real anticipation about what’s next on the journey.

England’s victory was part of an incredibly important summer for women’s sport. The Commonwealth Games awarded more medals to women’s events than men’s, women’s Hundred

cricket saw sell-out crowds, and after 33 years a women’s Tour de France returned. What stood out across the summer was the maturity, professionalism and approachability of the athletes and players, and the welcoming and friendly nature of the crowds.

At the LMA, we are proud to represent our members who work in the women’s game and will continue to work with football’s other stakeholders to ensure equality of opportunity across the whole game. Furthermore, following consultation with the LMA’s women members, we are proud to have announced our new partnership with The Eve Appeal, the only UK national charity to focus on the five gynaecological cancers, conducting research, raising awareness, and working towards

prevention and early detection. Further to the LMA’s awardwinning partnership with Prostate Cancer UK, we are privileged to be able to use our voice within football to share key lifesaving messages and to promote health equality in the workplace.

If you would like to support us and The Eve Appeal, please contact a member of the LMA team.

Finally, it was with great sadness that we learned of the passing of the Queen just prior to going to press and we pay tribute in this edition to a life dedicated to service and her contribution to our game over many years. On behalf of everyone at the LMA, we send our sincere condolences to all those close to Her Majesty. She was an inspiration in so many ways to so many people.

WIN BE T TER

T HE W OR L D ' S MO ST E X T E NS I VE L IB R A RY OF P R OF E S S ION A L C O A CHING S E S S ION S AT YOUR F INGE R T IP S

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“ I w i s h I ’d ha d i t w he n I s t a r te d co a c hi n g ” S ir A l e x Fe r g u s o n CBE

“A f a n t a s t i c m a g a z i n e ” r OBE e g n e W e n è s r A

“ l l o ok f o r w a r d t o r e c e i v i n g e ve r y i s s u e ” J o s e M o u r in h o

Alice Hoey

FROM THE EDITOR.

On a number of occasions when speaking with Agustín Martín I had to remind myself that he is Managing Director of Toyota and not, in fact, manager of a major European football club.

So much of what he said was exactly what I’d expect to hear in discussion with an elite sports coach or manager at the very top of their game – the undisguised passion for what he does, the focus on outcomes and improvement, and the clarity of vision, among other things.

His approach to getting the best out of his team and then constantly moving that forward is one example. It’s two-pronged: foster a mindset whereby anything and everything can be improved upon, and then provide an environment where your people feel comfortable in stretching themselves and their creativity, where there really are no limits to what you can achieve or what ideas you can put forward.

“We are constantly saying, that’s fantastic, now what can you do to make it even better?” says Martín. But he’s conscious,

too, of the fact that this idea of continually moving the goalposts a little further apart applies as much to him as to his team.

But for the manager, in or between roles, this is in many ways much harder. As well as trying to shoehorn some selfimprovement time in amongst all the responsibilities of the role, you have to be driving those efforts yourself. In our piece on page 84 we look at the importance of curiosity in maintaining a hunger for new knowledge and inspiration, and why it tends to be a characteristic shared by the most respected leaders and thinkers.

As Martín says, “I love change and challenge, to be out of your comfort zone. Often that’s how you learn and improve, because the environment changes and you keep on sharpening your pen.”

Photo credit: @LONDON

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The views and opinions expressed by contributors are their own and not necessarily those of the League Managers Association, its members, officers or employees. Reproduction in whole or in part without written permission is strictly prohibited.

www.leaguemanagers.com

EDITOR

Alice Hoey alicehoey1@gmail.com

EDITOR FOR THE LMA

Sue McKellar Sue.Mckellar@leaguemanagers.com

ART DIRECTOR

Ian Cherry Ian.Cherry@leaguemanagers.com

CONTRIBUTING EDITOR

Gabriella Ward Gabriella.Ward@leaguemanagers.com

SENIOR WRITER

Mark Farthing Mark.Farthing@leaguemanagers.com

PUBLISHER

Jim Souter Jim.Souter@leaguemanagers.com

BUSINESS DEVELOPMENT

Adam Tarrant

Adam.Tarrant@leaguemanagers.com

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Autumn 2022 // Issue 52. The quarterly leadership and performance journal of the LMA.

HER MAJESTY QUEEN ELIZABETH II. The Manager pays tribute.

REHANNE SKINNER.

HOME.

As the Lionesses moved ever closer to their historic victory in the Women’s Euros we and the country were with them every step of the way. Here, we relive their epic journey, match by match.

Photography: Reuters // Action Images

England 1

Austria 0

Wednesday 6th July

Old Trafford

Group A

England 8

Norway 0

Monday 11th July

Amex Stadium

Group A

Northern Ireland 0

England 5

Friday 15th July

St Mary’s Stadium

Group A

England 2 Spain 1 (AET)

Wednesday 20th July

Amex Stadium

Quarter-Final

England 4 Sweden 0

Tuesday 26th July

Bramall Lane

Semi-Final

England 2 Germany 1 (AET)

Sunday 31st July

Wembley Stadium Final

All images: England fans inside Wembley and across the country support and celebrate with the Lionesses during the tournament.

// Action Images

England’s Ellen White is substituted off by England Manager Sarina Wiegman during the Women’s Euro 2022 Final.

// Action Images

England Manager Sarina Wiegman celebrates with the England bench as the final whistle is blown at Wembley.

// Action Images

England Manager Sarina Wiegman poses with the Women’s Euro 2022 Trophy after leading the Lionesses to glory.

// Action Images

England’s Beth Mead and Manager Sarina Wiegman celebrate after winning the Women’s Euro 2022.

// Action Images

Chloe Kelly prods home a late winner for England in the Women’s Euro 2022 Final at Wembley. // Action Images

THE LEADER.

LEADER COLUMN

Dr Susan Minten University of Liverpool

WHAT’S THE POINT OF LEADERSHIP THEORY?

As an academic delivering leadership programmes to practitioners in sports organisations and small businesses, this is a question I am often asked. If you pick up a text on leadership you will see that there is no real consensus on what leadership is and there is no secret recipe for what makes the perfect leader. This can lead to a practitioner view that theory doesn’t really relate to reality and it belongs in an ivory tower. However, the lack of consensus just reflects the reality that leadership is complex and messy because it means different things to different people.

At a basic level, a theory is a set of ideas that aims to explain something. A range of leadership theories have been established over the last century and these include theories that explain the specific traits of a leader, how a leader behaves, how situations influence leadership approach and theories that endeavour to explain the relationship between leaders and their followers. My experience of working with students and practitioners on leadership programmes has highlighted that an understanding of these leadership theories can be powerful in helping us make sense of the leadership practices around us and our own leadership approach.

We are likely to have experienced and observed leadership right from childhood and throughout our lives. This includes our own day-to-day practice of leadership and our observations of the leadership approaches of our parents, friends, teachers, coaches and others that we interact with. We may consider those leaders as effective or not, but, along with our own experiences of being a leader, they are likely to have been influential in creating our own implicit theory of leadership.

Understanding theories of how we learn about leadership

helps us understand our own assumptions and enables us to reflect on why we lead in the way that we do and why we prefer some leaders to others. Particularly important is that it also enables us to understand that if we have our own theories of leadership then so will others, thus it is important to understand our followers’ own views of what an effective leader is.

Furthermore, if we have mainly experienced leadership in one context, such as within a particular sport, then we may have a limited set of observations and experiences to learn from. In a recent workshop using theories of leadership learning with cricket players, there was a realisation by some of the participants that their learning about leadership had primarily come from cricket and there would be value in gaining an understanding of how leadership is practised in other contexts.

The critical point is that theories of leadership provide frameworks to enable us to step back and make sense of the approach of a particular leader or how leadership has been enacted in a particular situation or our own leadership practice. This can help us navigate the complexity and when working in teams a shared understanding of leadership theory also provides

a common language from which to reflect, discuss or even challenge.

We can also use these frameworks to help make sense of a situation that we are faced with and, although theory does not create a paint-by-numbers approach, it does enable us to think through a strategy of the leadership approach we might take.

By gaining some understanding of theory we can also gain more confidence in our own leadership approach as we can use it to develop self-awareness and quite often we can recognise our own approach within a particular theory. Finally, leadership theory helps us understand that there is no perfect approach to leadership.

Dr Susan Minten is a Senior Lecturer in Sport Management at the University of Liverpool teaching executive education and post graduate programmes in leadership.

Rehanne Skinner’s first role was Women’s & Girls’ Development Officer at Leicester City before rising to Women’s First Team Coach.

Reuters // Action Images

Words: Alice Hoey

Photography: Reuters // Action Images // Tottenham Hotspur FC

STYLE AND SUBSTANCE.

With the WSL dominated by the same top three clubs since 2015, spoiling the party was always going to be tough for a side that has only been in the WSL for two full seasons. However Tottenham Women Head Coach Rehanne Skinner is preparing her side to compete at the very top.

REHANNE SKINNER

I JOINED ARSENAL IN 2010 IN THE INAUGURAL WSL SEASON, SO THINGS WERE CHANGING.

It was a serial winning team with over 850 senior international caps, so quite different to what I’d been used to at Leicester City, my previous club and first management role. Suddenly I found myself working with players with much more experience and had the chance to go to Champions League matches and experience the game at the highest level in Europe. It was a hugely important step in my development.

I MOVED TO THE US BECAUSE THERE SIMPLY WEREN’T MANY FULL-TIME JOBS IN THE UK WOMEN’S GAME.

I was determined that I should be on the grass as much as possible to keep on developing my knowledge of the game. Thanks to my time in the States and later as part of the coaching staff for the Wales and England teams I’ve been exposed to many different styles of play and cultures. As well as keeping me abreast of trends in the game, it has been really important for my development as a manager to observe and learn from how other people do things, both good and bad.

I’VE BEEN EXPOSED TO MANY DIFFERENT HIGH-PERFORMANCE ENVIRONMENTS IN MY CAREER, AND NOT ONLY IN FOOTBALL.

It’s important to get out there and see how other people are doing things. In rugby, for example, I’ve always found their individual development plan process and how the players drive and lead to be really inspirational. Nonsport influences can also be enlightening. I did some research into Disney Pixar as part of my Pro Licence, because I was interested in how they come up with new ideas. Learning about how they manage their people and the creative process helped to expand my view of how you can go about things and it has influenced how I work – how I hold staff meetings, for example, and how I try to involve everyone in ideas generation and celebrating successes.

I TOOK SO MUCH FROM THE LMA DIPLOMA.

As a coach or manager you do the things you think will work, but it’s interesting to then learn that there are theories and models attached to those approaches, and methods that can help you to refine the way you do things. I learned, also, how to better prioritise, delegate

I WAS DETERMINED THAT I SHOULD BE ON THE GRASS AS MUCH AS POSSIBLE.

and manage my time, which is massively important when you start at a club. You’re working with multiple departments, all wanting to be a part of what’s going on and all with something valuable to add. You want everyone to contribute and to leave a meeting with what they need from it, but at the same time you can’t sit around a table all day; you simply don’t have the time. An important part of the course is also the networking and how much you learn from other people in the game. I found that invaluable.

NOTHING BEATS GETTING OTHER PEOPLE’S PERSPECTIVES.

Whether from your coaching staff, external experts or from the players themselves. When I bring new members into my playing or support teams I’m always looking for people who are prepared to come to me with ideas on how to improve processes and push our performance forward. That’s

DISNEY

been a key part of our strategy for the growth of the staff team and the players. We’ve gone from eight full-time staff to 18 in a year and a half. Building a multi-disciplinary team like that is a challenge and it takes time. It’s no coincidence that as we’ve started to add all the various facets of what it takes to be an elite performer, our performances have improved.

THE GROWTH OF THE ENGLISH DOMESTIC LEAGUE HAS ATTRACTED STRONGER PLAYERS.

This has elevated the league further, and that in turn has tested our home-grown players even more. As a result we’re starting to see real success on an international stage. However, for the women’s game to keep progressing we need our young players to be exposed to more senior football earlier on in their careers. When you look at the players who have been at the top of their game for as long as they have, they started playing

senior football at 15 and were up against difficult opposition very early on. At Spurs, rather than having our young players sit on the bench, we put them out on loan so they can get playing experience at Championship clubs; it both strengthens that league and gives them valuable exposure.

CREATING A PLAYING STYLE AND IDENTITY AT TOTTENHAM HAS BEEN A PRIORITY.

Alongside achieving our goals on the pitch, of course. I want the fans to know who we are and what to expect from us. They should turn up to watch knowing what we are all about, so they can see and feel what we are trying to do, and hopefully want to support that. Like any manager, I know my job depends on results and performance, and I’m accountable for that. However, I’m also trying to create something lasting at Spurs, something that makes people sit up and take notice

I DID SOME RESEARCH INTO

PIXAR AS PART OF MY PRO LICENCE, BECAUSE I WAS INTERESTED IN HOW THEY COME UP WITH NEW IDEAS.

WHAT’S IMPORTANT NOW IS TO TRY TO TRANSFER THE CURRENT INTEREST IN THE GAME INTO MORE SUPPORT FOR THE WSL, WHILE MAKING GAMES MORE ACCESSIBLE.

of the club. If you improve the football, and your people work hard and are seen to be good people, both at the club and away from it, then people will want to engage with it more.

I FEEL A RESPONSIBILITY AS A ROLE MODEL.

It’s something we talk about a lot as a club, a team and a staff group. We won’t do anything that might impact negatively on the women’s game. Everyone I know in the women’s game feels the same way; it’s what we’ve been borne out of and the way the game has evolved. We all know that in order to maintain momentum we have to keep breaking down barriers and advocating for the game in the most professional and supportive way that we can, showcasing the talent and progress in the game. Ultimately, I want to leave the club and the women’s game in a better place than when I arrived.

ENGLAND’S WIN AT THE EUROS WAS INSPIRATIONAL.

To see how well the team and the individuals within it came together to inspire the nation filled me with pride. What’s more, it was a hugely proud moment for everyone who contributed to each player’s

journey from grassroots as well as everyone who has worked to break down barriers throughout the game’s history. It has taken a huge effort to get to a position where this side could win a home Euros in front of 87,000 people.

What’s important now is to try to transfer the current interest in the game into more support for the WSL, while making games more accessible, with kick off times that make it easier for people to attend and accepting that people want it to feel different in the stadium. This means looking at maximising club investment in marketing and commercial avenues that help to promote the game positively, while also being smart about broadcast timings so it’s more realistic for fans, especially younger ones, to attend games.

There are so many role models across many areas of the women’s game, and together we can promote them better to empower and inspire people. We need to talk about the quality and talent in the game, acknowledging it for what it is, a professional sport that dares to challenge the status quo.

Words: Alice Hoey

LIAM MANNING IAN BURCHNALL

A WORLD OF OPPORTUNITIES.

In a congested employment market, experience of working abroad can make all the difference, indicative of a desire to be challenged, to develop your ability and to put fate in your own hands.

Photography: Action Images // David Lidstrom

Fans approach the Jämtkraft Arena before the Europa League Round of 32 First Leg between Östersunds FK and Arsenal in Östersund in February 2018. Ian Burchnall and Graham Potter are among the Swedish side’s previous managers.

Action Images // Reuters

The more you put into your personal and professional development the greater the benefits, and often it’s through our toughest challenges that we can take that development to the next level.

Few moves are as all-round challenging as taking a role abroad, but the payback is often substantial. Experience of working overseas can open your eyes to other approaches and ideas, and keep you abreast with emerging issues and trends in the game. It can help to both validate and challenge your current thinking and methodology, while adding to your knowledge base and skillset. It can also expand your contacts book and give you practice in forging and building relationships with people from different backgrounds and cultures.

Perhaps just as important from a long-term career perspective, though, is the fact that heading abroad to a market that’s less congested than the UK often offers a golden opportunity to not just work but succeed. That can serve to elevate you above the competition if and when you return to the UK.

Experience of working overseas is in itself highly attractive to potential employers and not only on account of expanding your mind and developing your skills.

It takes confidence, proactivity and a genuine hunger for self-development to take a job abroad, and employers know it.

It also takes careful consideration and planning. There’s the due diligence you would expect to carry out when considering any new role: what can I bring to the table and does that prospect excite and energise me? How will the role advance me as a person and professional and will it provide enough of a challenge? How do my values and goals align with those of the organisation I’d be working for?

But alongside these considerations there are more practical, personal ones – the properly intimidating stuff: how will I get by working and living with a foreign language? How different are the culture and climate, and how will this affect life day to day? How will any move I make impact on my family? If you can take all of this on when most people would run for the hills, it speaks volumes about your tenacity, courage and resilience.

GETTING AHEAD

As well as helping you to stand out in a highly crowded UK job market, working overseas may help you to break into new role types or open doors globally that might otherwise have remained shut.

In 2019, Liam Manning left his role as U23 Head Coach at Premier League side West Ham to join City Football Group, acting initially as Director of Coaching at Major League Soccer side New York City FC, and later progressing to Academy Director. It was a bold move, but one that opened up the possibility of either coming back to England to work at some point or to move on to other clubs elsewhere in the world.

He impressed in his role, built good relationships within NYC and gained an understanding of the group and its methodology, and as a result was front of mind when a role at Belgian First Division B club Lommel SK came up the following year.

“My experience of moving Stateside gave me more confidence to make the move and I had a better understanding of what I was walking into,” says Manning. It was in many ways, however, a much bigger challenge. The club was close to bankruptcy, and he was working with new staff, only one of whom was English, and a fresh squad. Of the 21 players Manning added, only five were Belgian.

“One of the most important lessons I learned at Lommel is that, no matter what your processes and resources, it’s people who are the key to

Action Images // Reuters

In 2019 Liam Manning joined the City Football Group as Director of Coaching at Major League Soccer side New York City FC, based at the Yankee Stadium.

Ian Burchnall patrols the touchline during his time as Head Coach of Östersunds FK, Sweden.

// David Lidstrom

success,” he says. “If you don’t take time to understand those people as individuals and work out how to communicate with them effectively then the rest is irrelevant.”

Manning believed that his time in New York was invaluable in developing this core skill. “We had 42 nationalities in the academy there, so we needed a good understanding of who everyone was and where their behaviour might be coming from. Certainly, I think it prepared me well for the challenges I faced in Belgium.”

PLAN AND PREPARE

In 2012, Ian Burchnall went from being Academy Coach at Leeds United to Assistant Manager to Brian Deane at Norwegian top division side Sarpsborg. It’s a career leap that it’s doubtful he could have achieved within the same timeframe had he had remained on home turf.

“I’d been to Norway a few times on study visits when the opportunity to work out there came along. As Academy Coach at Leeds I spent some time observing what was going on at some of the pro clubs, and I knew that to work there would be great for my career development. I was right. To be surrounded by some of the best

coaches in Norway, and to be exposed to many different styles of play was invaluable and really challenged me as a coach and developed my tactical abilities.”

The role was to be a springboard, launching Burchnall to managerial roles at Norwegian side Viking and then Sweden’s Östersunds, taking over from Graham Potter.

He says if you are open minded enough, there’s a huge amount to learn, but it’s important to do your homework before you go so you’re as prepared as possible.

“Before I went to Norway, I did a lot of research and watched many games to try to understand the differences in the football culture and style of play,” he says. “A few years earlier, when I already had an inclination that I’d like to work in Scandinavia, I even enrolled on a course in Norwegian to get some of the basics nailed down. I knew it would at least show willing in terms of the language and I think that even in Scandinavia, where they are brilliant with languages, that kind of effort is really important.”

LEARN AND ADAPT

This kind of adaptability and willingness to flex to your new environment is the key to succeeding in a role overseas,

says Manning. “Even if the game itself doesn’t vary a great deal, you still have to show respect for the different football and club culture that you’re going into, the history, heritage and values, the fanbase and people. Each time I’ve moved I’ve been very conscious of the need to integrate well.”

It’s important also to be malleable in your thinking and methods. While it’s natural to want to apply some of what you’ve learned so far, much of the focus, at least early on, will need to be on watching, learning and taking on board new ideas and approaches.

“With the role at New York I could see that the programme was in its early stages, so there was a chance for me to implement some of the positive things I’d learned from England’s EPPP and have a real impact,” says Manning. “But a big part of why I took the job was also having the opportunity to work with and learn from different nationalities and cultures, both at work and away from it. When you go abroad, it opens your mind, takes you out of your comfort zone, and exposes you to so much. It may not always be easy, but an experience like that can only benefit you as a coach.”

Words: Alice Hoey

Photography: Reuters // Action Images

UNBEATABLE EXPERIENCES.

Having led the U19s to victory at the 2022 European Championships, Head Coach Ian Foster is now preparing his young side for the 2023 U20 World Cup.

U19 European Championship Final v Israel, Slovakia, July 2022.

Reuters // Action Images

England U19s Head Coach Ian Foster lines up with his coaching staff before the UEFA

A former professional player of 12 years, Ian Foster’s career on the pitch ended at Galway United in Ireland and it was there, and subsequently at Dundalk, that he cut his teeth as a coach. It was during this formative period, also, that he took his coaching badges, culminating in the UEFA Pro Licence, the highest level in the game.

After returning to his native England, Foster joined Coventry City, working initially with the U18s and U21s before being appointed First Team Coach. He took the same role at thenLeague Two side Portsmouth in 2015, remaining for two years and playing a key role in their season title during his second season in charge.

In 2017, however, Foster made the decision to step away from club football to take up a specialist coaching role with the England U17s, the start of a hugely successful career developing young players en route to the national side. During his first year with the U17s, the team reached the final of the UEFA Men’s U17 European Championships 2017 in Croatia, then went one step further, winning the FIFA Men’s U17 World Cup in India. Their success continued with qualification for the European Championships in the following two years.

Foster is characteristically modest about this purple patch, saying, “You’re only ever as good as your players, and a number of the players in that group have gone on to have international caps.” However, he concedes that the clear structure that he and his fellow coaches provided played a key part. “We took immense pride in our game planning,” he says, “and gave the players the technical and tactical abilities they needed to carry out those plans to the highest level.”

MOVING UP

Having demonstrated a flair for developing young players to their full potential, Foster was offered the chance to become Head Coach of the same team as they went up into the U18s, and then the U19s. “The strategy at The FA was that coaches would work a three-year cycle with the U18s, U19s and U20s before reverting back down to the 18s again,” he says. “It maintained some continuity and meant that as a coach you could really get to know the players and better understand their needs as they matured.

“When you’re coaching players at such a formative age, you have a huge responsibility to not only manage them as footballers but also develop them as young people,” he adds. “They are so mature and the level that some of them are playing at in the men’s

During his first year with the U17s, the team reached the final of the UEFA Men’s U17 European Championships 2017 in Croatia, then went one step further, winning the FIFA Men’s U17 World Cup in India.

During his time as Portsmouth’s First Team Coach Ian Foster watches on before their preseason friendly with AFC Bournemouth. Reuters // Action Images

Our job in terms of the football is really to provide the players with as many experiences as we can that will help them to succeed should they make it into the men’s senior team.

England U19s Head Coach Ian Foster ahead of the trophy lift following the UEFA U19 European Championship Final between Israel v England. England won the game 3-1 AET. Reuters // Action Images

game is so high, that it’s easy to forget they are still young.”

After The FA ended its system of rotating the coaches, Foster retained his position with the U19s and says an important part of his job is ensuring the players not only fulfil their potential on the pitch but also understand what it means to wear the England shirt. As well as talent, playing for the national side requires responsibility and a commitment to its culture, expectations and behaviours.

“Ultimately, it’s our job to develop good people, as well as good players,” he says. “In fact, in some ways that’s the more important side of the job, because due to the good work that goes on in the England pathway we’re already starting with really talented footballers. Our job in terms of the football is really to provide the players with as many experiences as we can that will help them to succeed should they make it into the men’s senior team, experiences they may not always get at their clubs.”

CROWD PLEASERS

Experiences, for example, like the 2022 U19 European Championships, which England not only won, but won in incredible style, topping their qualification group and breezing through the Elite Round with a 100 per cent win rate.

“What you have to remember as well - and it shows just how well the England pathway is working - is that many of the strongest players from our age group had already left to play for the U21s or the seniors,” says Foster. “Despite this, the team really stepped up and took ownership; you could see it in the qualifying rounds. You could see also the pride they had to wear the England shirt and to play in front of their families, many of whom had travelled out to Europe to watch them. Having worked with the group for a number of years, it was great to see just how much pride playing for England still brings them.”

The next big test for Foster and his team will be the 2023 FIFA U20 World Cup in Indonesia, for which their European Championship success won them automatic qualification.

“The biggest challenge in terms of our preparation is that, whereas there are normally four training camps in the run up to the tournament season, the World Cup in Qatar means we’ll miss out on two in the autumn,” explains Foster. “Nevertheless, we’re set to play Morocco, Chile and Argentina in September, which in terms of the technical and physical qualities of the teams will present some really good challenges for our players. We’ll look to get similar worldclass opposition in March. Perhaps as important for me,

though, in terms of that gap in the autumn will be ensuring we keep engaging with the players’ club coaches and that we’re properly invested in how the players are doing during that period.”

The 2023 U20 World Cup promises to be an incredible experience for the young players and their biggest challenge to date. “To play in the Indonesian climate is going to be tough, but it’s just these kinds of experiences that are so valuable,” says Foster. “After all, those players who make it through to play for the senior side will be looking towards the 2026 World Cup in North America and Mexico, so the experience of playing at such a big competition, in front of huge crowds in the heat and humidity will stand them in good stead.”

Major competitions such as this also provide valuable practice in things like resilience, and personal and team behaviours. “You can be living out of each others pockets for nearly a month at tournaments like this and that can be challenging for anyone,” says Foster. “But supporting the U19s is a huge team effort and the people around me do a fantastic job to ensure the players continue to behave as we expect them to, and that we are always providing a culture and environment in which they can thrive, on and off the pitch.”

During the reign of Her Majesty Queen Elizabeth II, the longest in British history, she had a profound impact on many in football and in sport in general. Here, we remember some of the many times she touched our lives, and pay tribute to her unswerving passion and dedication.

The League Managers Association sends its sincerest condolences to the Royal Family at this difficult time.

Photography:

Reuters // Action Images // Colorsport // PA Images // Alamy

IN MEMORY OF HER MAJESTY QUEEN ELIZABETH II

CONTRIBUTION TO FOOTBALL.

LMA member Paul Ince introduces Queen Elizabeth II to the MK Dons players during a visit to the MK Stadium in Milton Keynes. // PA Images / Alamy

Queen Elizabeth II welcomes David Beckham OBE and Sven-Göran Eriksson to a reception at Buckingham Palace. // PA Images

TOP: One of the most iconic moments in English football history: Queen Elizabeth II presents the Jules Rimet Trophy to England Captain Bobby Moore OBE after England defeated West Germany 4-2 (AET) to win the 1966 World Cup at Wembley.

Queen Elizabeth II meets LMA President Gareth Southgate OBE during his England playing days at a reception for The FA at Buckingham Palace.

// PA Images / Alamy

Queen Elizabeth II presents the FA Cup Trophy to Aston Villa captain Johnny Dixon after they defeated Manchester United 2-1 in the 1957 FA Cup Final at Wembley.

// Colorsport

LMA member and manager of Chelsea Women Emma Hayes OBE receives her MBE from Queen Elizabeth II. // PA Images / Alamy

Queen Elizabeth II looks on at Wembley as Germany skipper Jürgen Klinsmann lifts the Henri Delaunay trophy after Germany defeated The Czech Republic in the EURO 96 Final.

// Action Images

Queen Elizabeth II presents the victorious England team with their winners medals after the 1966 World Cup Final at Wembley.

// Colorsport

IN MEMORY OF HER MAJESTY QUEEN ELIZABETH II

DEDICATION TO SPORT.

England Cricket Captain Lord Ian Botham OBE introduces Queen Elizabeth II to his team before the 1981 Ashes Test Match against Australia at Lords. // PA Images / Alamy

Queen Elizabeth II watches on from the Royal Box at Centre Court, The All England Lawn Tennis Club, during the Wimbledon Championships. // Action Images

Queen Elizabeth II with South African President Nelson Mandela during the 1995 Rugby World Cup. // Colorsport

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Queen Elizabeth II poses with the England rugby squad during a reception at Buckingham Palace to celebrate their victory at the 2003 Rugby World Cup.

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Queen Elizabeth II performs the ceremonial puck drop prior to a National Hockey League exhibition game between the Vancouver Canucks and the San Jose Sharks. She is seen with Canucks’ captain Markus Naslund (R) and hockey great Wayne Gretzky.

Action Images

Queen Elizabeth II meets athletes during a reception for Team GB and ParalympicsGB medallists from the 2016 Olympic and Paralympic Games at Buckingham Palace.

// Action Images

Virginia Wade is presented with the Venus Rosewater Dish by Queen Elizabeth II after winning the 1977 Wimbledon Championships Ladies Singles Final.

// Colorsport

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Queen Elizabeth II meets footballer Dwight Yorke and cricketer Brian Lara during a reception at Buckingham Palace.

// PA Images / Alamy

Queen Elizabeth II shakes hands with Australian cricketer Richie Benaud before the final day’s play of the 1956 Ashes Second Test at Lords.

// PA Images / Alamy

Queen Elizabeth II and President of New South Wales Bob Carr view Stadium Australia, the central stadium for the Sydney 2000 Olympic Games.

Retired cyclist Anna Meares from Australia receives the baton from Queen Elizabeth II at Buckingham Palace during the launch of the Queen’s Baton Relay for the 2018 Commonwealth Games, to be held on Australia’s Gold Coast the following year.

Queen Elizabeth II is introduced to New Zealand Rugby Union player Jonah Lomu by All Blacks captain Taine Randell during a visit to Buckingham Palace.

// Action Images

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Queen Elizabeth II meets members of Scotland Women’s hockey team with captain Tracey Robb before their match against Australia on the first day of the 2002 Commonwealth Games in Manchester.

Queen Elizabeth II presents jockey Frankie Dettori MBE with a medal for winning the 2018 Gold Cup at Ascot Racecourse.

IN MEMORY OF HER MAJESTY QUEEN ELIZABETH II

A PASSION FOR SPORT.

Queen Elizabeth II and Prince Philip, Duke of Edinburgh, arrive at Royal Ascot 2016. From an early age, Queen Elizabeth II took a keen interest in horses and during her reign this developed into one of her main leisure time activities. She had a particular emphasis on the breeding of thoroughbreds for horse racing. // Action Images

The Queen, with one of the Royal corgis, chats with polo-playing Prince Philip, Duke of Edinburgh, whilst Prince Charles and Princess Anne look on, at Smith’s Lawn, Windsor Great Park, May 6, 1956.

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Prince Philip, Duke of Edinburgh, receives the Westbury Cup and an ashtray from the Queen, with Prince Charles looking on, after a polo match between Rangers and Bishops, August 5, 1967.

PA Images / Alamy

Queen Elizabeth II is presented with a trophy by Princess Beatrice after her horse, Dartmouth, won the Hardwicke Stakes race at Ascot.

Prince Charles kisses the hand of his mother, Queen Elizabeth II, at the presentation ceremony of the Silver Jubilee Cup at the Guards Polo Club, Windsor Great Park, July 28, 1985.

// PA Images / Alamy

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IN MEMORY OF HER MAJESTY QUEEN ELIZABETH II

SPORT REMEMBERS.

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Bruno Lage and Pep Guardiola join their players and match officials in paying tribute to Queen Elizabeth II before the Premier League fixture between Wolverhampton Wanderers and Manchester City at the Molineux Stadium, Wolverhampton.

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Before the first Premier League game to be played following the passing of the Queen, Aston Villa and Southampton managers Steven Gerrard MBE and Ralph Hasenhüttl join their players in a minute’s silence, followed by the National Anthem.

Players and fans stand for a moment of silence in honour of Queen Elizabeth II before a game between the Philadelphia Phillies and the Miami Marlins at Citizens Bank Park, Philadelphia.

// Action Images

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Formula One pays its respects to Queen Elizabeth II by observing a moment’s silence before practice at the Italian Grand Prix, Monza.

Players observe a minute’s silence in honour of Queen Elizabeth II before the Women’s Super League match between Arsenal and Brighton & Hove Albion.

// Action Images

Frankie Dettori MBE and other jockeys stand for two minutes of silence before the first race at Doncaster following the passing of Queen Elizabeth II.

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There were emotional scenes at the Third Test between England and South Africa at The Oval, as players entered the field of play to complete silence, before soprano Laura Wright sang the national anthem.

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Kazakhstan and Netherlands tennis players pay their respects to Queen Elizabeth II before their Davis Cup match in Glasgow.

// Action Images

A minute’s silence is held at the London Stadium before the Europa Conference League match between West Ham United and FCSB. The stadium is part of the Queen Elizabeth Olympic Park, named to commemorate her Diamond Jubilee.

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Fans display the Union Jack in the stand at Ibrox before the UEFA Champions League match between Rangers and Napoli.

David Moyes and Frank Lampard OBE carry wreaths onto the pitch as part of the tributes paid to Queen Elizabeth II before the match between Everton and West Ham United.

Words: Alice Hoey

AGUSTÍN MARTÍN, TOYOTA

IN TOP GEAR.

Founded on the pillars of continuous improvement and respect for its people, Toyota continues to be a frontrunner in its field. We ask GB President and Managing Director Agustín Martín how he keeps on pushing the boundaries.

Agustín Martín, GB President and Managing Director of Toyota.

The Japanese call it ‘kaizen’, the idea that there’s nothing in life that can’t be improved upon, and it’s one of the guiding principles behind a company with innovation and creativity at its heart.

Kaizen, however, is totally meaningless without the right culture to back it up, a culture built on respect for your people. “In the context of innovation and creativity that means there is no right or wrong, or limits on what can be proposed,” says Martín, who has been Toyota GB’s President and Managing Director since December 2020. “It creates an environment of psychological safety, where people at any level know they can speak out and be heard.”

Creativity, he adds, needs to be nurtured from within. “So, we work collaboratively and we coach our people. We don’t tell them what to do, but instead lead them with questions and provoke thinking. We are constantly saying, ‘that’s fantastic, now what can you do to make it even better?’”

COACHABLE TALENT

It’s an approach that relies heavily on working with people who actively want to be coached and developed. That requires a recruitment process that’s finetuned to identify people with not only the right intellect and skillset, but also the right attitude

and values. “We ask our people to be courageous, creative and curious about life, and equally it’s on these same elements that we measure ourselves constantly.” Leaders, meanwhile, need to ensure they’re providing their people with the tools they need to learn and employ their skills in a pragmatic manner.

At Toyota, while there are, of course, core skills and knowledge that new team members need to join the company and to succeed in their roles, there’s a parallel track, an understanding that learning is a continuous process.

“The best way to do that is by rolling up your sleeves and learning in real-life situations,” says Martín. “As a leader, you have to give people opportunities to learn by themselves, on the job. When you learn ‘in the field’, it gives you a far deeper understanding of how things really work in the organisation. When you learn something under pressure, it embeds so much more.”

To make the most of those situations though, adds Martín, you need to be really hungry to learn. “You have to be humble, accept that you don’t know everything, be prepared to listen and go out of your comfort zone. People tend to put limits on themselves and say ‘I can’t do that’, but I don’t believe in limits. I say, no, you may not get there,

As a leader, you have to give people opportunities to learn by themselves, on the job. When you learn ‘in the field’, it gives you a far deeper understanding of how things really work in the organisation.

but in trying you may get far further than you ever expected you would.

“When we’re recruiting, therefore, we always gauge people on their potential,” he continues. “We’ll say to them, ‘at Toyota, you’re going to be put in positions where you find yourself doing things you never realised you could do’. That’s how you really rise up.”

NEW PRIORITIES

This focus on continuous personal and professional development is critical not only for the success of the business, but also in winning what Martín refers to as the ‘talent war’. Attracting people of the right calibre and with the desire to work in the automotive industry is proving

to be a growing challenge.

Whereas job security was once a key factor for potential new recruits, younger generations coming through into the talent pool increasingly have other priorities. High among them, says Martín, is that they should understand the organisation’s purpose and values and should concur and engage with them.

“I find that for the younger generations these things are ever more relevant, because they want to know that they’re contributing from day one to something that is bigger than them. They ask ‘why should I work for you?’ and that’s great because it gives us even more of an incentive to be really clear about what we stand for, what makes us different and why

we’re doing what we’re doing,” he says. “Our duty, as leaders, is to provide clarity. We need to show them how we see the world, how we see ourselves in that world, and how we are able to make changes to the world. It’s not theoretical, it’s not on a powerpoint, we can show them through our products and services. The clearer we are in what we expect and what we want to achieve, and the more energy we can provide the better results we’ll see.”

CHANGE IS A CONSTANT

Another high priority for those in the talent pool, particularly in the post-pandemic economy, is flexibility in where and when they can work. At Toyota, that has meant moving to a hybrid model, which people can adapt to meet their individual needs

and preferences. As Martín says, “I don’t care where people are working from, because we focus only on outcomes.”

It’s just one of the major changes he has overseen since he was appointed to his role during the second Covid lockdown. While an incredibly challenging period, it forced Martín and his team to think differently and adapt, and pushed them to achieve things he would never have imagined.

“For the first six months, I couldn’t meet either my own people or the company’s partners,” he recalls. “The day I started, I made a video to introduce myself to everyone in the company, which I’d never had to do before. I then did 150 one-to-ones to get to know

everyone in the business. It wasn’t about talking about the organisation or their roles within it, but to learn about them, who they are as people, what they enjoy, and to share things about myself as well.”

Then, when lockdown finally ended, he embarked on a punishing schedule whereby he met up with 80 per cent of the firm’s partners over a three-month period. “Change is a constant in everything we do, and it’s our ability to adapt that defines whether or not we remain relevant,” he says. “I love that. I love change and challenge, to be out of your comfort zone. Often that’s how you learn and improve, because the environment changes and you keep on sharpening your pen.”

When we’re recruiting we always gauge people on their potential. We’ll say to them, ‘at Toyota, you’re going to be put in positions where you find yourself doing things you never realised you could do’.

England Women hockey players celebrate after winning the final against Australia at the 2022 Birmingham Commonwealth Games.

FROM ANOTHER SPORT:

REBECCA LEVETT

RED, WHITE & GOLD.

Fresh from England’s historic win in hockey at the Commonwealth Games in Birmingham, Rebecca Levett, Sport Psychologist with the England and Team GB Women’s Hockey sides, shares some insider insight on their success.

Words: Alice Hoey

Photography: Action Images // Lynne Cameron

We know that having other things going on in your life outside of sport strengthens your sense of identity and that this, in turn, is good for performance.

Rebecca Levett spent three years as Senior Performance Psychologist with The FA.

OUR PLAYERS ARE EFFECTIVELY FULL-TIME INTERNATIONALS

We have a centralised programme, so while they play for their clubs on a Saturday and train with them once or twice a week, they’re with us the rest of the time. Wednesday is what we call a ‘dual-aspiration day’, and it’s when all players are encouraged (almost required as part of their individual development plan) to pursue an ambition or commitment outside of international hockey. For many, that means part-time work or university studies. We also operate on a basis of three weeks of international training followed by one week off. During that decentralised week the players are still expected to do fitness training, but they won’t play hockey aside from any associated with their own clubs.

HAVING OTHER INTERESTS IS IMPORTANT

We know that having other things going on in your life outside of sport strengthens your sense of identity and that this, in turn, is good for performance. There’s a real appreciation of this in hockey and it’s something we promote from a psychology and emotional wellbeing point of view. It’s also perhaps even more important for hockey players, financially speaking, than elite athletes in other sports to have some kind of career to step into when they retire.

WE DEAL WITH THE WHOLE PERSON, NOT JUST THE ATHLETE

Whatever sport or business we’re in, we’ve all got stuff going on outside of our work lives. Life happens, and it’s important that we recognise that. People often talk about the need to leave everything at the door, but that’s neither easy nor realistic. Instead we need to ensure that people have the right support mechanisms in place to better manage the things going on in their lives, should they need them. That includes for our hockey players a psychologist and a performance lifestyle adviser, who is on hand to assist with things like accommodation, education, career planning and finances. The reality is that our athletes don’t need to be thinking about hockey every moment of every day, but when they step onto the training field they need to be totally focused.

WE ACHIEVED OUR VISION OF CREATING HISTORY

We have a very strong focus on a collective team approach, ensuring we have agreed values and behaviours, that we’re all aligned with them and that they drive everything we do. As well as working one to one with the players, we have a lot of team discussions, where the athletes have the opportunity to share their experiences, and consider as a group what they want to achieve, what they want

Whatever sport or business we’re in, we’ve all got stuff going on outside of our work lives. Life happens, and it’s important that we recognise that. People often talk about the need to leave everything at the door, but that’s neither easy nor realistic.

to stand for as a team, the story they want to tell and how they are going to do that. Creating history was part of that narrative and it was incredible to achieve that by winning gold at the Commonwealth Games.

EVERYONE HAS A KEY ROLE TO PLAY IN OUR SUCCESS

I therefore do a lot of work not just with the players, but also with the coaches and staff, helping them to deliver their best, individually and as a group. For example, I help them to communicate and understand each other as effectively as possible, and get their messages across to the players in the right way. The staff and players all need to be on the same page, so we make sure that everyone is actively involved in team discussions. Going into the Commonwealth Games, we did a lot of ‘what if’ planning as a group, so that whatever scenario we faced, no-one would panic, we would each know what we needed to do and we would be able to reference back to that constantly.

THE SEMI-FINAL WAS WON ON PENALTIES

We also won the quarter-final on penalties at the Olympics last year, so it was great that both the England and GB sides got to experience that high-pressure situation. It’s a scenario we have practised extensively. Once that final whistle goes and we know

it’s going to penalties, everyone is very clear on what’s going to happen - what their individual role is, what they need from the different staff members and what their teammates need from them. We rehearse all the little details, from how they’re going to feel, emotionally, to where they’re going to stand. Environment plays a huge role in resilience, so little things like how the staff on the bench react when it goes to penalties can make all the difference. When that situation arises there should be no sense of uncertainty; people should feel in control and that they own the moment, rather than allowing the moment to own them. Again, it’s important to create a team narrative, so the players and staff know what kind of team they want to be in that situation, and what they want to get across to those watching.

DIFFERENT ACHIEVEMENTS ARE INCOMPARABLE

While Team GB came away with bronze at the Tokyo Olympics, compared to gold at Rio and Birmingham, for many of the players it was a bigger personal achievement. The team was far less experienced than the one that competed in Rio, as many players had retired, and it had been a very challenging cycle. Covid meant they missed a lot of training and delayed the Games, and there had been a number of staff changes internally. For that squad, at

England Women Hockey after winning a historic gold at the 2022 Birmingham Commonwealth Games.

I do a lot of work not just with the players, but also with the coaches and staff, helping them to deliver their best, individually and as a group.

that time, to win bronze was a massive achievement.

WINNING IN FRONT OF A HOME CROWD WAS VERY SPECIAL

It felt even more so given that in Tokyo no friends and family had been allowed to watch. Playing in front of that incredible support in Birmingham became an advantage rather than adding pressure. The players haven’t had much time to bask in their victory as they’ve been straight back into training for the next tournament. There’s always a risk of overconfidence after a

big win, but the players are very level headed and grounded. The top two in the world, Argentina and Holland, weren’t at the Commonwealth Games, so as we work towards Paris 2024 we know there’s still a lot of work to be done. The fact that we’re coming back together as Team GB, incorporating Welsh and Scottish players, also helps. Selection is tougher so it keeps the players on their toes.

I’M VERY PROUD OF HOW THE PLAYERS COME TOGETHER AS A TEAM

They are very clear on what

their vision, values and behaviours are and make sure they all adhere to that. As a result, they have a very strong team identity and that shows in the way they play. They also have a lot of respect for one another and support one another. Teams don’t need to be best friends all the time, but they do need that sense of mutual respect and know they are all working towards a common goal. The players also have a real hunger for improvement and knowledge, and they’ll reach out for anything that will help them to improve.

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02 LMA Ambassador and Brentford Manager Thomas Frank took part in a content interview on performance analysis with LMA Technical Partner Hudl.

03 LMA Ambassadors Mick McCarthy and Alan Curbishley attended a private dinner with GB Railfreight at The Grosvenor.

04 LMA Ambassador Rachel Yankey OBE attended a schools football tournament for Girls United ahead of the Women’s EURO tournament.

05 LMA Ambassador Harry Redknapp took part in a BT Sport podcast recording.

06 LMA Psychiatrist Dr Allan Johnston took part in an online Q&A for Sports Interactive.

07 LMA Ambassadors Alan Pardew and Martin O’Neill OBE attended a private dinner with GRS at The Langham.

08 Ian Burchnall (Forest Green Rovers), Graham Potter (Brighton & Hove Albion), Thomas Frank (Brentford) and Jesse Marsch (Leeds United) won the Utilita Performance of the Week award in August.

LMA INSTITUTE OF LEADERSHIP AND HIGH PERFORMANCE.

01 LMA Diploma Graduation

Congratulations to the LMA Diploma in Football Management classes of 2020 and 2021.

In July, the University of Liverpool hosted catch-up graduation ceremonies for both cohorts, where students and their families were able to celebrate alongside their course alumni.

02 LMA Diploma Residential Week 2022/23

In June, the new cohort on the LMA Diploma in Football Management attended St. George’s Park, with

introductory sessions on Stakeholder Analysis, Personal Branding and Careers in Football (Elite Performance Partners).

The LMA delivered Masterclasses on Communication and Presentation Skills (Mark Clemmit) and Mental Wellbeing and Resilience (Dr Allan Johnston, Dr Pete Olusoga), which included a special presentation by LMA member Brian McDermott.

Neil Doncaster and Carol Shanahan

OBE joined the students for a panel on Working with Chief Executives

and the Board, offering valuable insights into the relationship between the board, sporting directors and managers.

The week finished with a brilliant Q&A with LMA member Micky Mellon, discussing some of the key concepts from his book, The First 100 Days.

03 LMA member Carlo Ancelotti hosted his former First Team Coach Duncan Ferguson for a study visit at Real Madrid.

TRUSTED BY SOME OF THE BIGGEST NAMES IN SPORT

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FOR EVERYONE, EVERYWHERE.

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Managing concerns about staff, coaches and volunteers, confidentially and effectively.

PERSONAL WELLBEING & PERFORMANCE.

PERSONAL WELLBEING

& PERFORMANCE COLUMN

James Beevers Chartered Occupational Psychologist

MAKE LASTING IMPRESSIONS.

We know that to achieve better wellbeing certain things are important, among them connecting with others, being physically active, feeling valued and getting plenty of sleep. Personality profiling, however, can help us to dig deeper, prompting important questions about who we are, how that affects our wellbeing and resilience, and where we might target our efforts for improvement.

It’s important to say that there is no right and wrong in anybody’s personality, but there are consequences – some of which will be helpful and some will not. While elements of our personalities can be strengths and bring advantages, as with most things, too much of a good thing can have negative impacts.

When it comes to resilience and wellbeing, the personality factor of most interest is emotional stability, or our level of susceptibility to worry, frustration, regret and impulsiveness. As a strength, low emotional stability means showing urgency, and being expressive, self-aware and responsive to feedback. Low emotional stability can also help a person tune into and empathise with others.

People with low emotional stability might, however, also experience anxiety, irritation or despondency. They are more likely to be hard on themselves, to feel self-conscious and be nervous around others, and to process scrutiny as pressure.

In the case of low emotional stability, therefore, a profiling session may help to open conversations about thinking patterns, and the benefits of challenging thought processes and working on ‘thinking about thinking’. Working on some of the challenges associated with

low emotional stability is likely to help in other parts of life, too, such as sleep, which itself supports our wellbeing.

While the core concept of emotional stability does a lot of the heavy lifting when it comes to personality’s contribution to understanding resilience and wellbeing, other themes can also give helpful clues. For those with low levels of extraversion, for example, strengths include being independent minded, comfortable in their own company and able to get down to business without much need for small talk. On the flipside, such people may be perceived as being distant and aloof, and it can have an impact on their success at connecting, and to giving and receiving social support.

If a profiling session suggests this is the case, it may prompt useful conversations about the importance of connections and how we might adapt our social style and preferences.

How we work also impacts on our wellbeing. Highly conscientious managers are likely to pay attention to detail, plan well and be organised. While this trait is conducive to meeting the wellbeing need of goal achievement, it can also make someone obsessive and have difficulty in switching off, leading to overworking, poor

sleep and a lack of work-life balance.

Not enough conscientiousness, meanwhile, may result in poor time management, record keeping and diary management, leaving the manager feeling out of control and juggling commitments.

In summary, if who we are is how we lead, then who we are is also a window into our wellbeing and resilience, both our strengths and the areas we need to work on.

A profiling session itself isn’t personal development, and it offers no answers, but it can form a good part of the jigsaw. Profiling can shine a light on – and prompt the manager to ponder - habits, behaviour and thought processes that help or hinder their wellbeing. How might it help you improve your resilience and wellbeing? It might be time to find out.

James Beevers is a chartered occupational psychologist who specialises in sport (football and F1), but also works with big business and business schools. He has supported people in development initiatives at all levels of seniority for over 20 years. He can be contacted at jamesbeevers@ highgatepartners.co.uk

Words: Alice Hoey

CURIOUSER & CURIOUSER...

Self-directed learning, where you identify and seek to fulfil your own learning needs and goals, is essential to drive your career forward, and curiosity is its fuel.

In the last edition of The Manager, we highlighted the importance of coming up with a strategic and structured plan for continuous professional development. The value in setting learning goals and charting a path to get there cannot be underestimated. However, there is a parallel track to self-directed learning that is just as important and without which you’ll only ever be two steps behind your peers. It relies not on fulfilling specific knowledge gaps or gaining particular skills, but rather on turning up the porosity of your mind and seeking out opportunities to soak up information and ideas.

Contrary to what we’re raised to believe, the most successful people in life are not always the brightest academically, nor the most outwardly confident or extroverted. The quality shared by the highest achievers tends to be curiosity, and it’s no coincidence that many of the most admired thinkers in history have been scientists or philosophers. These are disciplines founded on searching not only for answers but for questions that haven’t even been posed yet.

OFF-ROADING YOUR CPD

Curiosity is a form of intrinsic motivation, generally associated with an interest in things that are new, surprising, complex or that

fill a knowledge gap or correct an error in your prediction. As we transition from childhood to adulthood we become less and less curious, and curiosity may even become uncomfortable to us. To be curious, after all, is to accept that there are unknowns out there, doubts and uncertainties that may prove us wrong or at least cause us to question our long-held beliefs.

However, you can’t fulfil your potential without it. Curiosity is the driving force behind proactive self-development, enabling you to expand your understanding on a deeper level and extend your reach far further than you would with planned learning alone. A personal CPD plan might dictate that you attend a language learning class, for example, but it is curiosity that drives you to strike up a conversation with your peers during the coffee break. A masterclass might take you closer to achieving a particular learning goal, but it is curiosity that compels you to seek out the key speaker to find out more about their theories. Ultimately, if you go to an event seeking only to tick a particular box, you’ll invariably leave with just one box ticked. Go with a curious mind and the opportunities are endless.

To be more curious, therefore, we need to open our minds and be prepared to go beneath

It’s no coincidence that many of the most admired thinkers in history have been scientists or philosophers. These are disciplines founded on searching not only for answers but for questions that haven’t even been posed yet.

the surface. When we take something at face value we are actually viewing it through a prism of unconscious biases and assumptions, based on our past experiences, social influences and emotions. Curious people challenge those initial perceptions, digging deeper to ask what, when, where, who, why and how something is the way it is.

They are courageous, too, as when they conduct personal research or attend an event they do so not to confirm what they already believe to be true, known as confirmation bias, but to learn something new and perhaps even to correct their past thinking. They accept that not only do they not know everything, but a lot of what they do know may no longer be true or relevant.

COMMUNICATION

As well as being key to learning,

it’s in curiosity that core life skills like empathy and relationshipbuilding are deeply rooted. HR leader David Hanrahan coined the phrase ‘relational curiosity’ for the act of being intensely interested in learning about other people, a key trait in our personal and professional lives.

Practising relational curiosity means being totally present in a conversation and actively listening to the other person, rather than allowing the mind to drift. It means avoiding the temptation to steer the conversation into your comfort zone or trying to affirm what you already know. It also requires you to leave your insecurities and ego at the door, so you can listen and learn without fear of appearing naïve or inexperienced.

Allow your curiosity to lead the way, ask questions that allow the other person to share their

thoughts and experience and listen without judgement or interruption.

When someone is curious they are proactive in seeking out conversations like these that have the potential to expose them to new ideas, and as a result their minds become more open to taking that information on board. Importantly, they also become better at sifting out what might be relevant and useful, and at spotting avenues for further investigation.

While targeted, planned learning activities are essential to effective CPD, it’s important to remember that we learn all the time, soaking up information with every conversation and situation. However, that shouldn’t just be passive. When we’re curious we look to maximise our exposure to those environments and we approach them with an open and hungry mind.

Curiosity is the driving force behind proactive selfdevelopment, enabling you to expand your understanding on a deeper level.

5 WAYS TO BE MORE CURIOUS.

Pick the high-hanging fruit. Most people want to find out more about exciting or easy-to-digest topics, but what at first seems dry or inaccessible may also hold unexpected nuggets of inspiration.

1 3 4 5 2

Remove invisible boundaries. We tend to limit our sphere of influence to our immediate colleagues, industry or geography. The wider the diversity, in terms of discipline, source, experience, and background, that you can be exposed to the better.

Be proactive. Don’t sit and wait for something fascinating to fall in your lap. Say ‘yes’ more often, and seek out engagements and opportunities where your thinking might be challenged.

Consult your journal. Questions don’t always come to us in the moment, so revisit your daily journal or post-event notes to spot the opportunities that passed you by.

Reflect. Note down anything you’ve found of value each day, whether it’s a new contact, a recommended podcast or a piece of advice you hope to put into action.

The new LMA Online Platform provides content across the full spectrum of the LMA personal development model, including health and wellbeing, career development, personal performance, leadership, teams and culture.

10 IDEAS: DIPLOMACY.

DEFINITIONS

Diplomacy is the art of dealing with people in a tactful and sensitive manner, and while we tend to think of it in relation to fields such as politics and international relations, it’s essential in navigating professional relationships successfully, leading effectively and advancing your career.

2

WINNING APPROACH

Leaders who lead with tact and diplomacy develop better relationships with those they work with. They tend to face less conflict and disagreement, and engender mutual respect, which in turn tends to lead to stronger commitment, engagement and, ultimately, more successful outcomes.

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Foremost among diplomatic skills are communication and interpersonal skills, because it’s how you speak and interact with other people, and crucially how well you listen to their ideas and needs, that determines your ability to learn, understand and respond to them appropriately. Practise listening more than speaking when engaging with team members.

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CAN YOU RELATE?

Conveying information or responding to a situation with tact, i.e. avoiding awkwardness or ill-feeling, requires an appreciation of how the other person might take it. That means having understanding and empathy for how they are currently feeling and their ideas and beliefs. Leaders with good diplomatic skills try to relate and see things from the other person’s perspective before adapting their messaging accordingly.

TIME AND PLACE

According to the European Journal of Social Psychology, simply choosing the right ambiance for an important or sensitive discussion can improve its outcome by 40 per cent. Think also about timing; what else might be going on in the other person’s head and how might that affect how your message lands?

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5 7 The Manager Journal 90

THINK IT THROUGH

Critical, analytical thinking is another key diplomatic skill, and crucial in particular for effective problem solving. A diplomatic leader will consider all factors when making a decision or taking action, weighing up the advantages and disadvantages of every alternative, and the impact on multiple stakeholders, then convey that adroitly to all concerned.

Because everyone and every situation is unique, it’s important to question your unconscious biases and avoid making presumptions. Treat every situation as a blank page, listening afresh with an open mind rather than allowing your thinking to default to a previous experience or conversation.

PITCH IT RIGHT

Diplomacy is never about lying or concealing the truth, but there is an art to conveying information tactfully in a way that least upsets or concerns the other party. Start by understanding the potential flashpoints or interests, then choose your words and tone carefully so as to soften the blow or reach them more deeply.

Ideally, following conflict everyone should walk away feeling that they have been listened to and understood, and knowing that something constructive will result from the situation. That requires expert diplomacy on behalf of the mediator. Key skills include remaining calm, professional and non-emotive, considering everyone’s perspectives, and seeking resolutions that give everyone something positive to work with.

PRACTICE

Active listening and emotional intelligence can be practised. Try taking on a listening role during meetings, asking questions to hear everyone’s views and then paraphrasing them back to them to check your understanding. Ask for others’ feedback, too, on the strengths and weaknesses of your ‘soft’ skills.

8 9 League Managers Association 91

Words: Alice Hoey

Photography: Action Images

KEY TAKEAWAYS

NORMALISE YOUR SELFDOUBT.

At the LMA Spring Conference 2022, author and clinical psychologist Dr Jessamy Hibberd talked about the negative impacts of imposter syndrome and shared some tools for dealing with it.

IMPOSTER SYNDROME IS NOTHING NEW

Much is written about imposter syndrome today, but actually it was discovered in 1968 by two clinical psychologists. They defined it as a phenomenon whereby you believe you’re not worthy of success and have a persistent lack of belief in your skills, competence or ability, despite a huge amount of evidence to the contrary. It can affect anyone, not only at work, but in all areas of life.

IT’S NATURAL TO EXPERIENCE SOME FEAR

That discomfort when you’re pushed to achieve something or are out of your comfort zone is completely normal. It means you care about what you’re doing, but you’re not yet sure you can do it.

What’s key is how you interpret those feelings. Someone with imposter syndrome will falsely believe that they’re experiencing these emotions because they’re not good enough or they’re not up to the task, rather than realising that it’s just part of being human.

I’VE NEVER MET ANYONE WITH IMPOSTER SYNDROME WHO WAS ACTUALLY AN IMPOSTER

In fact, it’s most likely to affect talented, highly competent people, because when you really care about what you’re doing your sense of self is tied to those achievements and to everything you do. Unfortunately, that leaves a lot of room for insecurity and self-doubt. We now know that around 70 per

cent of people have imposter syndrome and that it’s more common in people who belong to an under-represented group (race, gender, sexual orientation, disability, etc).

IMPOSTER SYNDROME DOESN’T GO ONCE YOU’VE ACHIEVED A CERTAIN LEVEL OF SUCCESS

That’s because imposters have different rules for when things go badly or well. When something goes well they attribute it to external circumstances, while when it has gone badly it’s because of a personal failing. It’s what I call the ‘mind trap of imposter syndrome’. No matter what you achieve, you don’t take it on board, so you can’t update your view of yourself. People with imposter syndrome will

Dr Jessamy Hibberd presents on Imposter Syndrome at the 2022 LMA Spring Conference. // Action Images

explain away their successes –‘my team did it all’, ‘I was just lucky’ - and base the idea that they’re an imposter on how they feel rather than on the evidence.

PERFECTIONISM IS A COMMON IMPOSTER SYNDROME STRATEGY

The thinking is that if you do everything perfectly then no one will find you out, but when you set yourself the impossible standard of perfection you set yourself up to fail. That can impact on your health and happiness. It’s also important to remember that it’s not the imposter syndrome or perfectionism that’s making you do well, it’s because you work hard, are conscientious and are good at your job. In fact, imposter syndrome holds you back because the feelings of anxiety prevent you from being totally invested in what you’re doing.

WHEN YOU START TO NOTICE FEELINGS OF SELFDOUBT YOU CAN START TO DISPROVE THEM

Just understanding what imposter syndrome is and challenging your thought processes can make a big difference. You can begin to see that it isn’t your voice talking, but that of your fears. Imposter syndrome is like a bully. Research suggests that people do better when they’re coming from a

more compassionate point of view, when they have a more rational view of how they’re doing and allow themselves to make mistakes.

WHEN WE ACCEPT FAILURE AS PART OF THE STORY IT TAKES THE PRESSURE OFF Trying to avoid mistakes and failure might feel like the best way to achieve success, but it’s actually the opposite. While failure doesn’t feel great at the time it’s a normal part of life, one that’s building your resilience, giving you practice at dealing with difficult situations and showing you that the world won’t fall apart if you hit a barrier. It’s important that we update our anxious predictions by reminding ourselves when things have gone better than we expected. It’s by correcting those negative self beliefs that we learn from experience.

IT’S USEFUL TO PUT IN WRITING, DAILY, ALL YOUR SMALL SUCCESSES AND ACHIEVEMENTS

Only looking at the things you’re not happy with gives a very narrow view of life. Write your list and then read it as though it were written by someone else or read it as your 18-year-old self. It may surprise you. Keep adding to that list of achievements, so that you really connect with all the good things you have done.

When you really care about what you’re doing your sense of self is tied to those achievements and to everything you do. Unfortunately, that leaves a lot of room for insecurity and self-doubt.

In the June edition of The Manager we reported on the launch of a video by the LMA as part of the Shining a Light on Suicide Campaign, in association with the Greater Manchester Health and Social Care Partnership. The video, featuring LMA President Gareth Southgate OBE, Mayor Andy Burnham, all 20 Premier League managers and managers from across the EFL and WSL, aims to raise awareness of a suicide prevention training course (available at shiningalightonsuicide.org.uk). This free 20-minute Zero Suicide Alliance training course helps people to recognise the signs that someone might be thinking about suicide and then to help them access the support they need.

Initiatives such as this have never been more important. According to ONS figures, suicide is the biggest killer of men under 45 and of women between the ages of 20 and 34. The most recent data from the Samaritans (2020), meanwhile, show suicide rates among men to be over three times higher than for women, with men between 45 and 49 being most at risk. Perhaps more shocking still, an NHS survey revealed that one in five of us has suicidal thoughts, and though for most of us these thoughts go away, for others they persist.

Suicide is preventable. While

not all of those who consider or attempt suicide have mental ill health, there is a strong connection between this and suicidal thoughts. Therefore, by helping people to better manage their mental health, spotting the warning signs when someone’s mental health is deteriorating (see the boxout overleaf) and knowing how to broach the subject of suicide and find appropriate professional support we can help to prevent thoughts turning into action.

EMPATHY AND UNDERSTANDING

Opening up the topic of mental ill health and making suicide something we can talk about is key here. Talking to someone about their possible suicidal thoughts won’t make it more likely that they will act. Approached in the right way, it can help to create a safe space for the other person to talk about how they are feeling, and gives you the opportunity to discuss possible routes of action and support.

Mental Health UK advises approaching the topic directly, asking, for example, “Are you thinking about suicide?” or “Are you having thoughts of ending your life?” rather than skirting around the subject. Be patient and don’t attempt to fill the silence with your own views or with leading questions. Allow the other person time to gather

Talking to someone about their possible suicidal thoughts won’t make it more likely that they will act. Approached in the right way, it can help to create a safe space for the other person to talk about how they are feeling.

their thoughts and find the right words and, if they’re not yet ready to talk, let them know you’ll be there to listen whenever they are.

When they do open up, it’s important to let them know that you care and that you don’t judge or blame them for their thoughts or any past actions. Show that you are really listening and have understood what they’re saying by maintaining eye contact, paraphrasing what they’ve said and exploring their reasons in more detail. Show empathy, provide reassurance that they are not alone and won’t feel this way forever, and encourage them to access appropriate professional support, with your help if need be.

DOWN, BUT NOT OUT

Writing in the LMA Resilience Guide, Dr Allan Johnston said, “Suicidal thoughts are not permanent - they may come and go – but at the time that you have them they can greatly increase your risk of harm.

“It’s important to know in such moments that you are not alone. You deserve support and if you feel able to ask for support, help

is available for you.” He adds that the ability to recognise the support that’s available to you and to access it when necessary is what’s known as ‘perceived social support’, an important part of resilience.

As a friend or colleague, it may be helpful therefore to encourage those around you, and especially those you consider most vulnerable, to conduct a regular personal support audit. Ask why they might need support and who they might turn to for that. How would they contact them and what might they be able to provide?

“A wide range of professional support is available, including through your GP, the Samaritans and the LMA. Every A&E department even has a mental health liaison department. This is what you might term ‘downstream’ support at the point of need. Further ‘upstream’ there are important services available, including through the LMA, in areas such as legal support, career advice, learning and mentoring which can help improve a manager’s working life,” says Johnston.

That’s important because while low mood and depression are major causes of suicidal thoughts, as with other mental illnesses they exist on a spectrum. “Someone at one end will have very positive mental health, if you’re in the middle you may have a mental health problem, such as stress or low mood, and at the other end of the spectrum will be someone with a mental illness, such as depression,” says Johnston.

“Work-based stress, career insecurity, identity and equality issues, relationship problems, and ill health can all contribute to feelings of low mood and depression. Anything, therefore, that helps you to deal with these challenges, and improves your mental wellbeing will also reduce any future risks.”

With greater awareness, understanding and a willingness to be there and listen to those around us, we can all play a role in preventing suicide. For more information on the Shining a Light on Suicide campaign and to access the free online training course, visit shiningalightonsuicide.org.

Suicidal thoughts are not permanent - they may come and go – but at the time that you have them they can greatly increase your risk of harm. It’s important to know in such moments that you are not alone. You deserve support and it is out there for you.

RED FLAGS.

Some people who have suicidal thoughts will talk or write about their feelings – about suicide and death, or feeling pain, hopelessness, trapped or a burden. Others, however, will keep such feelings hidden, so it’s important to be alert to the signs that their mental health might be deteriorating. These signs may not always be obvious, and are often changes in behaviour:

• Being distant and avoiding spending time with people

• Not taking part in activities they used to enjoy

• Finding it hard to cope with everyday things

• Seeming agitated, restless or tearful

• Extreme mood swings

• Suddenly seeming better or recovered after a period of depression

• Increasing the use of alcohol or drugs

• Sleeping too much or too little

• Visiting or calling people to say goodbye, either directly or indirectly

LMA Medical Consultant

Dr Allan Johnston. // Action Images

Words: Alice Hoey

HOW TO: CALM DOWN.

CONTAIN IT.

Calming your nerves essentially means subduing your body’s stress response when faced with a situation you perceive to be especially important or to carry some risk, be that embarrassment, failure or actual danger. The release of stress hormones, e.g. adrenaline and cortisol, causes symptoms that interfere with performance, including reduced concentration, irritability and unease, which can transfer easily to those around you.

PRESS RESET.

Few in-the-moment strategies are as effective as deep breathing. When you’re anxious your breathing becomes shallower and more irregular, but deep ‘diaphragmatic’ breathing takes more oxygen into the body. It also signals the vagus nerve in the brain to reduce levels of stress hormones and lower the heart rate.

NO SURPRISES.

If you know there’s something coming up that’s likely to bring on an attack of nerves, go through a dry run in your head. Think about how the situation might pan out, what’s likely to distract you or make you feel uncomfortable and anxious, and how you might respond in each eventuality. By demystifying the process this mental rehearsal will make you feel better prepared to handle it and less anxious.

PICTURE THIS.

Visualisation or use of visual imagery can also be useful in the moment to calm the mind by shifting the focus away from the kinds of negative thoughts that induce anxiety. Try picturing in as much detail as possible a scene that you find particularly relaxing. Alternatively, picture an outcome to your current situation that is positive and exciting.

CHALLENGE YOUR THINKING.

Try to disentangle your rational and emotional response to the situation by questioning the legitimacy of any fears or concerns you’re having. What is at the root of your anxiety? What outcome do you fear and is your imagined fall-out from that realistic? What, really, is the likelihood of this occurring and what control or influence do you have over it at this point in time?

UNRIVALLED LUXURY EXCLUSIVE ST JAMES’S ADDRESS

THE GAME.

DIVERSIFYING THE TALENT POOL.

Sixty Emerging Talent Centre licences have now been allocated, enabling young female players to develop their game.

Thanks to Premier League funding, The FA recently unveiled plans to grow its existing talent programme for women’s football with the introduction of up to 70 Girls’ Emerging Talent Centres (ETCs), aiming to sustain its future and provide a wider and more diverse talent pool for the game.

Progress has already been made, as The FA has confirmed the allocation of the first 60 Girls’ ETC licences. These will see the number of young female players engaged in FA programmes across the country rise from 1,722 to over 4,200 by the end of the 2023/24 season.

The national network of Girls’ ETCs will be aimed at girls aged eight to 16. The new Centres will operate for at least 30 weeks per season, starting from September 2022.

The Centres will be underpinned by five key focus areas: better accessibility, more inclusivity, a reduction in the impact of early selection, more focused investment, and the provision of more appropriate challenges.

Earlier this year, the Premier League confirmed it will provide £1.75m per annum for the next three years to support the new network of Girls’ ETCs.

Kay Cossington, The FA’s Head of Women’s Technical, said, “Our key aim is to provide greater access for more players

while diversifying the talent pool, and I am delighted that the early signs show we are well on track to achieve those aims.

“We are extremely excited to be working alongside such a diverse group of clubs and organisations, which will help us to identify talented players, including future England Lionesses.”

Premier League Chief Football Officer Tony Scholes said, “The Premier League and its clubs are committed to developing football at all levels and it’s important that girls across the country have greater opportunities to progress in the game.

“We are pleased to have provided the funding that will significantly enhance the pathways for young female footballers, and it is great to see the first licences allocated for the new Emerging Talent Centres.”

Licences were allocated on a regional basis allowing for greater geographical coverage, while providing greater accessibility for a larger pool of players. The breakdown of confirmed licences can be found on The FA website.

In addition to those licences already confirmed, The FA will be staging a second invitational application window for eligible clubs and organisations in targeted areas to further support the aim of greater geographical coverage and access.

For more information regarding the Girls’ ETC programme please contact playerpathway@thefa.com

The Premier League and its clubs are committed to developing football at all levels and it’s important that girls across the country have greater opportunities to progress in the game.

FOOTBALL FOR ALL.

Asian communities make up the biggest ethnic minority community in England, and progress is being made in increasing the number of Asian people playing, coaching, refereeing and in off-pitch roles.

However, there is more to be done in this area. Within grassroots football, male and female Asian participation (aged 16+) is now at 11.9% (2021: 10.7%) and 15.4% (2021: 13.5%) respectively, while the number of professional players of Asian heritage remains significantly lower.

Tackling Asian underrepresentation at all levels of the game continues to be a priority for The FA and it is tackling it via five strategic pillars:

• The FA and its culture: Making inclusion a priority across the organisation, setting targets and holding itself to account for improving the diversity of its workforce.

• Pathways: Mobilisation of The FA’s grassroots diversity and inclusion team, focused on developing coaching talent; creation of grassroots diversity and inclusion coach mentors and community champions; and fully funded places for FA coaching awards.

• Grassroots football: Launch of the Football

Leadership Diversity Code for the National League System, Women’s pyramid and grassroots football; collaboration with County FA Inclusion Advisory Groups; The FA’s Faith and Football programme; and improving focus on diversity in refereeing.

• Women’s football: Employment of UEFA Women’s EURO 2022 recreational football officers to improve participation as a legacy of England hosting the tournament; providing greater access to FA participation programmes for Asian women; and continued support through The FA’s Asian Women’s Football Advisory Group.

• Engagement: Supporting Asian England fan groups and the launch of the award-winning content series, Football and Me, during 2021 South Asian Heritage Month.

To mark 2022 South Asian Heritage Month, The FA released the latest episode of its award-winning content series, Football and Me, in which two players from the women’s game:

West Bromwich Albion FC Women’s Mariam Mahmood and Derby County FC Women’s Kira Rai, share their inspirational journeys to date and their hopes for the future.

Meanwhile, the 2022-23 editions of The FA’s equality, diversity and inclusion calendar for grassroots football and its ‘Faith and Football’ educational document have been published, designed to help participants make the game more inclusive and welcoming.

Efforts have also been ramped up to improve the reporting processes for incidents of discrimination and physical abuse. Together with Kick It Out, The FA is seeking to make grassroots football a safer, more inclusive and enjoyable environment for everybody and is encouraging participants –especially those from historically under-represented communities – to share their experiences of serious incidents. The findings of this research will help The FA and Kick It Out to address unwanted behaviour and improve the reporting process for all.

// Action Images

Chloe Kelly’s late winner for England against Germany in the Women’s Euro 2022 Final sparks wild celebrations at Wembley and across the country.