The Manager - Edition 59 - Winter 2024

SVEN-GÖRAN ERIKSSON.

“Anything was possible.”

LMA Chief Executive

RICHARD BEVAN OBE.

In this edition of The Manager, we honour two stalwarts of the LMA; former LMA President Sven-Göran Eriksson and LMA member Craig Shakespeare, who both sadly passed away in August.

Sven became LMA President when he was appointed England manager in 2001 and was inducted into the LMA Hall of Fame in December 2017 in honour of his remarkable 1000-game career. Sven was an inspiration to so many, revered by his peers and respected in the game worldwide.

As well as being a talented manager and passionate coach, Craig was an incredibly thoughtful, generous and kindhearted individual, and a good

friend to many in the game. His presence was always felt and he was always supportive and happy to share his vast experience with those around him.

I, and everyone at the LMA, continue to offer our deepest condolences to the families and friends of Sven and Craig. We miss them both and will always remember them with great fondness.

In November, the LMA was

proud to host its Annual Conference at the prestigious British Museum, delivering a brilliant day of thoughtprovoking insights from a number of well-respected and influential speakers from football, academia, healthcare and high-performance. The conference provided an opportunity to introduce our three new 12-week, sixmodule online short courses; Perform, Lead and Coach. The first of these will begin in January, available not only to

our members, but also to our Corporate Partners, and will provide focused, professionally relevant and engaging learning experiences.

The courses, delivered by the LMA Institute of Leadership and High Performance, are an important addition to our learning and development offering, and part of our ongoing commitment to providing in-career support for our members. We believe that learning never stops and we

place enormous value on our ability to create communities of practice, with learners sharing their experiences and building networks and social connections.

We are also delighted to launch our new ground-breaking, three-year partnership with Laureus Sport for Good. This aims to positively impact the mental wellbeing of young people taking part in Laureus’ grassroots programmes worldwide through a range of

tailored support, resources and tools.

As we look ahead to the busy festive period and the second half of the season, I would like to congratulate Lee Carsley on his success as interim manager of the England senior men’s team, winning six of his games and securing promotion to Group A of the UEFA Nation’s League. He leaves the team in good shape and we wish Thomas Tuchel well when he assumes the role in January.

Alice Hoey

FROM THE EDITOR.

In this edition, we meet with two leaders spearheading change in organisations still relatively new on their respective sporting landscapes. Former Ipswich MD Lee O’Neill speaks about his current role as President of USL League One, while Nikki Doucet shares her priorities and challenges as CEO of Women’s Professional Leagues Ltd, the Newco responsible for the Barclays Women’s Super League and Barclays Women’s Championship.

While an ocean apart, there are clear parallels between the two, not least their shared desire to forge a future for their leagues that learns from, but doesn’t try to emulate, those in football or elsewhere.

“Part of our role at the WPLL,” says Doucet, is to ensure women’s football is seen and marketed as its own distinct brand of football. That’s where the real opportunity lies.” By doing so, she hopes to, “create and build the most distinctive, competitive and entertaining women’s football club competition for the players and fans of today and tomorrow.”

Like Doucet, O’Neill is responsible for embracing change and exploring new avenues for

growth in his league, striving to make it not only profitable, but sustainable and accessible for fans. “I’m very proud of what we’ve achieved so far, especially given that League One is still very young, but we’re not there yet,” he says. “Over the coming years, we’re looking to increase the viewership, develop club infrastructure, make sure the fan experience is as good as it can be, and make the game more accessible to girls and boys who want to start playing.”

The job for both leaders is undoubtedly a big one, and will take time. However, driven by a strong vision and values, and equipped with a deep knowledge of the game and the industry as a whole, it’s clear that the future of their leagues is in very safe hands.

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EDITOR

Alice Hoey alicehoey1@gmail.com

EDITOR FOR THE LMA

Sue McKellar

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Column: Jeremy Snape

On the cover: Sven-Göran Eriksson

Interview: Nikki Doucet, WPLL

Interview: Derek Adams

Interview: Mariela Nisotaki From another sport: Jon Norfolk,

NISOTAKI

NIKKI DOUCET

Photography: Reuters // Action Images

The LMA was deeply saddened by the passing of LMA member Craig Shakespeare, who died in August at the age of 60. Craig was a hugely talented coach, who worked his way up the English football pyramid to coach and manage at the highest level of the game.

His coaching career began at West Bromwich Albion, a club he had played for previously and where he remained for nine years in various roles, working closely with Assistant Manager Nigel Pearson. Craig then left to join Nigel at Leicester City, where they would become a formidable coaching team in the EFL and Premier League.

a remarkable escape from relegation and the famous Premier League title-winning season, alongside Claudio Ranieri. He was also England’s First-Team Coach with Sam Allardyce during this period.

Following Ranieri’s departure, Shakespeare led the club as Caretaker Manager on an excellent run of results, and was rewarded later that summer with his first permanent managerial appointment for the 2017/18 season.

Following his departure from Leicester City, Craig continued to operate at the highest level as Assistant Manager at Everton, with Sam Allardyce, and at Watford. In the latter stages of his career, he reunited with former Walsall teammate and close friend Dean Smith at Aston Villa, Norwich City and, in his third and final appointment, Leicester City.

Craig played an important role in Leicester City’s ascent from League One to the Champions League Quarter Finals, over his first two spells at the club. Notably, Craig was Assistant Manager during two promotions, “CRAIG WAS LOVED BY SO MANY OF HIS PEERS AND COLLEAGUES AT THE LMA. BEHIND THE TALENTED AND PASSIONATE COACH WAS A THOUGHTFUL AND GENEROUS MAN. HE WAS ALWAYS HAPPY TO BE SUPPORTIVE AND TO SHARE HIS EXPERIENCES TO BENEFIT OTHERS.”

Richard Bevan OBE LMA Chief Executive

Action Images

England manager Sam Allardyce (R) with assistant manager Sammy Lee (L) and coach Craig Shakespeare during training, August 2016. Reuters // Action Images

Watford manager Nigel Pearson with assistant manager Craig Shakespeare, February 2020. Reuters //

Leicester City manager Claudio Ranieri and assistant manager Craig Shakespeare, December 2016. Reuters // Action Images

“CRAIG’S IMPACT ON THE PEOPLE HE WORKED WITH WAS OFTEN SPOKEN ABOUT BY PLAYERS, COACHES AND MANAGERS IN THE GAME, NOT

ONLY BECAUSE HIS KNOWLEDGE OF FOOTBALL AND COACHING WAS SO STRONG, BUT BECAUSE HIS PERSONALITY AND WARMTH MADE PEOPLE FEEL IMPORTANT. CRAIG TRULY CARED ABOUT THEIR DEVELOPMENT AND SUCCESS.”

Martin O’Neill OBE LMA Chairman

Leicester City manager Craig Shakespeare and Atletico Madrid coach Diego Simeone before their UEFA Champion’s League Quarter Final first leg, April 2017. Reuters // Action Images

Aston Villa manager Dean Smith (L) alongside assistant managers John Terry (centre) and Craig Shakespeare, November 2020. Reuters // Action Images

West Bromwich Albion’s Craig Shakespeare in action against Woking’s Bradley Pratt, January 1991. Reuters // Action Images

Graham Potter

Nikki Doucet

Dr Sabrina Cohen-Hatton

The LMA Annual Conference took place on 13 November at London’s iconic British Museum. Hosted by TNT Sports presenter Becky Ives, the event welcomed LMA members, Corporate Partners and friends to be inspired and educated, and provided an opportunity for networking and relationship building.

The conference featured insights from a number of well-respected and influential keynote speakers from academia, healthcare and performance. These included organisational theorist, educator and author Professor Eddie Obeng, mental health expert and author Petra Velzeboer; firefighter, psychologist and author Dr Sabrina Cohen-Hatton; and personal performance and wellbeing expert Oliver Patrick. Fascinating insights from the world of football, meanwhile, came from Nikki Doucet, CEO of Women’s Professional Leagues Ltd, and LMA member Graham Potter.

The LMA would like to thank lead event sponsor HCA Healthcare UK, as well as the Premier League, Castrol, Nike, TNT Sports and Leading Edge Performance for their continued support and commitment to the LMA, its members and Corporate Partners.

SCAN THE QR CODE TO VIEW THE LMA ANNUAL CONFERENCE 2024 PERFORM & LEAD FILM.

Professor Eddie Obeng

Professor Eddie Obeng

Petra Velzeboer

Oliver Patrick

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THE LEADER.

LEADER COLUMN

Jeremy Snape

WHAT’S THE STORY?

Storytelling is an indispensable tool, providing managers with the emotional context needed to inspire and engage their team members, define and reinforce team culture, and create a unique identity.

One of the most effective ways for a coach to use storytelling is to connect a current story to something memorable for each player.

Now that the early season excitement has dissipated, coaches around the world are looking for new ways to say the same thing. The basics never change, but the way we reinforce them must.

Storytelling is about more than just communication; it taps into the emotional and psychological aspects of human nature, creating a deeper connection and understanding among team members.

The human brain is wired to respond to stories. While rational tactics and strategies are essential, they often lack the emotional context needed to truly resonate with individuals. Neuroscience shows that stories activate multiple areas of the brain, including those responsible for emotions, sensory experiences and memory. This multi-faceted engagement helps individuals not only understand the message but feel it, making it more memorable and impactful. Charity videos, for example, don’t just share cold facts; they zoom into the lived experience of those who need our help. It’s our empathy with their story that changes our behaviour.

Similarly, when a coach or manager tells a story, they provide a narrative that team members can relate to on a

personal level. This emotional connection is crucial for motivation and engagement. For example, a story about overcoming adversity can inspire team members to persevere through tough times, while a story about teamwork and collaboration can reinforce the importance of working together towards a common goal.

GALVANISE DIVERSE TALENT

Societies have always been shaped by the stories they tell. From ancient myths and legends to modern-day social memes, stories serve as a means of transmitting values, beliefs and cultural norms. These narratives help to define a society’s identity and provide a shared sense of purpose and direction.

In a team setting, stories can serve a similar purpose. They help to establish a shared vision and set of values that guide the team’s actions and decisions. By using stories and analogies, coaches and managers can create a cohesive and unified team culture that aligns with the organisation’s goals and objectives. Think of the heroes and villains that come to mind and the way you’d describe the culture of your organisation in three simple words. Intentionally crafting these elements into something to drive your team forward is a creative, but essential, task.

SVEN-GÖRAN ERIKSSON

THE GENUINE ARTICLE.

When former LMA President and member Sven-Göran Eriksson passed away in August 2024, the flood of tributes from players, coaches and managers was testament to the deep and lasting impact he had on the game. Here, we pay tribute to Sven the man and manager through the eyes of some of those whose lives and careers he touched.

Interviews: Sue McKellar

Photography: Reuters // Action Images

HE HAD EXCELLENT LEADERSHIP SKILLS. HE GENUINELY LIKED PEOPLE AND WAS A GOOD LISTENER.

Roy Hodgson CBE

LEADERSHIP

> ROY HODGSON CBE

I first met Sven in Sweden, when he was managing Gothenburg and I was at Halmstad. We won the championship, while Gothenburg came a close second, but the following year he took both the championship and the UEFA Cup [now Europe League]. We were very like-minded individuals and I found there was an affinity between us right from the start.

After that, our paths crossed many times; I visited him when he was managing in Portugal with Benfica, for example, and we did an exchange learning visit when he was at Roma and I was at Malmö.

I remember watching him coaching back in the early days; he was so hands on. He would be there in the middle of the field with the bibs and the balls, explaining his points to the players. He had excellent

leadership skills. He genuinely liked people and was a good listener, because he made the other person feel that he was interested in what they had to say. That’s important to the players; they need to know that the manager cares about them and takes their interests to heart.

Then, of course, there was the football side of things. Sven always had a clear idea of how he wanted his teams to play and strived for a good balance in his teams, so that all of his players complemented one another. His experience at some of the top clubs in Europe meant he was able to maintain his composure and be intelligent in his approach, even under intense pressure. He took everything in his stride and gave the impression that any challenges – and particularly external pressures – were all just part of the game. He always knew what he was doing. He was a very humble and intelligent man.

Sven-Göran Eriksson with [L-R] Roy Hodgson CBE, Graham Taylor OBE, Terry Venables and Fabio Capello at the launch of The FA 150th Anniversary Year, The Grand Connaught Rooms, London, January 2013. Reuters // Action Images

Sven-Göran Eriksson shares a joke with Sammy Lee during training ahead of England’s friendly against The Netherlands, White Hart Lane, August 2001.

Reuters // Action Images

AS A YOUNG COACH, TO HAVE THAT KIND OF EMPOWERMENT WHILE UNDER HIS GUIDANCE WAS A DREAM.

Sammy Lee

EMPOWERMENT

> SAMMY LEE

When Sven became England manager, he assessed which coaches where already involved with the national set up before deciding on his support team. I’d been working with the England 21s alongside Peter Taylor and I was delighted when he asked me to step up as firstteam coach, working with Tord Grip, Steve McClaren, Peter Taylor, Dave Sexton OBE and Ray Clemence MBE.

Sven was a great communicator and there was a constant dialogue between us all, before and during camp. His English was superb, and of course he was also fluent in Swedish, Portuguese and Italian. We’d have regular meetings where he’d explain what he wanted

to achieve with each training session, but he would then give Steve and I full autonomy and ownership to implement those coaching methods while still under his guidance. He created such a collaborative environment, and as a young coach, to have that kind of empowerment and trust placed in you is a dream.

Sven had great clarity of thought when he assembled his England squads. He would come in with a blank page and he, Tord and the rest of us in the coaching team would go out to watch players and see who was playing at the top of their game. The door was open to every English player and that created a really aspirational environment, because the players knew that if they were good enough, and could show it, then anything was possible.

HIS STYLE WAS REALLY ABOUT EMPATHY AND UNDERSTANDING WHAT DIFFERENT PEOPLE NEED. IT WAS TOTALLY DIFFERENT TO WHAT ANY OF US WERE USED TO, BUT IT WAS BRILLIANT.

Chris Powell MBE

EMPATHY

> CHRIS POWELL MBE

After his appointment as England manager, Sven watched every team in the Premier League, and then gave me my first England cap at the age of 31. He was very fair, and without preconceptions, so he didn’t select that first squad based on reputation; it was on form and what he could see for himself. Without him, I would never have had the chance to play for my country.

I was always very impressed by his manner. He wasn’t one for ranting. He was very thoughtful, clear and didn’t have to raise his voice to get his point across. We were all grown men and we had a job to do. He trusted us to get on with the role we’d been given, and I really valued that.

My first game for England was also Sven’s first as manager, against Spain. We arrived at the stadium, warmed up and then came back into the dressing room, where normally there’d

be music playing and everyone would be pumped up. This time, though, it was quiet, and I remember sitting there feeling grateful for that, because I was nervous. Then, just before we went out, Sven said to us all, “Guys, we’ve worked on it for the past two, three days. You know your roles. Good luck to you. You’re representing your country, and yourselves. Be good with one another.” It was a great example of quiet leadership. It was him, saying, “This is your time now, not mine.” We won 3-0.

For many years in football, the approach was very much onesize-fits-all, but Sven came in and turned the tables. His style was really about empathy and understanding what different people needed. It was totally different to what any of us were used to, but it was brilliant.

I look back on my time as a player under Sven with England and as one of his coaches at Leicester City with great

fondness. I think there’s always this sort of underlying view that Sven never coached and that he just delegated, but he was a very, very good coach. He coached a great deal as manager of Leicester and he enjoyed it, while still giving the rest of us the opportunity to develop.

There are sessions that he used that I’d never experienced before, but that I’m still using today.

Sven enjoyed life, football and building relationships with people, and I think that all showed in his style of management. He wanted people to enjoy football, but also their lives. That’s important for the players, because while they want to make sure they’re fit to be in the team, they also want balance. It was the same when I worked with him at Leicester as part of his coaching team; there was an equilibrium, a balanced approach and environment. You need that to perform at your best.

Sven-Göran

Eriksson talks with Chris Powell MBE during England training, Villa Park, February 2001. Reuters // Action Images

England’s Frank Lampard OBE laughs as head coach Sven-Göran Eriksson watches his squad during a training session at St James’s Park, August 2004.

Reuters // Action Images

HE WAS WARM AND AUTHENTIC, AND CONSISTENT, REGARDLESS OF WHETHER THINGS WERE GOING WELL OR NOT.

Frank Lampard OBE

AUTHENTICITY

> FRANK LAMPARD OBE

While I went on to play for England under Sven, I’ll always remember when I got the call about the 2002 World Cup. He called me personally to explain why I hadn’t been selected and I remember how tactful, clear and human he was in his approach. He was such a great communicator and got the tone just right. It was my first real interaction with him and I respected him straight away.

Sven empowered us as players and treated us maturely, trusting in our abilities and respecting us as people. It’s never easy as a newcomer to the squad, especially when there are some strong personalities in the mix, but the relaxed, focused environment that he created made me feel very comfortable. A manager I’ve worked with who I would compare Sven to is my former Chelsea manager, Carlo Ancelotti.

Sven was warm and authentic, and consistent, regardless of

whether things were going well or not. It’s easy to be reactionary, so that consistency is a real strength and something I try to emulate as a coach.

His style was very calming for the players. While there’s a place for both that and the more rousing approach, it comes back to authenticity; there are many ways to manage, but ultimately you have to be yourself. A calm word in the ear and consistent support can be just as powerful as a speech that pumps you up in the minutes before a game.

NIKKI DOUCET

WOMEN’S FOOTBALL, TRANSFORMED.

As CEO of the newly created Women’s Professional Leagues, Nikki Doucet aims to lead the women’s game in England into an exciting new era.

Alice Hoey

Photography: Reuters // Action Images

Interview:

Manchester City v Aston Villa

– Manchester City Academy Stadium – October 20, 2024

Reuters // Action Images

With over 20 years’ experience in sport and business, including a role as General Manager of Nike Women UK & Ireland, Nikki Doucet is no stranger to leading and developing teams at the highest level. She now heads up the first full-time independent organisation dedicated to growing women’s football in England, provisionally titled Women’s Professional Leagues Ltd (WPLL), of which every Championship and WSL club is now a shareholder.

It is, she says, an incredibly exciting time to be joining the narrative and she is hugely positive about the potential for success. “Whether it’s match attendances, TV viewing

figures, the quality of the football, number of players or investment, they’re all increasing for women’s football,” says Doucet. “There’s a massive potential market and, most important of all, we have a great product. From my experience in business and finance, that’s a pretty rare and privileged position to be in as the CEO of a company.”

While these are still early days for the WPLL, speculation is already rife about the kind of impact that the new organisation might have on the game.

Questions remain about what lies in store in terms of broadcast rights, league structures and rules, among other things.

However, while Doucet promises transformational change in the women’s game, she is in no rush to define what shape that will take. “There will be no kneejerk reactions here,” she says. “We have a huge responsibility to do justice to the players and to all those trailblazers who have gone before them, women who had to fight for the right to play. We’re taking a deliberately considered approach because, in effect, we’re laying the foundations for women’s football in England for the next half century.”

SPEAK THEIR LANGUAGE

The mission, though, is unapologetically bold: “to create and build the most

We aim to leverage the power of women’s’ football to inspire a more equitable society, so everything we do is around gaining more awareness and using our influence to that effect.

distinctive, competitive and entertaining women’s football club competition for the players and the fans of today and tomorrow.” Achieving it starts with a single overarching purpose, says Doucet. “We aim to leverage the power of women’s’ football to inspire a more equitable society, so everything we do is around gaining more awareness and using our influence to that effect. Our aspirational vision can be summed up in three words, ‘women’s football, transformed’. That means creating a distinctive, exciting brand of football, with the best players, facilities and coaches in the world,” she says. “We then need to ensure their stories are told, because that, too, is part of the entertainment. It’s the storytelling that inspires the fans, so we need to be able to communicate it in the right places, in the right way.”

Key to that is understanding who those fans are, their relationship with the women’s game, and what they, the clubs and the players need from the WPLL, now and over time.

“The women’s game has its own very distinctive fanbase, a significant proportion of whom have never even watched men’s football,” says Doucet. “They’ve discovered the women’s

game through supporting the Lionesses, and tend to be attracted by the players and personalities involved, or the community they find in women’s football.”

Then there are the season ticket holders, already devoted to the women’s game, and those who, while principally enjoying men’s football, also bring their kids to women’s matches. “As we think about building awareness and creating more demand for the women’s game, it’s important that we fully understand those varied demographics, because each type of fan will be looking for something slightly different. We need to be thoughtful in our approach so that each fan group is able to engage with the players, teams and the league in the way they want to.”

BRAND VISIBILITY

Understanding the preferences of Generation Alpha will be particularly important, and, as such, the WPLL’s fan insight work has included interviewing people as young as 10. “I think what’s really interesting is that the next generation of fans don’t see the same gender divide that we were brought up with,” says Doucet. “They expect to be treated equally and to have more equitable opportunities. The same goes for football; they are inspired equally by male

Nikki Doucet, LMA Annual Conference

2024 – The British Museum, London, Britain – November 13, 2024. Reuters // Action Images

and female players, and see both men’s and women’s football as equal versions of the same sport.”

The current bias towards men’s football, not only in terms of its visibility and investment, but the way it is referred to in the media, is a core part of what Doucet hopes to change.

She points out that while men’s and women’s tennis, and the men’s and women’s 100m, are seen as separate entities with their own characteristics and strengths, women’s football is still viewed very much as a derivative of the men’s game. “The unconscious bias that exists means that ‘football’ is taken to mean the men’s game

unless otherwise specified, and it’s necessary to actively search for news or information on women’s football on most media channels,” says Doucet.

“The fact that we talk about the World Cup for the men’s competition, but then specify the Women’s World Cup implies that the former is more important,” she continues. “Part of our role at the WPLL is to influence that change so that women’s football is seen and marketed as its own distinct brand of football. That’s where the real opportunity lies. Interestingly, in NCAA basketball in the US, they did just this, rebranding the March Madness tournament as men’s or women’s to

remove the assumption that the name referred only to the men’s game. This handed a potentially valuable equitable market opportunity to women’s basketball, but had absolutely no negative impact on the value of the men’s game.”

ELITE TEAM

The responsibility for achieving the WPLL’s vision for the future rests, of course, not solely on Doucet’s shoulders, but on the expertise and collaboration of her wider team. Part inherited, part curated, she says what unites them is their passion for women’s football. “There’s a common purpose, a common set of values and behaviours, and we can challenge one another, because

We have a huge responsibility to do justice to the players and to all those trailblazers who have gone before them, women who had to fight for the right to play.

we’re all working towards the same goal. Ultimately, the culture is strong because as well as knowing what we’re doing, we all really care about what we’re doing.”

Doucet believes the same is true for leadership. “US basketball coach Pat Summitt once said, ‘People won’t care how much you know unless they know how much you care,’ and I believe that deeply. When you have high expectations and are trying to create a highperformance environment, it can be demanding and stressful, so the people around me need to know that I care about each and every one of them, from my senior leadership team to

the youngest, most junior person in the group. Importantly, I wouldn’t ask anyone to do anything I wouldn’t do, and I try to show respect, be available, and listen to everybody.”

A great idea, she adds, can come from anywhere, so you have to encourage people to air their thoughts and discuss different perspectives. “When I worked in banking, everyone was pretty similar in terms of how they liked to work and how they saw things,” she says. “At Nike all that changed, and I found myself working with a group of very creative people who would come at problems from perspectives I’d never have considered. That experience

made me better as a person and as a leader. I saw that being curious and open-minded is key to getting the best outcome.”

As such, Doucet is keenly tracking not only the KPIs linked to the team’s strategic priorities, but also those related to the team itself. “Success is dependent not only on those headline metrics, but also on how we’re working as a team, our culture, decisionmaking process and working environment,” she says. “These are exciting times for us and there’s so much to do, but also so much to celebrate. It’s early days, but I’m really proud of what we’ve been able to achieve together.”

DEREK ADAMS

SUCCESS, ON A SHOESTRING.

In an industry with an often myopic view of what success looks like, high achievers like Derek Adams can easily pass under the radar. With 721 games and four promotions under his belt, the Morecambe manager has proven himself a master at exceeding expectations.

Words: Alice Hoey

Photography: Reuters // Action Images

For me, a club in a difficult place is often a chance to make my mark, and I love the challenge.

When Derek Adams took charge of League Two side Morecambe for the first of his three stints with the club, a member of his staff turned to him on the bus and asked what he was doing there. When he replied, in all seriousness, “I’m here to get the club promoted,” they simply laughed. “Nobody believed it was at all possible,” he recalls, “and I thought, that’s my challenge right there. That’s my driving force. I’m here to change minds, instil belief, and prove that they were wrong.”

The rest, as they say, is history. The following season, Adams led Morecambe to the play-off finals at Wembley, and into League One for the first time. However, that such a feat were possible under Adams’ wing should have

come as little surprise given his previous form. The young Scot had started his career in management the way he meant to carry on, taking over at Second Division Ross County at the tail end of a 17-year playing career and winning promotion in his first season in charge. Only 32 and still playing for the club at the time, it wasn’t an easy decision to make the move into leadership.

“It’s always going to be a risk, because if it doesn’t go well in that first role you can quite quickly find yourself out of the game,” says Adams, “but it was a risk I was prepared to take. I saw it as a good opportunity to get into management, one I might not get again, with good support from everyone at the club.”

RISING TO THE CHALLENGE Adams was steadfastly determined to succeed, and perhaps naively optimistic of his chances, something he believes played to his favour. “More than anything, I was driven by the pressure I felt to prove myself in the role and help the club, so I went into every game determined to win,” he says. “Ross County needed to gain promotion from the second tier in order to avoid going parttime, while I knew that every game we didn’t win could well be my last.”

Having succeeded in getting Ross County promoted to the first division, Adams remained with the club for three years, beating Hibernian and Celtic to reach the Scottish Cup final

Currently managing Morecambe for a third spell, Adams says understanding the people and culture of a club is invaluable. Reuters // Action Images

in his final season. “That, in particular, was a tremendous achievement for us as a lowerleague side,” he recalls. “It really brought the club together, and I think everyone realised suddenly that the Scottish Premier League wasn’t totally beyond our grasp.”

In fact, it was to be Adams who would help them finally realise that dream, during his second stint as manager in 2012. He puts this success in part down to the experience he gained when he left Ross County in 2010 to become assistant manager to Colin Calderwood at SPL side Hibernian. “I was keen to go to Hibernian to really understand what it was to manage in the Premier League and what it would take as a club to succeed there,” he says. “After six

months, however, I had the opportunity to return to Ross County, and I was keen to return to management to put my new knowledge and experience into action. We made it into the Premier League, winning the Championship with five games to spare and with a 34-game unbeaten run.”

Adams also benefited from a genuine understanding and affinity with Ross County, something he has also developed since at Morecambe. “It’s invaluable when you really understand where the club is coming from and where it wants to go,” he says. “You’re familiar with the processes and systems in place, and you have a connection with the supporters and the people in the club.”

If you live in the local area, he says, that affinity tends to be stronger still. “People can see how well you want to do for their club, and you do have a genuine desire to do well, not only for the supporters and for your own advancement, but for the people above you who have spent time and money trying to help the club progress.”

PILGRIMS’ PROGRESS

A successful season in the SPL followed before Adams parted company with Ross County for the second time, using his time out of the game to organise study visits at home and abroad. When the opening came at Plymouth Argyle in June 2015, Adams jumped at the opportunity, despite the club being in a bad way. Having dropped from the

Adams is rightly proud of his achievements at Ross County,

and Plymouth Argyle, having exceeded expectations on often tight budgets.

Reuters // Action Images

Championship to League Two over two seasons and just missed out on the play-off finals, morale was at rock bottom and the club was in massive debt.

“I didn’t really understand just how bad things were when I applied for the job,” admits Adams, although he believes it was probably for the better. “I went in focused entirely on how I was going to get a squad together and how I was going

to turn the side around. As a Scottish manager getting his first experience of working in the English Leagues I was more determined than ever to succeed, even with a budget that was far lower than other clubs in the division. I’d proven I could do so.”

Adams has perfected the art of getting results on a shoestring, and went on to lead Plymouth to the League two play off final at Wembley in his first season in

charge. A second-place finish and promotion to League One came in his second, while in 2017/18 they narrowly missed out on a promotion play off place, which would have seen Adams guide them back into the Championship.

In 2019, he instead joined Morecambe for the first time, with the side bottom of the league, and proceeded to win promotion for the first time in

Morecambe

That’s my driving force. I’m here to change minds, instil belief, and prove that they were wrong.

the club’s history. After brief spells at Bradford City and again at Morecambe, he returned briefly to Ross County. It was, by his own admission, a wrong move, and he was delighted when he got the chance to take over for a third time at Morecambe in June 2024.

FUEL THE FIRE

While Adams has always had to work with small budgets – he has spent less than £100,000 on transfer fees in his entire managerial career – he says he thrives off the pressure and the challenge of trying to exceed people’s expectations. He puts a large part of his success down to the fact that he demands the same attitude from his people, and looks for players who are creative, ambitious, keen to develop as athletes and hungry to prove themselves.

“I only employ players on oneyear contracts with one-year options if they meet a number of performance targets over the season,” he explains. “Rather than becoming too comfortable, they’re driven constantly by a desire to improve and be successful,” he explains. “It’s a high-risk strategy, because you may well lose players at the end of the season, but it certainly drives them to do well. My job as

the manager, meanwhile, is to give them the platform and the support they need to perform at their best. I direct them as I feel is right for the club, but at the same time I want them to have the freedom to choose their own path, to make their own decisions, and be self-aware and self-critical enough to see where their strengths are and where they could improve.”

Adams is rightly proud of his achievements to date, and experience has taught him to be the measure of his own success. “In any division, success and failure mean something very different to each club and manager, depending on their situation,” he says. “That might be promotion, but equally it might be avoiding relegation on a very tight budget. The conditions and constraints you’re working within are rarely reported. They can mean you don’t have the kind of support that managers at other clubs have, the analysts and recruitment specialists, and that isn’t always easy. However, when considering joining any club, you have to look at the risks and hurdles you’ll face, but also the opportunities. For me, a club in a difficult place is often a chance to make my mark, and I love the challenge.”

MARIELA NISOTAKI INTERVIEW

“BE CURIOUS, ASK THE RIGHT

QUESTIONS.”

Mariela Nisotaki reflects on her ascent to Assistant Head of Recruitment at Norwich City and what it takes to excel as a modern-day scout.

Interview: Marc Williams

Photography: Reuters // Action Images

I ALWAYS WANTED TO WORK IN SPORT

I grew up playing basketball and football, and loved being part of a team. After completing a sports degree in Athens and doing some coaching, I intended to go abroad to do a master’s in sport management. However, I’d become increasingly interested in scouting, so I chose instead to do a sports analysis degree at Cardiff Metropolitan University, the closest I could get to scouting at that level. In my second year, I was lucky enough to get a job at Swansea City, a combination of analysis and scouting. It was only an entry role, but it was great for me, especially given I had only done a year of my degree and had no real

experience. To be at Swansea City, in the Premier League at that point, was incredible.

I’VE BEEN PART OF THE NORWICH CITY FAMILY SINCE 2017

After my contract at Swansea ended, I returned to Greece, where I worked for a Super League team. However, I was keen to do more on the recruitment side, and also to go back to the UK to develop my career. After a year and a half as a technical scout at Norwich City, I became head of department, and later transitioned to a scouting role. After three years as Head of Emerging Talent, I became, in summer 2024, Assistant Head

of Recruitment to Lee Dunn. I’ve known Lee since I first came to Norwich, and we work very closely together, as well as with the sporting director and head coach. That might mean identifying targets, managing the scouting process, meeting players or working on strategy, and it’s a very collaborative process. Communication between us all is direct and open, which I think gives us real agility. We’re able to make decisions and act quickly in order to take advantage of opportunities as they arise.

SCOUTING REQUIRES ADAPTABILITY AND COMMUNICATION

You need to have an eye for

By applying high-level data analysis, we have the opportunity to achieve great things on a modest budget.

talent, and understand how a player responds and uses their skills in different situations –under pressure, but also under very little pressure, for example – and how and why they make decisions. But it’s not only about spotting talent. Indeed, these days, the data available means everyone knows the same players and has the same information. What’s key is not every club has the same needs, nor the same ability to make good decisions at the right time. For that, you need to have knowledge of the game, understand your immediate environment and be able to find the right player to fit your club’s specific culture and goals. That requires excellent communication skills, because you’re constantly liaising with colleagues and other stakeholders in the club, and with external personnel.

WE’VE NOWHERE NEAR REALISED THE FULL POTENTIAL OF DATA

I believe it’s in recruitment that data can make the biggest difference for a club, especially one like ours, where developing and selling players is a big part of the model. Norwich City really believes in the power of data, and has done for a number of years. By applying high-level data analysis, we have the opportunity

to achieve great things on a modest budget. This isn’t about reinventing the wheel, but about making the right decisions at the right times and understanding where and why it matters. This is where data can play a big role, identifying where the value and opportunities lie.

THE AGE OF SCOUTING VERSUS DATA IS LONG GONE

Everyone now understands that by using scouting and data together we can make our jobs easier and make better decisions. The challenge is that, both inside and outside of football, there is now so much information available to us, and it can be difficult to know what’s important and what is irrelevant to your situation or challenge. The skill lies in picking out what’s really important and then translating it into something that can influence your decision making.

IT STARTS WITH ASKING THE RIGHT QUESTIONS

Often, this is where we go wrong; we may get an answer, but for the wrong question. You have to drill down to what exactly it is you’re trying to achieve. What is your problem or need? That’s your search criteria. Then you filter out the relevant data and exclude all the noise around it. You won’t always get it right,

You need to have knowledge of the game, understand your immediate environment and be able to find the right player to fit your club’s specific culture and goals.

but what’s important is to try, and then learn from that. If you can understand why something didn’t work, you have a chance of fixing it.

THERE’S

ALWAYS A BIT OF LUCK IN LIFE

But you also create your luck, because you have to be there when the door opens. That door may never open again, so you need to be ready and waiting to

walk through it. I believe you do that through perseverance, sacrifice, learning, and making yourself available. This is a very competitive field, and you have to work hard to be first in line and then stay there, by constantly seeking to learn and develop. For me, a key part of that is being curious and asking questions. ‘Why are we doing things this way and what would happen if we tried this instead?’

Ask people and find out.

FOOTBALL IS 24/7, IT DOESN’T STOP

To last and give your best, you have to love what you do. This job can be lonely and challenging at times. I’ve had long periods when I was travelling almost every week. But these are all great experiences that have helped me, professionally and personally.

On my travels, for example, I’ve met people from many different backgrounds and learned a lot, not only about football, but all kinds of things. It’s good to stop every now and then, to reflect on your role and the elements you find most rewarding and motivating. It’s important to understand where you are, how far you’ve come and where you’re headed, to just take a breath and say, ‘I’m in a good place’.

Norwich City play Middlesbrough at Carrow Road, October 2024. Reuters // Action Images

FROM ANOTHER SPORT:

JON NORFOLK MBE

THE INSIDE TRACK.

One of the most successful sports outfits in history, The British Cycling Team has topped both the Olympic and Paralympic medal tables since the 2008 Beijing Games and is revered for its cutting edge technology, and innovative approach to training and performance. Jon Norfolk MBE has been, and continues to be, integral to that success, which most recently included a haul of 11 Olympic and 22 Paralympic cycling medals at Paris 2024.

Interview: Alice Hoey

Photography: Reuters // Action Images

Tokyo 2020 Paralympic Games, Men’s B 4000m Individual Pursuit Final, Stephen Bate and Adam Duggleby take on Tristan Bangma and Patrick Bos of the Netherlands.

Reuters // Action Images

Following his own title-winning career as a GB track sprinter, Jon Norfolk transitioned straight into the role of Assistant National Olympic Sprint Coach 2008 and then Paralympic Head Coach, leading the team to a highly successful Rio Paralympics. In 2019, he became British Cycling’s Head of Performance Planning ahead of Tokyo 2020, and then Head Coach across both the Olympic and Paralympic programmes.

Speaking with The Manager, Norfolk shared some of his priorities when developing a diverse team of elite athletes in what is both an intensely physical and highly strategic sport.

ASK, ‘WHAT WILL IT TAKE TO WIN THIS EVENT?’

You need to start with the basics. If you don’t have the physical attributes, and you’re not fast enough, you simply won’t get a ticket to the show, and you won’t be in a position to execute the technical and tactical elements at the sharp end of the race. Developing those physical capabilities is naturally where most traditional cycling programmes start. We reframed this back at the start of this Olympic cycle and asked ourselves the question, what are the genuine demands of each of our events, thinking about skillset, tactical understanding, decision making and executing

under pressure? If, physically, we are on a par with the competition, how do we still win? The answer is that it will be the athlete not only with the engine, but who can execute good technique, to read the race and make good decisions under pressure. Most of these things are easy to deliver in the first five minutes of an event, but what does it look like when you have nothing left in your legs in the last few laps of an Olympic final and your whole career is on the line?

YOU CAN NEVER REPLICATE AN OLYMPIC FINAL

But it’s a trap to say that you can’t replicate something and then not even try. What can we do?

Can we replicate elements or approach it in a different way? There are always things you can do to manipulate the training environment to better prepare for the chaos of a high-pressure race and to execute the day itself. Sometimes we might pick out scenarios and skills from a race and prioritise that for a period of time, layer it up with pressure then switch between focus areas to build the full picture. Prioritising learning over winning in targeted races is also a great opportunity to practice under pressure, but it’s critical to review the learning post-event, and not be skewed or influenced by the result. We still have a lot to learn in this space and I’m really interested to see how other sports approach it.

DATA IS A GREAT WAY TO BACK HUNCHES AND CHALLENGE BIAS

No plan survives first contact with the enemy, and one of the keys is to trust yourself when something needs to change.

As our ability to collect performance data and analytics improved, there was a point where it felt that there was a conflict between science and coaching.

Now, I think we’ve realised that the art is in combining the two to make more informed decisions and learn quicker. We’ve got coaches with their 10,000+ hrs of coaching experience, who have learned a lot over the years and have a pretty good recipe for how to help people to improve. But it’s also important to listen

to what the data is telling us and ask the right questions to confirm or challenge what we see, feel and think as coaches. We are all human and our view of the world is shaped by different experiences, perspectives and biases. Data can often cut straight through that. It can be tough to have your experience challenged in this way, though, so it’s critical to create the right environment for this to happen.

RECOVERY CAN MAKE THE DIFFERENCE BETWEEN WINNING AND LOSING

This is true of all our disciplines from track to BMX, but it’s probably best illustrated in the Grand Tour events for the road cycling professionals. Between stages of the three-week-long Tour de France, every minute is an opportunity to rest and recover. The classic phrase people used to use in cycling was ‘don’t stand if you can sit, don’t sit if you can lie down’. As our knowledge has improved, so has our approach, with performance chefs, sleep optimisation and bespoke heating and cooling strategies now commonplace. Something as simple as having the same pillow and bedding every night regardless of the hotel can have a significant performance impact over the course of three weeks.

EVERYTHING IS CONNECTED

It’s important to remember that we coach people who ride bikes, not just cyclists, and everyone’s

What are the genuine demands of each of our events, thinking about skillset, tactical understanding, decision making and executing under pressure?

// Alamy

needs are different. If a person is performing well in life, is happy and motivated to improve, you are starting in a good place.

What’s more, people need different things at different times in the competition cycle and in their careers, whether that be variety, exploration, personal development, or more structured and focused training. It’s something I think we do particularly well in the GB team with the support of our performance lifestyle experts.

WE WIN TOGETHER AND LOSE TOGETHER

We all have different roles in the performance team, whether it be coaches, sports science staff or the medical team, and it is our combined contribution that gets results at the end of the day. Our aim is to create a performance planning approach where we can maximise the impact of the whole team and create the best plans possible. When we review, we need to be honest about our performance compared to those plans (and the competition), identify what worked and what we could do better next time. No plan survives first contact with the enemy, and one of the keys is to trust yourself when something needs to change, knowing when to hold for a little longer to allow a plan to come to fruition.

Team GB track cycling Olympic team preparation camp at the Geraint Thomas National Velodrome, Wales, July 2024.

UNDERSTAND THE INDIVIDUAL AND DEVELOP YOUR COACHING RANGE

Every sport has its traditions and historical ways of training and preparing, but it’s important to balance this with an individual’s specific needs and how they’re responding to your training intervention or plan.

When I was the Head Coach of the GB Paralympic Cycling Team for the 2016 Rio Paralympics I learned so much about keeping my eyes and ears open to how our athletes were adapting and responding to training. I realised that it was my responsibility as a coach to adapt and learn, and not always to fit the athletes into a preconceived way of working or style. Coaching visually impaired athletes who can’t always see your cues, and adapting your coaching style to ex-military athletes who have previously thrived in a very direct ‘order’ style of environment are two great examples of this.

It also taught me to create opportunities for athletes to provide feedback on my performance, and to have input into their plans (at the right time, in the right way) to improve belief, commitment and ownership of their own

careers. It’s better to have an athlete commit 100 per cent to a plan that they believe in than to ‘clock in and out’ of one that they don’t think will get them where they want to go.

OUR OLYMPIC AND PARALYMPIC

PROGRAMMES

OVERLAP

There are times, especially in the run up to competition, when training needs to be focused and provide specific environments for our athletes. Equally, though, we try where possible to bring groups together. There are many times when our Olympic, Paralympic and developing academy athletes will come together to train, learn and socialise, and it’s a very special experience to be part of. Not all sports get to do that, and we take advantage of it whenever we can, because you can learn so much, get a chance to step out of your day-to-day bubble and gain really valuable perspectives.

WIN OR LOSE, THE WORLD KEEPS SPINNING

I remember a psychologist I used to work with saying to us, ‘Regardless of what the result is at the Olympics or Paralympics, you are going to wake up the next day, make your breakfast, put the washing on and life will go on. The only difference will be whether there’s a medal on

your bedside table or not. It won’t define who you are to the people who love you.

LOOK AFTER YOURSELF AND KEEP PERSPECTIVE

Committing to try and be best the best in the world at something can be one of the most exhilarating, scary, stressful and life-affirming journeys you can go on. At times you must treat it as the most important thing in the world. However, it’s also important to stay connected to the important things in your life and keep perspective. We’re not saving lives in what we do; in some of our events, we simply try to ride bikes round in circles faster than the other teams!

A lot of coaches find it hard to put themselves first and can sacrifice their own wellbeing in the service of the athlete and their performance. Putting athlete performance first is where most things start in sport, but I’ve learned over my years of coaching that if you can apply some of the principles you encourage in your athletes, such as prioritising key sessions, protecting quality recovery, fuelling well and keeping some life balance, you’re in a better position to support those around you. You can’t give from an empty cup.

CENTRE STAGE.

Team members, on and off the pitch, look to their manager in much the same way that an orchestra does its conductor, to help weave their individual performances into something cohesive and purposeful. With help from former Wales manager Rob Page, we look at how.

Words: Alice Hoey

Photography: Reuters // Action Images

Former Wales manager Rob Page believes the key to getting the best out of your support staff is appreciating their different goals and perspectives.

Reuters // Action Images

When we talk about leaders and managers, we tend to describe them as being ‘at the helm’, or having made it ‘to the top’ of the organisation. However, anyone who has done the job will tell you this is false; they are, in fact, ‘at the heart’. Managers today are central to an ever-expanding multi-disciplinary team, each member of which is highly specialised and aiming in their own way to push the boundaries of player care and performance.

None, however, can do so on their own. Just as the on-field team’s performance is dependent on the whole group effort, rather than on individual athletes, off-pitch experts must share data and ideas, collaborate and contribute. Their success

requires cohesion, trust and a shared direction, and all of this is facilitated by a great leader.

This role as a linchpin within the workings of the organisation is not something all new managers are prepared for, nor equipped to deal with. It’s no easy feat to have to lead, and get the best out of, an ensemble cast of professionals whose expertise likely falls outside of your own realm of knowledge. In particular, it requires an awareness and, in time, experience in certain key areas.

ROLES AND RESPONSIBILITIES

One of the most common complaints levelled at leaders, whatever sector they’re in, is

that they ‘don’t even know what I do!’ This often comes in the face of pressure to get results to a standard or within a timeframe that people feel is unrealistic, or when decisions impact their jobs in ways that weren’t fully considered.

Fields such as football are now so complex, so influenced and aided by technology, science and analytics, that the manager neither can, nor should, be an expert in everything. It’s important, however, to understand how team members’ work contributes to the team’s overall objectives, and how all the various cogs fit together.

When former Wales manager Rob Page went from club

It’s important to allow people to have an input where they have the expertise and experience, and always prioritise good communication.

management at Port Vale and Northampton Town to an international set up, the increase in the size of his support team was an eye-opener. “Suddenly, I had four times the number of staff,” he recalls, “and had to ensure that every member of the team was aligned, both in terms of the plans and objectives we had for the week ahead, and more generally in how I wanted us to work.”

Page learned quickly that asking the right questions and understanding the differences in people’s perspectives was key. “When you seek feedback from your head of medical, sports science staff and analysts, for example, each one will be coming at the situation from

a different angle, with subtly different goals,” he says. “All of that information will shape your decisions as a manager, but often there are complex factors to take into account. Without really good communication between all the parts of the support team, you’ll never get the best out of them.”

Once you understand and respect the team’s various roles and responsibilities, he adds, it’s essential to give them the freedom to do what they do best. “Trust and respect are absolutely key,” he says. “That doesn’t mean there won’t be differences in opinion or conflicts of interest, but ultimately everyone wants what’s right for the team and, given trust and respect, they’ll do their best for you.”

Wales manager Rob Page with his staff ahead of the side’s Euro 2024 Qualifier against Croatia, October, 2023. Reuters // Action Images

Trust and respect are absolutely key…ultimately everyone wants what’s right for the team and, given trust and respect, they’ll do their best for you.

GETTING THINGS DONE

The leader also plays a central role in ensuring that decisions and standards are made in a structured and considered manner, and then acted upon and the effects monitored. This isn’t necessarily a given. For all the trumpeting around change and innovation, some ideas and good intentions simply fizzle out as they filter through the organisation, repeatedly put on the backburner because ‘it’s not my remit’ or dismissed as an unwanted distraction or too difficult. The result is the same, inaction.

Ensuring decisions are followed through the chain of command, especially in a large multidisciplinary team, requires a manager who is an expert communicator, and able to use the team around them to best effect.

The temptation is always there to try to have eyes on everything at all times, but delegation can give you greater reach. It also takes some of the pressure off, says Page. “With Wales, if I had taken charge of every decision and tried to have a view of everything going on throughout the on-field and off-field teams, I think I’d have burned out before training camp was over,” he says. “Instead, I believe very much in putting faith in my coaches, medical team and other support staff. Once a decision has been

made, on how we’re going to run a session for example, I’ll trust those experts to action that and then report back to me. It’s important to allow people to have an input where they have the expertise and experience, and always prioritise good communication.”

TEAM TALKS

Regular, open communication, Page emphasises, is the key to getting the most out of a large diverse team of professionals. As well as ensuring everyone is on the same page, it’s only through talking with people that you can stay up to date with their priorities and challenges, and so give them the support they need.

It’s also what enables us to connect people up with others who need their expertise or whose insight would complement their own work. The answers to our problems are rarely far away; we simply need to share them, and pool the team’s expertise and experience. The manager is well placed to identify the areas that are ripe for collaboration, as well as possible inefficiencies, such as an overlap in duties.

As the central figure in the organisation, the manager’s influence radiates not just down, but up and out in all directions, and as such they play an essential role in fostering its culture. Standards, boundaries and expectations should be developed with the group rather than

simply imposed upon them, but it’s the manager’s role to facilitate this and encourage an environment of consistency, ownership and personal responsibility. Importantly, they do this not through words, but by role-modelling values and behaviours, and representing the collective identity. Managers need to walk the talk, whether that’s by sharing and empathising, demonstrating a hard work ethic, or showing continued self-awareness and a readiness to accept and learn from mistakes. By setting the right example, and being consistent in that, it builds trust

and increases their influence within the team.

Those values have to be aligned from top to bottom, says Page, and it’s this alignment that enables the manager to monitor and support, rather than micromanage, a team of experts. “It means you can rely on your coaches to run a session, for example, knowing that everyone will be working with the same objectives in mind and to the same standards,” he says. “This goes not only for the technical elements, but also for how people conduct themselves and behave around the players,

and how relaxed the working environment is. For me, that means having times when the mood is lighter, where you can have some downtime and enjoy each other’s company. If you can give them that and take the pressure off at the right time, then they will give you 100 per cent focus and effort when it matters.”

Ultimately, the manager is not there to dictate or order from above, but to nurture, empower and support from the very centre of the organisation. It’s only then that the talent around them can truly shine.

Rob Page with staff during training ahead of Wales’ international friendly against Gibraltar, October 2023. Reuters // Action Images

NICK READ

PIONEERING GOOD HEALTH.

LMA Official Health Insurance Partner Vitality is recognised as a forerunner in the insurance market for its shared value model. Here, Nick Read, MD of the Vitality Programme, tells us how they’re bringing real value to customers, while helping them live longer and healthier lives.

Interview: Alice Hoey

Photography: Vitality

WE SET OUT TO DO SOMETHING

FUNDAMENTALLY

DIFFERENT

Vitality was launched in the UK 20 years ago now, and we set out from the start to put the customer at the heart of the product. Our core purpose is essentially to make our members healthier, and to enhance and protect their lives, while ensuring they get real value from us as an insurance provider. If we’re doing things right and people get healthier, then we also benefit because they will claim less. We’re able to reinvest that actuarial surplus back into the ecosystem, enabling us to go even further to help get our members healthier

and grow value. However, there’s value also for society in general, because a healthier population means a reduced reliance on state healthcare, and improved productivity, which in turn reduces absenteeism and presenteeism.

WE REWARD OUR MEMBERS’ EFFORTS

Underpinning our model is the Vitality Programme, an incentivised wellness and behavioural change programme that is the largest of its kind in the world. Through our network of partners, we provide members with a wide range of benefits to remove the financial barriers

to getting healthy, whether that means doing more physical activity, eating more healthily or giving up smoking. We then also provide rewards for doing so. For example, we launched Active Rewards, where we send members physical activity targets and if they hit them they can access a variety of benefits. These range from free drinks at Café Nero and free meals at Itsu to cinema tickets and even Apple watches.

THE EMPHASIS IS ON PREVENTION

We feel that we have a responsibility to ensure our members know their numbers,

We want to engage on an authentic level and to make a real difference at grassroots level.

Vitality London 10,000

start gantry.

Vitality

(Right image)

Netball Nations Cup 2024.

Vitality Roses v Uganda.

Vitality

and so offer a number of different screening options. All members have access to a free Vitality health check, where they can see a practitioner convenient to them who will do the basic biometrics: blood pressure, glucose and cholesterol, body mass index, and checks around their use of alcohol and nicotine. However, where there is a need, whether due to age, condition or family history, we can offer a full health screen through our network of partners, such as Nuffield and Bluecrest Wellness. That, again, will often be free of charge, in order to remove the financial barriers to preventative screening.

MENTAL HEALTH IS AN IMPORTANT PART OF THE PROGRAMME

The Vitality Programme has always focused on both physical and mental health. The latter was particularly important during the pandemic, when we gave our members access to Headspace, for example, as a preventative mental health intervention.

Other tools include talking therapy, and self-help and guided help programmes. We’ve partnered with Mindlab and have inpatient and outpatient benefits for mental health to ensure our members can access

(Left image)

the support they need.

Personalisation is fundamental to the Programme and will be a critical focus over the next period. We hold so much information on our members – with their blessing, of course – that we have a responsibility to communicate to them the next best and most important health action to lead a healthier life. This could be around physical health and needing to exercise more, or they might have signalled to us – perhaps during a health check – that their priority is managing their weight. We have curated personalised signature pathways to address our members’ needs

and help them live longer, healthier lives.

OUR PARTNERSHIPS ARE FUNDAMENTAL TO US

It’s critical that the organisations we form relationships with share our values and are committed to looking after both their members and ours. We ensure that we meet with those at the very top of those organisations to make sure we have that alignment and that, collaboratively, we can create brilliant benefits for our members. It is important for our members that we only partner with best of breed within categories to ensure that we create the best possible value and experience for our

Our core purpose is essentially to make our members healthier, and to enhance and protect their lives.

(Left image)

Vitality Stadium (AFC Bournemouth).

2024 Pitch day for Vitality staff.

Vitality

(Right image)

Vitality Blast Finals Day 2024. Gloucestershire celebrate.

Vitality

members. This is underpinned by world-class customer journeys and the benefits are used (primarily through our Vitality App), and we are currently witnessing significant utilisation of benefits within the Programme.

WE HAVE INVESTED SIGNIFICANTLY IN SPORT

We have built our brand in the UK on a few platforms, but sport has particular synergy with our core purpose of making members healthier, and enhancing and protecting their lives. When we entered the world of sports sponsorship we recognised immediately that women were under-represented, and we

wanted to address that.

We’ve chosen to engage in sports that are over-represented by women, like netball, and endeavour where possible to gain gender parity and focus when we engage with sports. We want to do that on an authentic level and to make a real difference, such as at grassroots level with participation figures.

In netball, for example, we have created the grassroots ‘Back to Netball’ campaign, but also sponsored the Super Leagues and of course at elite level the Vitality Roses. We’ve also applied this approach to cricket with the

Vitality Blast and The Hundred, and have invested in grassroots recreational physical activity as a foundational partner to parkrun, now an exceptionally successful weekly mass participation event every Saturday morning.

We also have a presence in football, where we have relationships with clubs in the towns where we have offices, such as the Vitality Stadium in Bournemouth and Stockport County. Ultimately, sport has been pivotal in providing a platform to message our purpose, to communicate our values and enable us to grow our brand as a next generation insurer.

KEY TAKEAWAYS

STEVE MARTIN

THREE IS THE MAGIC NUMBER.

Influence is an essential skill. Whatever your profession, you will need to influence, persuade or change the behaviours and views of others. In a recent LMA Webinar, Steve Martin revealed the three key factors affecting the persuasiveness of our communications.

Just because you’re the most knowledgeable person in the room doesn’t mean you’re the most persuasive in communicating your messages.

BALANCE THE EQUATION

About Steve Martin

Steve Martin is CEO of Influence at Work, Visiting Professor of Behavioural Science at Columbia University Graduate School of Business and a guest lecturer at the London School of Economics and Harvard. A best-selling author, details of Martin’s latest book, Influence at Work, can be found at influenceatwork.co.uk.

To watch Steve’s webinar in full, visit www.influenceatwork.co.uk or use this QR code.

When looking to structure a piece of communication, it’s helpful to think in terms of what we call the ‘influence equation’. This comprises three elements: evidence, economics and emotion. By using the right amount of each of these three factors, depending on the context, we can all be more persuasive, whatever our level of experience. These factors are never of equal importance, so it’s our job to figure out the appropriate balance for whatever situation we’re in.

INFLUENCE IN PRACTICE

To take the example of a job interview, both the recruitment

executive and the applicant will be looking to influence one another. The recruiter will want to see facts around the interviewee’s capability and experience to do the job, while the applicant will be looking for evidence that the role represents a worthwhile career move (evidence). In terms of finance, the recruiter won’t want to pay too much for their new hire, while the candidate will want to secure the highest salary they can (economics). Lastly, both sides will come out of the interview with a feel for how good the applicant fits the culture of the organisation (emotion). All three factors in the equation will therefore influence the hiring decision.

A common mistake is to believe that the more evidence you can present to support an argument the more persuasive you’ll be.

FRAME AND COMPARE FOR BEST EFFECT

When we present evidence as part of a strategy of persuasion, what we compare that data to is often more important than the data itself. Depending on how you frame the information, it can tell quite different stories. It’s important, therefore, to think about how you might frame and build points of comparison into your communication or proposal. Really skilled influencers provide a point of comparison before presenting evidence and this enables the data to shine.

SOME OF US ARE NATURALS

Just because you’re the most knowledgeable person in the room doesn’t mean you’re the most persuasive in communicating your messages. Research shows that people are more likely to pay attention if they feel the person talking is competent, trustworthy and likeminded. Think, therefore, about how you might establish that you have these qualities before you deliver your evidence. Alternatively, curate the evidence yourself and then hand it over to someone who is better able to

deliver it in a persuasive manner.

LESS IS MORE

Finally, when it comes to evidence, it’s important not to overload your audience. A common mistake is to believe that the more evidence you can present to support an argument the more persuasive you’ll be.

In fact, studies show that when presented with information to support an argument, there’s a sweet spot at around three pieces of evidence, after which your ability to persuade drops dramatically. More than three and the other person becomes resistant and sceptical.

INCENTIVES HAVE A SHORT-TERM IMPACT

The economics of an argument are important, but simply offering more of a financial carrot won’t necessarily result in better performance. It’s important to consider the psychology involved. Frequency and timing are particularly important. Research shows that financial incentives are effective in achieving change in the short term, acting as reinforcers and

reminders, but less so in the long term. Consider breaking larger financial incentives up into smaller, more regular ones.

YOURS TO LOSE

Studies also show that people place much more value on things that they own than those they have yet to acquire. If you were to try to buy a lottery ticket from someone, for example, they would likely demand more than the £2 they paid for it. The moment we own something, we assign greater value to it. Framing incentives in terms of things that people already own or that might be lost, rather than what could be gained, tends therefore to be more effective in influence and persuasion.

EMOTIONS ARE MORE IMPORTANT THAN EVER

We are often now so overwhelmed with data that it’s hard to know what we should focus on and what can be ignored. There’s also a tendency for us to avoid answering impossibly hard questions like ‘what’s the right thing to do in this situation?’ by answering instead, ‘what feels like the right

thing to do?’. Our feelings in these contexts become data and they have greater influence over our decision making. Leaders need to understand and take into account the importance of emotions when trying to influence and persuade others.

GAUGE YOUR AUDIENCE

Sometimes our ability to influence and engage people is as much a function of good timing as it is the content of what we’re saying. Mood and context influence the likelihood that people will be persuaded by a message, so it’s important to assess the emotional state of an audience before you deliver any communication. If you think that they’re not in the right mood to engage or be persuaded by what you’re saying, you can either attempt to change their mood or reschedule for another day.

MOOD CAN SWING IT

We experience an emotion on two axes – to what extent it arouses or calms us, and how pleasant or unpleasant it is. In psychology, we call this the ‘circumflex model’. How we are influenced by certain

messages depends on our mood state. For example, when in an aroused and unpleasant state of mind, such as being angry or fearful, we tend to think fast and act to avoid losses. In a calm, negative state of mind, meanwhile, we think slower and are more willing to accept losses. Understanding the effect of mood on how messages are received can help us to customise them to have the desired impact.

STORY TIME

Often, the best way to deliver emotional messages is through anecdotes and stories. These might be personal and initiate an emotional connection, or be analogies that enable the team to better understand something. What’s interesting is, if you present stats and raw data alone, people are far more likely to contest them or argue with you. People tend not to do so with stories. Importantly, when it comes to successful influence and persuasion, always lead with the emotional story or anecdote first, before backing it up with the evidence, never the other way around.

Words: Alice Hoey

Photography: USL League One

STATE OF PLAY. LEE O’NEILL

In 2022, Lee O’Neill left his boyhood club of Ipswich, where he had worked in various roles for 18 years, to become Senior Vice President of USL League One. Now President, he shares some of the challenges and opportunities of his role.

Lee O’Neill congratulates Union Omaha goalkeeper Wallis Lapsley after the side were crowned USL League One champions.

USL League One

We need to play to our strengths and look at how we can improve the fan-day experience.

Through the window of Lee O’Neill’s office in Tampa, Florida, the palms are swaying and all is sunny and calm after the recent drama of Hurricane Milton. It’s a far cry from leafy Suffolk where, aside from a period in Wales, O’Neill has spent the best part of his 25-year career. From working at Ipswich Council in various roles related to the arts and entertainment, he moved into youth performance development, at the Welsh FA and then at Ipswich Town. He would end up dedicating some 18 years to the club in a succession of roles, largely in the academy, culminating in his appointment as Academy Manager and then General Manager, a position he held for four years.

To up sticks and move to the US to join the senior leadership team of a fledgling US soccer league might, therefore, seem on paper to be something of a career curveball. “I’d always been intrigued by the US. My dad played out here professionally, and we’d come here for holidays each year, so I knew a fair bit about MLS, USL and other leagues,” says O’Neill. “I was always fascinated by why a country of this size wasn’t a bigger presence in the world of football. I absolutely loved my time at Ipswich and I learned so much, but I really wanted to challenge myself in a completely different environment.”

As well as the desire, O’Neill

had the credentials to be a great fit for USL League One. Only three years after its formation, the league was still in a developmental phase and needed a strong and experienced leader to help grow its size and impact.

Over his 18 years at Ipswich Town, O’Neill gained a thorough grounding in the inner workings of an elite football club, from youth development through to commerce and community engagement. He holds a UEFA A Licence, completed the FA Technical Directors course, among others, and has a deep understanding of the game, from a football, business and commercial perspective. This, he says, has come from wearing

various hats and seeing things from different viewpoints, as well as from learning from others, both inside and outside of the world of football.

A GRAND DAY OUT

“The more courses you go on and the more people you meet, the more you learn that the real value lies in putting yourself in difficult situations and being comfortable with that,” says O’Neill. “I’ve learned a lot over the last couple of years, both about myself and my new environment, because the US soccer landscape, from commercial and legal perspectives, and in terms of how it operates day to day, is very different to the UK. The

mentorship I’ve received from USL President Paul McDonough and USL Championship President Jeremy Alumbaugh has been particularly important in my transition to the US.”

Even attending a football match is a completely different experience, he says. “Whereas in the UK, spectators will turn up nice and early to soak up the atmosphere and then be engrossed for the whole 90 minutes by the football, in the US it’s more relaxed, more like a day out,” he says. “It isn’t frowned upon to turn up later in the game, and you’ll see a lot of people getting up, walking around, getting drinks and snacks, and talking. There are

fireworks and cheerleaders, so lots of things going on other than the football itself.”

While football in the UK is steeped in history and allegiances are passed from generation to generation, in the US, soccer is a relative newcomer on the sporting landscape. Rather than parents taking their kids along to a game, more often than not it’s the other way around, with young players and fans introducing their parents to the game and to their clubs.

“We’re not looking to try to replicate the leagues in the UK, nor the other leagues in the US, because USL League One is different,” says O’Neill. “We

Union Omaha celebrate after their victory over Spokane Velocity in the USL League One Final, 17 November 2024. USL League One

need to play to our strengths and look at how we can improve the fan-day experience, to bring League One into local communities, and build on the family atmosphere.”

STAYING POWER

In terms of its wider growth, the figures look good. Attendance, participation and the number of teams coming into the league are all heading in the right direction, while there’s growing interest from some of the big media players. “I’m very proud of what we’ve achieved so far, especially given that League One is still very young, but we’re not there yet,” says O’Neill. “Over the coming years we’re looking to increase the viewership, develop club infrastructure, make sure the fan experience is as good as it can be, and make the game more accessible to girls and boys who want to start playing.”

That would potentially mean a shift away from the current payto-play model and the creation of more opportunities for players to move from grassroots to the professional game. “Another topic that has been discussed a lot is the introduction of promotion and relegation to the league,” says O’Neill. “There’s a lot of work to do there, because that element of consequence and

jeopardy doesn’t exist in sport here yet, and it would totally change the fan’s experience of the game.”

As a franchise system, the USL also works closely with every club to ensure they have a solid and sustainable business model, and here O’Neill can draw on a wealth of experience.

“From their academies and player trading to ticketing, merchandise, corporate hospitality, and stadium-front deals, we look to achieve the best possible financial model for our clubs,” he says. “We’re also focused on continuing to grow League One in a way that benefits the clubs, their players and the fans,” he adds.

“We have new teams entering each year, which pushes the standards up, and we want to maintain that growth to make the league better for everyone. There are opportunities, but challenges too, because we have teams from both sides of the US. We need to make sure that the player experience is good, that there’s less travel and more games, great fandom and rivalry. As we build up to the World Cup and the World Club Cup, we’ll be doing everything we can to ensure the people in the US get to benefit from a better experience of football for many years to come.”

USL STATISTICS

• The United Soccer League (USL) is the LARGEST PROFESSIONAL SOCCER ORGANISATION in North America

• It oversees: three men’s leagues

‒ USL CHAMPIONSHIP (24 TEAMS)

‒ USL LEAGUE ONE (12 TEAMS)

‒ USL LEAGUE TWO (128 TEAMS IN 18 DIVISIONS OVER 4 CONFERENCES)

• and two women’s leagues

‒ USL SUPER LEAGUE (8 TEAMS)

‒ USL W LEAGUE (80 TEAMS OVER 10 DIVISIONS)

• Reaches a population of MORE THAN 84M

• Nearly 3M FANS attended Championship games last year, a record for the league.

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LMA NEWS.

LMA EVENTS & CORPORATE ACTIVITY.

Utilita

> SAM ALLARDYCE // IAN EVATT

LMA members Sam Allardyce and Ian Evatt attended a fundraising event for Utilita Giving at Bolton Wanderers’ Toughsheet Community Stadium. They took part in a Q&A for Bolton fans, discussing the club and its history.

Cadbury > ROBBIE FOWLER

LMA member Robbie Fowler attended a charity lunch for the Irish Grocers Benevolent Fund on behalf of Cadbury Mondelez Ireland. At the event, at Dublin’s Aviva Stadium, Fowler was joined by Irish Rugby Union legend Johnny Sexton and Olympic Bronze medal swimmer Mona McSharry, to discuss high performance in elite-level sport.

UCFB

> WES MORGAN

LMA Ambassador Wes Morgan supported UCFB’s Welcome Week event at Old Trafford for incoming students of their Manchester Campus. Morgan took part in a Q&A and some content pieces for UCFB, discussing Leicester’s title-winning season, lifting the FA Cup at Wembley, and the challenges he has faced in his career.

UCFB

> PAUL MERSON

Meanwhile, LMA Ambassador Paul Merson supported UCFB with their Welcome Week event at Wembley Stadium. He took part in a Q&A, and provided unique and entertaining insights into the professional game, as a former player, manager and football pundit.

Kerry London

> STUART PEARCE MBE

LMA member Stuart Pearce MBE attended a morning session at Sea Containers London with LMA Partner Kerry London. Pearce gave a presentation on leadership and teamwork, and took part in a Q&A around his playing and management career.

Nike

> GARY CAHILL

LMA Ambassador Gary Cahill gave expertise and advice to young Nike athletes preparing to break into first-team professional football at their clubs. At Tottenham Hotspur Training Ground, Cahill took part in a Q&A with the players, providing a unique insight into the professional game and advising players on what to watch out for during their development.

Utilita > PHIL JAGIELKA

LMA Ambassador Phil Jagielka took part in Utilita’s Annual Charity Golf Day at Boundary Lakes, Southampton. Joined by LMA member James Beattie and LMA Ambassador David James MBE, Jagielka also took part in a raffle and Q&A to raise funds for Utilita Giving.

Nike > ROY KEANE // STEPH HOUGHTON

LMA member Roy Keane and Ambassador Steph Houghton joined official Nike licensee Zelus at the opening of its new headquarters in Altrincham. They took part in a Q&A around team ethos and culture, and discussed their experiences of leadership and retirement from the professional game.

Sports Interactive > GARY ROWETT

LMA member Gary Rowett joined Sports Interactive for a Q&A at its headquarters, providing an insight into the life of a football manager at multiple levels of the professional game while supporting the development of Football Manager 25.

Guinness

> FRANK LAMPARD OBE

LMA member Frank Lampard OBE took part in a Q&A with Hayley McQueen for Guinness. The event, at the Guinness Storehouse in Dublin, marked a unification of Guinness marketing and Diageo under one roof. Lampard discussed leadership, his mentality and Guinness’ new partnership with the Premier League.

Arbuthnot Latham

> ALEX MCLEISH OBE

// ROY HODGSON CBE

LMA members Alex McLeish OBE and Roy Hodgson CBE supported a Euro 2024 themed Q&A for LMA Partner Arbuthnot Latham at Lords Cricket Ground. They discussed the chances for England and Scotland in the upcoming tournament, and drew on their own experience of managing the national sides.

The League Managers Association congratulates Kay Cossington MBE, Graeme Souness CBE, Chris Powell MBE and Ally McCoist OBE for receiving their respective honours in recent weeks and months.

01 Kay Cossington MBE

Awarded for services to Association Football

02 Graeme Souness CBE

Awarded for services to Association Football and to Charity

03 Chris Powell MBE

Awarded for services to Association Football

04 Ally McCoist OBE

Ally McCoist, commentator for LMA Partner TNT Sports, awarded for services to Association Football and to Broadcasting

01 LMA Diploma in Football Management

The 2024/25 cohort of the LMA Diploma in Football Management completed three one-day in-person masterclasses, delivered by LMA experts, on: Effective Presentation and Communication Skills, EDI and Leading Inclusive Cultures, and Understanding Leadership. The course continues in 2025 with two further masterclasses, on Football Finance, and Building HighPerformance Teams.

02 LMA Postgraduate Award in Strategic Leadership

The 2024/25 edition of the LMA Postgraduate Award began in September, with this season’s cohort gathering at the University of

Liverpool for a Leadership SelfAwareness session, delivered by Ged Salzano MBE. At the end of October, students participated in an Effective Leadership workshop delivered by Managing Director of Twenty One Leadership, Richard Nugent. As well as developing leaders in sport, Nugent has worked with various FTSE 250 companies, creating the capacity and capability to lead and create change.

03 LMA & LCA Masterclasses Understanding Elite Team Development

Held at the Etihad Stadium, Nick Levett of Leading Edge delivered two captivating and engaging sessions on highly effective teams, before LMA members Gareth Taylor and Rafael

Benitez rounded off the day with a Q&A, offering insightful experiences and engaging stories from their careers.

04 LMA Technical Webinars

High-Performance Specialist and Talent ID Lead at FIFA, Richard Allen, delivered an insightful technical webinar to over 80 LMA and LCA members. He discussed how to create a Talent ID strategy, and introduced attendees to FIFA’s Talent ID Dimensions Model. In September, Career Transition Expert Stephane Ehrhart joined us live from the UEFA studio to provide an overview of the relevant UEFA Academy Programmes, including the topics covered and the different means of study.

IN THE GAME: CHARITABLE DONATIONS.

As part of its In The Game charity support, the LMA was delighted to donate £10,000 each to the Eve Appeal, Prostate Cancer UK and Alzheimer’s Society.

01 Eve Appeal

Jemma Leighton, Eve Appeal Partnerships Lead, joined the LMA team at St. George’s Park for the presentation of their cheque. The LMA has been proud to support Eve Appeal with multiple campaigns, including most recently the wearing of Eve Appeal badges by managers on the touchline to raise awareness.

02 Prostate Cancer UK

LMA Chief Executive Richard Bevan OBE visited the London offices of Prostate Cancer UK to present PCUK CEO Laura Kerby with their cheque as part of the LMA’s ongoing support for the charity.

03 Alzheimer’s Society

On receiving their donation, Alzheimer’s Society Supporter Care Manager, Sandeep Shikotra, said, “Like you, people are at the heart of everything we do. A huge thanks to all the amazing people at the League Managers Association who have today shown that when we work together we can achieve amazing things.”

NONLINEAR PEDAGOGY.

In the latest in the LMA/LCA series of Personal and Professional Development Guides, we examine the core principles of Skill Acquisition, starting with understanding the complex interactions between the player, the coach and their environment.

Words: Prof Keith Davids, Ass Prof Joe Stone and Dr Martyn Rothwell. Photography: Reuters // Action Images

In a sports team, individual players, each with their own specific needs and behaviours, will interact with each other, their coaches and the situation in order to coordinate actions on the field. They will then adapt, individually and as a group, to the ever-changing goals and challenges they face.

‘Nonlinear pedagogy’ is a framework of teaching and learning based on this concept of interacting elements; ‘pedagogy’ is the theory and practice of learning, while ‘nonlinear’ refers to the fact it is not a sequential or straightforward process. As a methodology to develop players and prepare them for competition, it can help us to better understand the challenges we face in coaching and teaching, and how we can design effective training sessions and programmes in sport, exercise and physical education.

Nonlinear pedagogy was first proposed nearly 20 years ago as a set of principles aimed at physical education teachers and those engaging in recreational sports. Since then, there has been a flow of applied research outlining how its principles might be applied and implemented at elite and sub-elite performance

levels, as well as with children and adults, in schools and sports organisations.

IMPLICATIONS FOR COACHES

Because the different components of this complex interactive system of coaches, players and groups are constantly influencing each other and self-organising, there is unpredictability in their performance, learning and development. Each individual or group has the potential to influence and reshape how the other individuals or teams behave.

This unpredictability has various implications for those looking to coach them. For example, as performance, learning and development are not sequential or straightforward (nonlinear), it is difficult to make any pre-determined predictions about outcomes based on the information you have at the start. You can’t, for example, foretell which team will win a match based only on the first five minutes of play. Continuous interactions between players can change things on field, which leads to the next key point.

It’s important to understand that the most skilful players are those who can assess what is happening in a game, learn quickly and

The most skilful players are those who can assess what is happening in a game, learn quickly and continually adapt to changes in play over time.

continually adapt to changes in play over time. These changes will be influenced by internal processes, because of aging, the effects of injury or changes in motivation, for example, as well as externally, such as amendments to strategy, playing styles or rules of play.

PRACTICAL APPLICATION

To provide value and meaning to practice designs in a nonlinear pedagogy, the most important methodology is the manipulation during practice of ‘task constraints’. These are any factors that influence an

athlete’s behaviour or actions in a training activity. These include rules and conditions, physical boundaries, space, time and equipment, and can be manipulated by coaches to change the nature of a practice task. In other words, coaches need to keep changing the rules of the practice task, the space or numbers involved, as well as the nature of the challenge or problem-solving opportunities for players.

To dig deeper into these themes and more, follow the link or scan the code overleaf.

IMPORTANT PRINCIPLES

1

REPRESENTATIVE DESIGN –

Practice tasks should simulate what happens in competitive performance contexts.

2 ADAPTIVE FUNCTIONAL VARIABILITY – Practice and training programmes should be designed so that players are challenged to adapt their actions, continually, individually and collectively, to changing environments.

3

INDIVIDUAL DIFFERENCES – Players change from moment to moment (due to fatigue, stress and excitement) and over longer timescales (due to experience and learning, growth and maturation and ageing, for example). Training should take account of these changes in individual states.

5 OPPORTUNITIES INVITE ACTIONS

– The practice landscape should be designed to closely resemble performance, constantly providing opportunities and challenges for players to recognise, accept and solve problems in practice games.

6

4

’AFFECTIVE’ LEARNING DESIGN –

Coaching should embrace the emotional make-up of individual players, as this can affect both their practice and performance. Training should provide players with opportunities to regulate their emotions in action, developing resilience to think clearly and make decisions when their thoughts are suddenly perturbed by anxiety or anger.

7

TASK SIMPLIFICATION – Coaches should take care not to break up tasks into micro-components that are isolated from relevant contexts. This may prevent players from finding the key bits of information they need to regulate their actions during performance.

REPETITION WITHOUT REPETITION – Practice games and activities must challenge players by providing opportunities for them to solve performance problems continually, rather than merely repeat and rehearse a movement technique or a problem solution provided by a coach and performed in isolation of pressure and game context.

8

ENRICHMENT OF ATHLETEENVIRONMENT INTERACTIONS

– Finding a nuanced balance between specific and more general practice experiences helps to develop and exploit the changing athletic capacities of players over their playing career, from youth to senior stages.

We are delighted to introduce the LMA and LCA Skill Acquisition Guide, the first technical-themed publication in our series of personal and professional development guides.

Coaching is a skill that requires career-long growth and development. For some of our members, it may feel like a natural accumulation of everything you’ve learned about the game since childhood, coming to life in a training session, team-talk or one-toone with a player. For others, coaching may feel more academic, the transfer of knowledge from one generation to another, or from peer to peer. With each session or exchange, your own personal bank of

experience increases in value.

What unites all of our members, though, is a hunger to constantly grow, improve and adapt their coaching skills to the modern game. At the LMA and LCA, we recognise this thirst for knowledge. Through the LMA Institute of Leadership and High Performance, we are committed to providing opportunities for our members to continuously develop and challenge their knowledge and perceptions around coaching.

Through consultation with our members, we know that the principles of skill acquisition are of real relevance to coach development today, and will likely be the focus of growing attention in the future. To this end, we have engaged with some of the

most respected practitioners and researchers in the field, notably Keith Davids, Professor of Motor Learning, and his team at Sheffield Hallam University’s Centre of Sport and Exercise Science, to share their insight and expertise. We thank them for doing so in such an accessible and engaging way.

We hope this collection of introductory articles serves not only to inform you, but also encourages you to reflect on your own coaching practices, and prompts further research and reading. Meanwhile, the LMA and LCA will continue to provide a wide range of learning opportunities and material around the core skill acquisition principles outlined in this guide.

Photography: Reuters // Action Images

WEBINAR: BOOSTING PLAYER ENGAGEMENT.

Danny and Nicky Cowley, current Head Coach and Assistant Coach at Colchester United, have had distinguished management careers that have seen them manage in eight of the top nine tiers of English football.

Boasting a wealth of experience, the brothers started at Concord Rangers, before moving on to Braintree and then Lincoln City. There, they took the Imps from the National League to League One, and became the first nonleague club to reach the FA Cup quarter-finals in 103 years.

Coaches further down the footballing pyramid face a

number of unique challenges. Finding marginal gains to extract the best performance from the limited resources and time they have with players is crucial.

In a webinar, produced with LMA Technical Partner Hudl, the brothers go into detail about how video and off-the-pitch learning can encourage players to take ownership of their development, democratising the analysis process, and fostering a positive dressing room culture that strives for success and selfimprovement.

SCAN THE BARCODE OPPOSITE TO WATCH THE WEBINAR.

All LMA members enjoy a preferential rate across our outstanding range. Visit your local Lexus Centre to discover our exclusive LMA offering.

Model shown is Lexus RZ 450e Takumi Bi-Tone. Official fuel consumption figures in mpg ( l/100km ) : N/A. Combined CO 2 0g/km. Electric range 251 -271 miles based on a full charge. *Battery electric vehicle requiring mains electricity for charging. Figures are provided for comparability purposes; only compare fuel consumption, CO 2 and/or electric range figures with other cars tested to the same technical procedures. These figures may not reflect real life driving results. Fuel consumption, CO 2 produced and electric range can vary significantly depending on a number of factors, including the accessories fitted (post-registration), driving style, conditions, speed and vehicle load. All models and grades are certified according to the World Harmonised Light Vehicle Test Procedure ( WLTP). More information can be found by visiting: www.vehicle-certification-agency.gov.uk/fcb/wltp.asp.

PERSONAL WELLBEING & PERFORMANCE.

PERSONAL WELLBEING & PERFORMANCE COLUMN

Oliver Patrick

MODERN LIFE IS RUBBISH.

Being ‘well’ isn’t easy in today’s world. How do we shift the gauge in the right direction?

Crucially, food is now missing fibre, so we need to eat more wholefoods, mostly plants, and eat them slowly.

Conversations around health are all about context, because we’re all interested in something different – we might be losing weight, are feeling stressed, or have a particular health issue. However, the one common denominator I’ve found is energy. If you were to look at your energy over the last six weeks – and that’s a good barometer, because your health doesn’t change overnight – your physical energy, emotional energy, social energy, and so on, what score would you give it out of 100? I’ve worked with large companies where the average was 35. Indeed, we’ve come to accept low energy as something of a byproduct of modern living.

We are living in a world where it isn’t easy to be well. Everything is aimed at trying to get us to gain weight; laboursaving devices mean we’re not burning calories, and food is more calorie dense than ever before. It’s what we call an ‘obesogenic’ environment. It

has also, however, become an ‘anxiogenic’ environment, where we’re constantly scared or anxious about the world we’re living in. Every piece of news and event is streamed to us constantly, as are updates about other people’s lives, which always seem better than our own.

Then, finally, we have the ‘exposome’, our environmental exposures, such as consumption of microplastics and benzene, and exposure to artificial light and noise. From a system point of view, you are facing an assault that means you’re more likely to be unwell than ever before. The path of least resistance in the modern world is that you will gain weight, have depreciating mental health and suffer the side effects of toxicity. Therefore, we have to actively work against this in order to be well.

So what does it mean to be ‘well’? The WHO definition is, ‘A complete state of physical, mental and social wellbeing, not

merely the absence of disease or infirmity’. Sadly, there is no ‘good health’ professional looking after us; our GPs are interested only in the specific ailment or problem that we have presented to them. The healthcare system is designed to prevent you from becoming unwell, but your

body doesn’t just work or not work. What interests me is how do I drag the dial one way or another?

While we used to put much of the blame for our health on our parents, only 10% is down to genetics, the rest is lifestyle. In

fact, few diseases are actually ‘caught’ these days, they are not ‘communicable’, they are what we call ‘lifestyle diseases’.

There are certain lifestyle factors that are particularly important and often misunderstood, the first of these being recovery,

Oliver Patrick speaks at the 2024 LMA Annual Conference at London’s British Museum.

Reuters // Action Images

You are the sum of the choices you make in five key areas: movement, nourishment, recovery, your environment (including social), and how you see the world.

or your ability to restore your energy. Your body is communicating with the world constantly, trying to predict whether to prepare for calm or for threat. It responds by either slowing the heart rate, moving blood to the digestive organs and allowing you to recharge, or does the opposite when it senses danger. Often, our environment means that throughout much of the day our bodies are awaiting threat rather than calm, and over time this paints a picture of depreciating energy. Our lives are constantly telling us to be switched on.

Secondly, we often turn to coffee in an attempt to restore our energy, or alcohol to decompress. Products like these only make it worse and don’t seek to address the root cause of the problem. It’s important to have a hard stop on the world, a point where we tell the brain it can prepare for calm and recovery. We need a deliberate strategy to decompress that isn’t based around alcohol, but that focuses on things that naturally calm the body.

Exercise is also critical. While doing it as a hobby might enable us to get pleasure from it, it is essentially biological system maintenance, and when we don’t

get enough it leads to depreciation of every biological system in the body. Government guidelines for exercise are not only for 150 minutes of cardio per week, but also two weight training sessions and two coordination sessions.

Finally, there must be a focus on nourishment, because 57% of calories consumed in the UK diet now come from ultra-processed food. The problem here is both what’s in that food and what’s not in it. Crucially, food is now missing fibre, so we need to eat more wholefoods, mostly plants, and eat them slowly.

You are the sum of the choices you make in five key areas: movement, nourishment, recovery, your environment (including social), and how you see the world. Your physiology is the product of all the things you have done over the last six weeks that nourish it in these areas, versus the things that have challenged it. It’s not one single thing, so you can afford some poor quality behaviours; it’s the aggregate that needs to be improved. Because everyone is different, there is no magic bullet that will make everyone well, but by making changes in these key areas we can help to shift the dial in the right direction.

10 IDEAS: SPEECH & LANGUAGE.

HIDDEN MEANING.

Effective communication is about far more than simply choosing the right words. The tone of your voice – encompassing volume, pitch, speed, emphasis and intonation – is central to how well you convey your message. Like body language, it can reveal important clues about your emotions, attitude and intent, thereby enhancing the social interaction.

Varying how high or low you are speaking, especially during a long monologue or presentation, helps to keep the listener engaged, and adds depth and nuance. It’s important to be aware if the pitch of your voice starts to get too high or low and stays that way, as this tends to convey extremes of emotion, such as anxiety and excitement (persistent high pitch) or sadness (persistent low pitch).

3

SPEAK VOLUMES.

We’re taught from an early age to ‘speak up’ and talk ‘loud and clear’, and depending on the size of the space and the audience this advice may well be sound. Volume conveys confidence and authority, and shows your intent to not only have the attention of those nearby, but the whole room. It’s important, however, to adapt to the situation. Speak too loudly in a smaller space or a more intimate situation and you may appear brash and overbearing.

SOFTLY, SOFTLY.

In one-to-one situations or when speaking with a small group, a softer, quieter voice can convey vulnerability and empathy, inviting those present to trust you, speak out and share their thoughts and emotions. Active listening, whereby you pay attention not only to the other person’s words, but to the emotions and needs behind them, is also important if you’re to respond appropriately.

SLOW DOWN.

While some people talk quickly out of pure unbridled enthusiasm for their subject, more often than not it’s a sign of nerves. It suggests that the speaker lacks conviction in what they’re saying and would rather that their moment in the spotlight pass quickly. Because the resulting communication is often poorly articulated and unengaging, the listener may either zone out or forget your messages soon after.

6

VOICE MATCHING.

In a one-to-one situation, matching the tone of the other person can help to establish a deeper connection with them; it demonstrates subtly that you are listening and empathising. Being careful not to descend into mimicry, pay attention to the volume, pace and pitch of the other person’s voice and try to speak in a similar manner when you respond.

Non-verbal communication, normally in the form of ‘ums’ and ‘ers’ tends to be viewed negatively, but it’s simply the brain’s way of placeholding the conversation while you take a pause. It tells the audience ‘there’s more coming’. Pauses in public speaking are important, too. They allow your audience to digest what you are saying, enable you to prepare for what’s next, and make it easier to keep the pace, pitch and volume of your voice in check.

MENTAL PREPARATION.

Your emotions and, in particular, your level of stress and anxiety, can influence the tone of your voice, making you appear more hesitant, uncertain, lacking in confidence or rushed. Developing ways to manage your thoughts and emotions, through deep-breathing exercises, visualisation and mindfulness, for example, can help ensure you maintain a calm and confident tone when it matters most.

PUT IT THIS WAY.

Consciously or unconsciously, you can communicate a point so that it encourages others to interpret the situation in a certain, normally more positive, way. This doesn’t mean hiding facts or bending the truth; it’s simply about framing and choice of words. Describing a glass as ‘half full’ rather than ‘half empty’ is a classic example. Referring to ‘we’ and ‘us’ rather than ‘you’ is especially important in conveying a sense of unity, shared responsibility and absence of blame.

Team communication should be cooperative, rather than confrontational. This means you show a willingness to consider the other person’s position, offer choices and invite discussion rather than disagreement. ‘I’m curious about why this happened, can we talk’, for example, contrasts heavily with phrases such as, ‘you messed up, what were you thinking?’ When raising negative issues, think about how you might phrase things constructively.

Words: Alice Hoey

Photography: iStock

PITCH PERFECT.

With high-performance environments like the football industry acting as breeding grounds for perfectionists, Dr Jennifer Lace examines why striving for the best can be a double-edged sword.

Words: Dr Jennifer Lace

Photography: iStock

Coaches and managers in elite sport operate in an environment that has evolved over the years to produce and continually fine-tune high-achieving individuals. The narrative is undoubtedly a positive one: critique and improve yourself every day, maintain an optimum physical condition, uphold and manage a professional, clean and responsible brand to the various media channels, and generally don’t slip up in anything you do. The problem is that while this highly reflective and self-critical approach leads to improved outcomes, not everyone is well equipped to cope with the psychological fallout.

WHAT IS PERFECTIONISM?

Perfectionism is not the same thing as having high standards. Whereas people who have high standards often enjoy the process of achievement and reflect in a balanced manor, perfectionists tend to be highly critical of themselves. This may be to the extent that they pick out things that they believe went wrong, even when they’ve achieved the desired goal. In short, they are never satisfied with themselves.

Clinical perfectionism can be defined as an excessive dependence of a person’s selfevaluation on striving for, or achievement of demanding, selfdefined goals. Furthermore, in clinical perfectionism this style of self-evaluation and the associated

striving persist despite negative consequences. This is called ‘maladaptive perfectionism’ and is associated with consequences such as strong self-criticism, fear of negative evaluations and failure, various behavioural problems.

Despite this, the term ‘perfectionist’ has taken on largely positive connotations in everyday use, and indeed many people wear perfectionism or perfectionistic tendencies as a badge of honour. It is, however, something of a double-edge sword, because the same thinking patterns that motivate people to give their best, strive for high standards and achieve great outcomes also cause stress and other psychological struggles. Perfectionism often makes people despair, doubt, procrastinate and overly critique themselves, and it hinders their ability to cope adaptively with setbacks.

RELEASE THE PRESSURE

Rather than attempting to make perfectionist tendencies go away, it’s more important to be able to recognise and manage the limitations and problems that they cause. This can be a challenge in itself, because many perfectionists fear that if they were to let go of their meticulousness and conscientiousness, it would have a negative impact on their performance and achievements.

Individuals may stick to their perfectionist behaviours and thinking patterns even when it proves counter-productive. The overall goal for managing perfection should, therefore, be to take the pressure off, rather than reduce standards. It is about acknowledging that in order to achieve great things, it is normal and expected that we will do some imperfect things.

There are various tools to help manage perfectionism, ranging from self-help books to oneto-one cognitive behavioural therapy, to working with a clinical psychologist on daily behaviours. Key areas of focus, however, are likely to include the following:

REFRAME

Remember 100 percent consistency is unrealistic. Some people avoid starting new habits or tasks unless they know they can achieve perfection in it every day. This can lead to procrastination and avoidance coping strategies. It’s important to be flexible and recognise when it’s necessary to take time off from working toward your goals, especially if you are starting to feel burned out. Falling short or not achieving what you hoped on some tasks and projects is totally normal.

STOP OVER-DELIVERING

While it can be tempting to think, ‘If I’m not over-

Dr Jennifer Lace,

LMA Consultant Psychologist

Jennifer has worked within domestic and international football for over 10 years, at football clubs and a variety of football national governing bodies, and has helped both athletes and coaches. She has British Psychological Society training through a Doctorate in Psychology and is a member of the British Association of Sport and Exercise Science as a Charted Scientist.

delivering, I’m under-delivering’, this is rarely true. When given time, resources, and payment to complete a task, it’s important to perform it well, but standards and time investment shouldn’t be disproportionate to its value. Recognise, for example, that while you may feel you have to reply to an email immediately, it’s unlikely the other person is expecting that from you.

THINK ABOUT HOW OTHERS EXPERIENCE YOU.

Often, individuals with perfectionism are difficult to be around, because people find their unrealistic and relentless high expectations difficult to meet. It’s important to consider how demanding you are of others and whether your perfectionism is taking over. Projecting your perfectionistic tendencies onto others can also leave you feeling frustrated when they don’t deliver to your standards, or think in the same way as you. It’s important to manage and reframe your expectations, remembering that everyone is different and has their own drivers and influences.

RE-ASSIGN TASKS

Perfectionists can find it difficult to let go of control, because they fear that if they hand over work it won’t be done to their exacting standards. It’s important to learn to do this, and even to enjoy delegating tasks as a way of relieving the decision-making

burden. Ask yourself, am I best placed to do this, and would my time be better spent elsewhere? Could someone else step up and be accountable for this task?

REMEMBER THE PROCESS

Most perfectionists focus so much on achieving a particular outcome that they forget to enjoy the process itself. Taking time to think about how you achieve a goal, and reflecting on what experiences and learning that process brings, can help you to appreciate the value in each small step and achievement.

EMBRACE THE MISTAKES

Perfectionist individuals often find it difficult to cope with mistakes. Black and white, all or nothing, thinking patterns kick in, and mistakes become catastrophic events that make them feel useless or worthless. There will, however, always be mistakes, and it’s important that we accept this. Mistakes are part of the process of achieving great things, and are not a reflection on how valuable we are as individuals.

Perfectionist tendencies can help us to improve as professionals and achieve success. However, as we reflect on our daily performance and learning, we should be ready to recognise and manage any critical thinking patterns that have tipped over into something unhealthy and potentially destructive.

Words: Alice Hoey

HOW TO: STAMINA.

IN FOR THE LONG HAUL.

Success in most fields isn’t about a sprint to the finish, but rather a long slog. That takes stamina. Defined as the ability to sustain prolonged physical or mental exertion, it is as important for a leader as it is for an athlete. Stamina is synonymous with drive, optimism, energy and enthusiasm, and it’s vital for performance consistency.

AN EXERCISE IN PERSEVERANCE.

While often confused, endurance and stamina are not the same thing. Endurance is about sustaining exertion for a long time, but at a submaximal level, so you’re not going all out. Stamina is about sustaining or repeatedly demonstrating a far higher intensity of physical or mental exercise. Regularly engaging with endurance activities is the key to improving stamina.

BODY WORK.

Having good stamina means you experience less stress or discomfort while doing an activity (physical or mental) and less fatigue afterwards. Building physical strength requires a varied strength and cardio regime that challenges you progressively over time. Good hydration, a balanced, nutritious diet and adequate recovery time are also key.

TRAIN THE BRAIN.

While physical stamina is about pushing through stresses and fatigue on the body, the term ‘mental stamina’ can be used to describe how well and how long you can do a task, such as reading or writing, or keep up a train of thought, without a loss of focus or performance. Relaxation techniques, positive self-talk and imagery, healthy goal-setting and learning to remove or ignore distractions can all help to develop mental stamina.

KNOW YOUR RED FLAGS.

Elite athletes understand the importance of recovery and are skilled at pacing themselves, during training and in a race. Being self-aware enough to spot the signs of fatigue and take action is essential. View physical and mental wellbeing as a performance factor, and build recovery periods, where you allow your brain to take a break or tackle a different kind of task, into the working day.

DON’T GET STUCK.

MANAGE YOUR EXPECTATIONS.

Staying the distance is important, but even with good stamina it’s not always possible or most effective to achieve a task alone. Delegation is a key leadership skill, as is knowing when to ask for guidance or emotional support. It is a sign of strength, not weakness, to draw on the expertise and enthusiasm of those around you in order to make it to your destination.

Because stamina is about propelling yourself constantly forward, it depends equally on how you deal with things that hold you back. Disappointments, perceived failures and setbacks can put the brakes on momentum, and sap energy and drive. Developing coping strategies and building mental and emotional resilience are therefore key to maintaining long-term performance.

PRIME TIME.

While we might be leading healthier lives and feel that we’re fitter than past generations, middle age brings certain risks that we should all be aware of.

Words: Dr Robert Sands, HCA Healthcare UK Photography: iStock

Aging itself is not a disease, but understanding the risk factors at different stages of our lives is essential.

With better access to information, more advanced medical care, and a greater emphasis on wellness and preventive health in modern society, many of us are feeling fitter and healthier than ever. We may also perceive ourselves to be younger, socially and mentally, than our parents or grandparents were at our age, and this in turn can influence how we view and manage our physical health.

It’s important to remember, however, that while lifestyle choices are incredibly important, they can only ever mitigate the inherent challenges of aging. The natural aging process, which includes a decline in muscle mass, bone density and metabolic rate, cannot be held back entirely.

This, combined with various biological, physiological and lifestyle factors, means there are certain health risks that we should be particularly aware of in what we commonly refer to as ‘middle age’, the period between the ages of 41 and 60. These include some chronic conditions that, despite all the advances in health over the years, are actually more prevalent today, such as obesity and type 2 diabetes.

PREVENTION AND AWARENESS

Some of the health risks associated with middle age vary slightly between the genders, but are common to both. Others are of specific concern to either men or women. Risks we should all be aware of include cardiovascular disease and stroke, type 2

diabetes, certain cancers, mental health issues, bone health concerns, weight management problems and digestive health issues.

For men, benign enlargement of the prostate and prostate cancer become more prevalent in this age group, as do abnormalities such as erectile dysfunction and reduced libido. Open discussions with your doctor, as well as addressing underlying health conditions, can be very helpful in treating or managing these conditions.

For women, meanwhile, the risk of breast cancer increases, making it important to selfexamine regularly and take advantage of mammograms in order to detect any abnormalities early. Menopause-related issues

also become more prevalent among women in this age bracket, and it’s worth speaking with your doctor or health practitioner about the many safe and effective treatments that are available.

The more mindful that we are of our lifestyle choices, especially when we are young, the less damage there is to reverse in later life. However, it’s never too late to benefit from changes in how you lead your life, even in later middle age. While some damage caused by unhealthy habits may be irreversible, many positive effects can still be achieved, and it’s possible to make significant improvements to your health and quality of life. Even making little changes to your dietary choices and exercise regime, for example, can have

an enormous positive impact, physically and mentally.

HIDDEN DANGERS

What’s perhaps most important to realise, however, is that even if you feel fit and healthy, are exercising regularly and eating well, you should still be aware of, and look to manage, the potential health risks associated with middle age. Many health issues can develop silently or have symptoms that aren’t immediately noticeable. This is where screening becomes crucial. The screens are designed to pick up on a number of key medical conditions, which may not be apparent day-to-day. These include high blood pressure, type 2 diabetes, bone health and prostate cancer, to name just a few.

The screening programme offered through HCA Healthcare UK to

Dr Robert Sands

Dr Robert Sands is the Lead GP at Baker Street Medical Centre, part of HCA Primary Care. He is an experienced GP and Occupational Medicine Practitioner, and frequently carries out medicals for the LMA.

LMA members, for example, is designed to address each of these key risks in turn, picking up on any abnormalities and addressing them at the earliest stage possible. Extremely comprehensive and thorough, it can be immensely useful in detecting a number of the conditions mentioned here.

A typical screening will involve an experienced GP taking a personal and family history, a discussion of your lifestyle, physical measurements, such as BMI and blood pressure, a wide-ranging panel of blood tests, a full physical examination and an ECG. The goal is to be able to reassure patients, as well as identify a wide range of conditions at the earliest stage possible.

For example, the outcomes for treating prostate cancer are typically much more successful if it is detected early on using a PSA blood test. Meanwhile, by identifying the key risk factors of cardiovascular disease early and attempting to reverse them, measures can be put in place to reduce the risk of heart attacks and strokes.

Aging itself is not a disease, but understanding the risk factors at different stages of our lives is essential if we’re to adopt strategies to maintain health and wellbeing as we age. Many age-related health issues can be managed or mitigated through lifestyle changes, regular medical check-ups, preventive care, and staying active, both physically and mentally.

Certificate of Higher Education in Football Development

In collaboration with The Football Association

Developed in collaboration with The FA, this programme provides an opportunity for existing and aspiring football industry professionals to develop critical understanding and application of the various constituent components of football development at grassroots and elite levels in a variety of industry contexts. This one-year, distance learning course provides you with the understanding and skillset to achieve your desired career in football development.

THE GAME.

A NEW ERA.

The Premier League is providing funding and support to the new independent organisation running the top two tiers of the women’s game.

Women’s Professional Leagues Ltd (WPLL) has taken over responsibility for the Barclays Women’s Super League and Barclays Women’s Championship from The FA, with each of the leagues’ clubs now a shareholder in the new company.

WPLL will be supported by the Premier League through a co-operation and funding agreement. This includes a £20m interest-free loan, which will provide vital capital to build strong foundations and invest in areas such as recruitment and the development of long-term projects.

The Premier League will also offer extensive support and knowledge sharing in a wide range of areas, including broadcasting, commercial and football operations.

The Premier League’s support

for WPLL is in addition to more than £21m it has invested into developing the women’s and girls’ games between 2022 and 2025. This has included £10.5m into the WSL and Women’s Championship to enhance the leagues and clubs, and investment in the FA Women’s National League, with a new strategy to strengthen the third and fourth tiers of women’s football in England.

The investment has also covered the FA Emerging Talent Centres, of which there are now 73 confirmed, doubling the previous number and increasing player numbers from 1,722 to more than 5,000. Finally, Premier League investment has led to the development and diversification of the future football workforce. This initiative focuses on enabling young people to access and understand opportunities in football on and off the pitch,

and has seen more than 1,200 young people supported through leadership courses, training and mentoring.

Premier League Chief Executive Richard Masters said: “This is a key moment in the development of the professional women’s game in England and we are pleased to be able to support Women’s Professional Leagues Limited, both financially and by providing expertise in a number of key areas.

“The Premier League is proud to develop the game at all levels, and in recent years we have enhanced our support for women’s and girls’ football. This ranges from investing in the development of pathways for young players, to support for the professional game. We look forward to being closely involved in this exciting period for women’s football.”

JOIN THE FAMILY.

New brand platform aims to recognise, reward and celebrate grassroots volunteers.

Photography: England Football

The England Football Family, launched by The FA in August, will raise the profile of volunteering across the country, with the aim of retaining, recruiting and rewarding grassroots volunteers from all communities, all the year round.

Created following consultation with over 1,500 grassroots football volunteers, the new brand platform will ensure that everyone in the grassroots workforce is equipped to perform their role, recognised for the work they do and has the confidence to excel.

All volunteer branding on England Football channels will transition over to The England Football Family for the

2024/25 season, with grassroots volunteers at the heart of the campaign throughout messaging and assets. New creative elements will be weaved into all communications to workforce audiences, including on England Football social channels, CRM and the England Football website. County FAs have also received a bespoke toolkit to ensure that The England Football Family messaging is consistent at both a national and regional level, with clear direction available to those who seek more information on becoming a volunteer.

Volunteers are the heart and soul of grassroots football, with around 860,000 people supporting and growing the

game they love. Members of The England Football Family will gain access to development opportunities for a wide range of roles across the game to support them to thrive and grow.

Volunteers will also have access to rewards, such as ticket offers, exclusive England Football partner offers and priceless experiences for themselves or their club or league.

From coaches and referees, to groundspeople and club secretaries, there are volunteering opportunities to suit everyone. To find out more about how you can get involved with and become part of The England Football Family, go to Englandfootball. com/volunteer.

According to the most recent Laureus Sport for Good Annual Review, mental health is the fastest growing issue among the children participating in its network, which includes over 300 programmes, in 42 different countries. A partnership between Laureus and the LMA aims to tackle this issue head on.

Through the LMA Institute of Leadership and High Performance, Laureus’ coaches will have access to a plethora of mental health and wellbeing resources and educational tools, designed by the LMA’s team of expert clinicians and consultants, helping them support the mental health of the children they work with.

The collaboration between the LMA and Laureus Sport for Good will see the same mental health expertise and approach applied as is used by Premier League, EFL, WSL and Women’s Championship football managers, positively impacting the lives of over 240,000 children across the Laureus programmes.

Laureus Academy member, LMA member and former Premier League manager Ruud Gullit welcomed the partnership between the two organisations: “I joined the

Laureus Academy in 2017 and it has been a privilege to see, and be a part of, the incredible work done by the programmes it supports. As an LMA member I am also part of a progressive organisation that strives to have a positive impact on the game and the wider community. In recent years, both Laureus and the LMA have been pioneers in recognising and adapting to the challenges of mental health.

“While, at first glance it may appear that the worlds of professional football management and children in some of our most vulnerable communities are miles apart, this partnership shows that when it comes to mental health, we all have common ground. I am proud that the same world-class expertise accessed by those in professional football will now be used to help young people in projects Laureus supports in places as diverse as Mumbai, Rio and Cape Town.”

LMA Chief Executive Richard Bevan OBE, added: “The LMA is extremely proud to announce our new collaboration with Laureus Sport for Good. Tackling mental health issues and supporting the development of wellbeing are of primary focus to the LMA. We are delighted that our knowledge and expertise can now be shared

with Laureus’ sport leaders and coaches, continuing the positive impact that Laureus has had on the lives of children and young people.”

LMA Chairman Martin O’Neill OBE added: “This is an important and exciting charity partnership for us at the LMA. Over the next three years, we’ll be working with a world-leading sport for development organisation in Laureus Sport for Good, offering support, resources and educational tools to their wide network of Sport for Good programmes. Mental health and wellbeing is at the heart of our organisation, and we’re proud to be sharing that information and knowledge from the elite levels of the game here in England with grassroots coaches and leaders around the world, helping Laureus in its mission to transform the lives of children and young people through the power of sport.”

Laureus Sport for Good was founded in 2000 to use sport as a driver for societal change and has impacted more than six-and-a-half million children and young people. It now funds, supports and implements sports-based community programmes around the world that use sport to tackle violence, discrimination and inequality.

England Interim Head Coach Lee Carsley and Assistant Coach Ashley Cole congratulate Anthony Gordon on his performance following England’s win over Ireland in the Nation’s League. The game saw four players score their debut goals for the senior England side, something not seen since 1934, and ensured promotion to Group A. Reuters // Action Images

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