The Manager - Issue 17

THE MAGAZINE OF THE LEAGUE MANAGERS ASSOCIATION

ISSUE 17 £7.50

ANDRé VILLAS-BoAS

WISE HEAD, YOuNG SHOuLDERS

SPONSORED BY

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WELCOME

FROM the When you turned up at work this morning who did you find waiting for you? Was it a roomful of familiar, happy faces; people you know inside out? Do they understand you, your methods and objectives and accept them without question? Do they each know their role in the team and give you their total respect and attention? And as your team-members left for home, patting one another on the back for another productive day, did a pig fly over in club colours?

Providing leadership to a diverse group of

“Teams don't come purpose built and pre-packaged, full of identikit superstars with no opinions or characters of their own” individuals is tricky. Getting them to behave and perform as a team is even trickier. Teams don't come purpose built and pre-packaged, full of identikit superstars with no opinions or characters of their own. They grow organically and, you would hope, strategically and have to adapt to changing team-members, managers, stresses and challenges.

On page 16 we try to understand the behaviours that underpin great teams and the leadership skills required to foster them. Roberto Forzoni, Alex McLeish, Guy Poyet and Tony Pulis are among those sharing their experience.

In our cover feature meanwhile, André VillasBoas explains why he has based his leadership around collective rather than individual values. “Whenever

The League Managers Association, St George's Park, National Football Centre, Newborough Road, Needwood, Burton upon Trent DE13 9PD The views and opinions expressed by contributors are their own and are not necessarily those of the League Managers Association, its members, officers or employees. Reproduction in whole or in part without written permission is strictly prohibited. www.leaguemanagers.com

possible, I'll encourage the group as a whole rather than individual players, because players need to understand that the group is more important than anything else,” he says.

Of course, treating everyone equally in this way isn't always easy. As we discover on page 48, adding a maverick or two into the mix creates a whole new layer of complexity to leading a team. “You have to identify whether an individual's genius is adding more to the performance of the team than they are taking away,” says Jeremy Snape in an article full of insightful and highly practical advice.

Finally, go to page 38 for a peak inside a new book published in association with the LMA. The Manager: Inside the Minds of Football’s Leaders should be at the top of every professional and aspiring manager's reading list this autumn. As always, let us know what you think.

Should people like or be like one another to succeed as a team? Find out what our experts think on page 16.

Editor Alice Hoey alicehoey1@gmail.com Editor for LMA Sue McKellar sue.mckellar@lmasecure.com Publisher Jim Souter jim.souter@lmasecure.com Art director Sam Bowles sam@bowlesassociates.com Photography Action Images unless stated Head of business development Tim Munton tim.munton@lmasecure.com Partnerships and events manager Alex Smith alex.smith@lmasecure.com

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FROM THE POST ROOM TO THE BOARD ROOM, EVERYONE THINKS THEY CAN BE

THE MANAGER OUT NOW

How do you manage outrageous talent?

How do you turn around a team in crisis?

What’s the best way to build long-term success?

The biggest names in football management reveal the secrets to successful leadership and surviving under pressure Available in hardback, ebook and audiobook www.themanager2013.com |

T he Ma na ge r 2013 |

Published with the support of the LMA, Barclays and Deloitte

@ The Ma na ge r 2013

welcome

FROM the They say ‘time waits for no man’ and in football time moves at a truly extraordinary pace.

Let’s pause for a moment to reflect on the fact that, during the past 12 months, more than half of clubs changed their managers and some have a completely new starting 11.

While there is no silverware for surviving or becoming established in a league, it's worth remembering that there are many more ways to measure success in football than trophies and promotions.

If clubs and supporters took a moment to reflect on this, the pace of change might begin to slow down.

On LMA matters, I am extremely

“our new Diploma in Football Management will not only benefit current managers. it will play an integral role in enhancing the learning process for aspiring coaches and managers”

chief executive proud to announce that, with Bloomsbury and Mike Carson, we have published our first official book, The Manager, Inside the Minds of Football’s Leaders. With some 30 of the biggest names in football management revealing what it takes to succeed, it is essential reading.

We are now in our second year at St George’s Park and the relocation has already helped us to improve how we deliver services to members.

Staying with the theme of development, I am also proud to announce that the LMA is launching a new Diploma in Football Management.

This qualification, with its full range of

Premier League and Sky Bet Football League is that they can shut the domestic window before the season starts, but they will not prevent any transfers with European clubs targeting their players. In this instance, English clubs would be at an extreme disadvantage to European competitors.

When you consider the window was introduced over 10 years ago, it is certainly time it was reviewed by FIFA and UEFA. I would like to congratulate Hope Powell on her achievements over the past 15 years, having left her role as England Women's senior team Head Coach in August.

The LMA also looks forward to working with Gareth Southgate following

modules, will not only benefit current managers. It will play an integral role in enhancing the learning process for aspiring coaches and managers.

On wider issues, the transfer window has once again proved to be a hot topic for debate. The difficulty for the Barclays

his appointment as Head Coach of the England Under-21 team.

I would like to close by wishing LMA President Roy Hodgson the very best for the forthcoming qualifiers for next summer’s World Cup, as well as all the managers for the season ahead.

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CONTENTS

LEADERSHIP & MANAGEMENT

16

20

The A team What behaviours and mentalities characterise a high-performing team? With Roberto Forzoni, Tony Pulis, Guy Poyet and Alex Mcleish.

26

Perspectives: Mentoring We ask mentors and mentees how to get the most from a mentoring relationship and why it's worth it.

32

In profile: Sir Michael Darrington The ex-Greggs boss on why fostering job satisfaction is central to good leadership.

In profile: Steve Davis The Crewe Alexandra boss on managing a club that is committed to its future.

42

48

Elite Performance: Caterham F1 Team Principal and Chief Executive Cyril Abiteboul on long-term strategies and big ambitions. hEALTH & HAPPINESS

52

Resilience = results Resilience is key to physical and mental health, says Dorian Dugmore.

circle of control

circle of influence

Headstrong: Managing the mavericks Call the shots and stay ahead of the game, advises Jeremy Snape.

54

Away Match: Dubai Sea, souks and sand safaris.

circle of concern

58

Essential Kit Our tips on what to buy, read and drink.

6

60

Something Special “Inclusion is about equality of opportunity,” says Special Olympics' Jason Cornwell.

CONTENTS

12

Cover feature: André Villas-Boas

Wise words and a positive attitude from the youngest manager in the Premier League. pitch side

62

64

Bidding farewell to cancer The Sir Bobby Robson breakthrough online auction.

Hall of Fame: Terry Venables

66

Get there, stay there Prozone examines how promoted teams stay put.

also in this issue

06 Kicking Off 10 Column: Howard Wilkinson 30 How to... Give and take feedback 36 First and last chance 38 Essential reading

46 At the heart of it 68 The FA 70 The promise of youth 72 Park Life 73 Perform 74 News and events from the LMA community

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Newsbites

KICKING OFF Leadership is pl in sailing

aN Uphill challenge Next time you pass over an opportunity because you're feeling below par or give up on a task that just seems too tough, think on a recent case of man versus mountain.

35-year-old Steve Bates isn't the first climber to scale the 3,000ft granite rockface of El Capitan, California, and he certainly won't be the last. Carrying a 100kg 8

weight and sleeping in a hanging hammock, the climb took him six days. Many would do it quicker, but then they are not registered blind.

Diagnosed with the degenerative condition retinitis pigmentosa two years ago, Bates was determined to achieve his goal and be an inspiration to others. Mission very much accomplished.

A study by Ashridge Business School looked at the challenges faced by skippers taking part in the Clipper Round the World Yacht Race, concluding there's much leaders can learn from their experiences.

10 yachts took part in the 12-month circumnavigation of the globe, which covered 40,000 miles and passed through 13 countries.

The crews - a mix of professional sailors and amateurs from all walks of life and of all ages lived and worked together in cramped and often uncomfortable conditions, coping with adverse weather, unpredictable situations and tiredness.

But many of the leadership, team-building and motivational challenges faced by those on board were not a million miles from those encountered in the average high-pressure business environment.

Three behaviours in particular were shown to make a real difference to the performance of sailing teams – alignment, capability and autonomy – with over or under-development in any of these resulting in friction. This either slowed people down, impaired the overall agility of the team or led to the development of ‘teams within teams’.

“Faced with a prolonged period of uncertainty and change, effective team leadership becomes critical,” says Trudi West, researcher at Ashridge Business School. “When all things are equal, beyond controllable technical skills and an uncontrollable external environment, it is people that make the difference.”

NEWSBITES

FOllOw the leadeR

NOw FOR the sCIeNCe bIt...

IS youR GLASS ALWAyS HALF FuLL oR HALF EMPTy? Scientists have long suspected that being a pessimist can do more than just make you miserable company – it can have a significant impact on your health.

It's a theory backed by considerable research, which continues today in academic institutions such as McGill university in Canada and London's St Thomas Hospital.

Back in 1975, scientists surveyed more than a thousand inhabitants of Oxford, Ohio, about their jobs, health, family and their views on growing older.

Decades later, they trawled through the death records and tracked down the respondents of the questionnaire.

What famous leaders, dead or alive, do today’s CEos look up to?

1 Winston Churchill 2 Steve Jobs 3 Mahatma Gandhi 4 Nelson Mandela 5 Jack Welch 6 Abraham Lincoln 7 Margaret Thatcher 8 Ronald Reagan

(source: PwC)

9 John F Kennedy 10= Bill Clinton 10= Napoleon Bonaparte

It was found that those who had been most optimistic about growing older had lived, on average, some seven-and-a-half years longer than their more pessimistic counterparts. This took into account other possible factors, such as people feeling pessimistic because of prior sickness or depression.

Very similar findings emerged from a study of nuns living in a closed community, whose diary entries when they were in their 20s were scored according to the writers' optimistic or pessimistic outlooks. It turned out those who had expressed the most positive emotions about life had gone on to live up to 10 years longer than those who expressed the least.

dON't wORRy, be happy We should all be looking to emigrate to Australia, if the results of the OECD's Better Life Index are anything to go by. High scores for health and housing, high life expectancy (82 years - two years above the OECD average) public engagement and people's satisfaction with their housing situation were among the areas that helped Australia take the top spot once again.

The uK scored well for income and employment, but poorly for work-life balance. While the average disposable income for Brits is higher than the OECD average, the proportion of employees who work very long hours is higher and there is a big gap between the richest and poorest.

ICELAND NoRWAy SWEDEN CANADA

DENMARK

uK NETHERLANDS uNITED STATES

SWITzERLAND

AuSTRALIA THE ToP 10 RANKING CouNTRIES BASED oN THE oECD BETTER LIFE INDEx

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Newsbites

INFOGRAPHICS

According to the latest CIPD/Cornerstone OnDemand Learning and Talent Development Survey, professional development is still high on the agenda. But what are organisations doing and why?

Talent management

57%

Senior management

undertake talent management activities

High-potential employees Graduates

Most likely to be targeted

Key objectives

62%

60%

37%

36%

32%

27%

Growing future senior managers/ leaders

Developing high-potential employees

Enabling the achievement of the organisation’s strategic goals

Retention of staff

Meeting the future skills requirements of the organisation

Attracting and recruiting key staff to the organisation

EXPLOITING NEW Technologies

74% 15

of organisations currently use e-learning.

%

Of those, only 15% report that it is one of the most effective learning practices available to them.

10

Meanwhile, 90% of respondents in the public sector report using e-learning.

90%

91%

Who overall believe e-learning is more effective when it is combined with other types of learning.

Newsbites

How do they do it?

The most effective learning and talent development practices in 2013 are:

Coaching

51%

38%

In-house development programmes Mentoring and buddying – up from 19% in 2010

360-degree feedback

32%

26% 23%

High-potential development schemes

Focus:

Leadership development 85% will be carrying out activities in the next 12 months

50%

improving the skills of leaders to think in a more strategic and future-focused way.

45%

enabling the achievement of the organisation’s strategic goals.

Behaviour

41%

developing high-potential individuals valued by the organisation.

36%

GUI D E

producing a common standard of behaviour and ethics for those in leadership roles.

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COLuMN | HOWARD WILKINSON, LMA CHAIRMAN

eNGlaNd's yOUth COaChING Needs a RadICal RethINK The disappointing performances of England's youth teams this summer generated a torrent of comment and criticism. But the complex and deep problems underlying the current state of affairs were too often given only shallow analysis, says Howard Wilkinson.

Once again, many targeted the so-called 'English game', which to my mind entirely misses the point.

In fact, we do not have an English game and that is part of the problem, especially when it comes to the selection and performance of the men's national teams. Most of the players involved in England’s development teams come from Barclays Premier League clubs, where the game is dominated by foreign stars, who have helped to develop a fantastic product.

It is also important to note when judging our U21 and U20 tournament performances that, without exception, other countries manage to get their very best players to turn up; we don’t.

However, to think this is our only problem would be foolish in the extreme.

When you take a close look at senior World Cup and UEFA Championship results over the past 20 years, the teams who have made it through to the quarter and semi-finals are dominated by players who have an abundance of quarter and semi-final Champions League experience. They play regularly in the top five or six leagues in Europe for clubs that compete for the top five or six places in those leagues.

Many of these players also play in countries other than their own.

Almost all of our best young players are registered with Premier League clubs. However, there are not enough of our best players being picked regularly in the Premier League, particularly at U21 level.

The fact that we do not export English stars exacerbates the problem. Last season, only 29 English players appeared for Manchester United, Manchester City, Chelsea and Arsenal, compared with the top four in Spain (60), Germany (52), France (70) and Italy (52).

At U21 level it is worse. On a randomly selected weekend last April, the highly regarded CIES Football Observatory looked at percentage minutes played by U21 national team players across the top leagues in Germany, France, Spain, Italy and England. In Germany it was 10.7 per cent; in England 0.7 per cent!

While opinions vary as to the fundamental differences between league and international football, one difference is agreed by all. To be 12

“The soluTion will resulT in radical and hisTorical changes in The sTrucTure and organisaTion of our game”

Germany's u21 players get more opportunities to play in Europe's top leagues.

successful in the international game, you inevitably have to take a group of players from different clubs and successfully cope with the demands of tournament football, on and off the pitch, over a period of four or five weeks. There’s nothing in the life of a club player to compare with this.

Certain characteristics stand out about the best national development teams in Europe and South America. They recognise that club and international football are different, demanding different qualities, and they have a plan, which basically sees their young would-be stars developing along two parallel career paths – domestic and international. The plan incorporates a clear vision of the 'way we play' and 'our game'. It outlines a skill-set, style, shape and identity to be developed and refined as the players move through the age bands.

Across the 15-21 age band, the national coaches are guaranteed a great deal of contact time with players, which enables them to methodically develop their 'game'. Because they get to know the players really well, talent identification is more effective.

The best players can train and play together and play against the best from other countries. Ultimately, this means lots of tournament experience.

As the players travel along this international pathway, they are also playing in and being exposed to league football at the very highest level, either in their own country or abroad. Herein lies our catch-22; our best players are generally with our best clubs in the Premier League and from 15-18 their progress is appropriate to their needs. After that, they need to be playing in 'the team', but they are not.

With vision and strong leadership we can fulfil almost all of these criteria, but opportunity will remain the critical but unfulfilled ingredient.

Those who choose to see the Premier League as the problem are wrong; it can and has to be part of the solution. That solution will result in radical and historical changes in the structure and organisation of our game, but they are changes that would benefit all. If we are not prepared to agree to change, we will continue to struggle. Put simply, if we continue to do what we did, we’ll continue to get what we got!

cover feature: andrÉ villas-boas

wise head, young shoulders He may be the youngest manager in the Barclays Premier League, but André Villas-Boas has already proven his leadership credentials both in English football’s top tier and in Europe.

Words: Sue McKellar Photography: portraitcollective/Sam Bowles

T

o discover that you are sharing an apartment block with the head coach of your favourite club would be a dream for any young football fan. For that coach, who just happens to be Sir Bobby Robson, to offer you access to his training sessions and notes could be considered fate. It was an auspicious start to a career and an opportunity that André Villas-Boas grasped with both hands.

While, he says, he didn’t have the talent to make it on the pitch as a player, the time he spent with Robson, coupled with his love of FC Porto, inspired him to pursue a career in the dugout.

After taking his formal coaching qualifications, and spells working with British Virgin Islands and Academica, Villas-Boas landed his first major coaching position at his beloved FC Porto, which he

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acknowledges was a considerable boost to his professional management career.

“When I was appointed head coach, the side had already been Portuguese League champions for three consecutive years, which says something about the calibre of the club and the solid structure they had built up,” he says. “There was also an obvious passion in the players and, as I've since learned, emotion and motivation are key factors in achieving success. The power of the mind over technical, tactical and physical actions is decisive.”

The fact that he shared that genuine passion with the players and fans was also, he believes, an advantage. “I knew exactly how the fans behaved and how to move people and communicate with them because I knew the channels,” he says.

A strong start With the Portuguese side, Villas-Boas demonstrated a natural flair for leadership

cover feature: andrÉ villas-boas

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cover feature: andre villas-boas

and a thirst to learn and develop his skills.

During his hugely successful year with the club they achieved a rare undefeated season and Primeira Liga title and lifted both the Portuguese and Europa League Cups. In doing so, he also racked up the honour of being the youngest manager ever to win a European title.

Even at the helm of an established side, achieving such success as a young manager is no mean feat. But given that Villas-Boas also had no experience as a player, earning the respect and trust of the players could have been in itself a challenge.

“You have to set out clear objectives and common rules and show that you have belief in your players,” he says. “If there is any doubt when you step out onto that training ground, the players will sense it.”

He believes there are three organisational models that a manager needs to apply to the team – behaviour, structure and play.

“Structure is all about ensuring you have the right competence in your 16

team,” he says. “You need technical and emotional competence: people who have an empathy with each other, who are dedicated to the club, show professionalism and who can be creative and innovative. Get these people and they will work together in the same direction and communicate with each other.”

No model, however, will work without a foundation of trust, which comes from great relationships. It's something that Villas-Boas feels strongly about. “I believe in open-minded leadership, where everyone understands what I want from them and feels accountable for their own actions and mistakes and wants to work on them,” he says.

“I try to create relationships based on trust, confidence and communication and I feel very disappointed when those relationships don’t succeed. My players know that my office is always open to them and they can tell me anything they want to, professional or personal. I will do everything in my power to help them.”

Management CV Head coach

1998–1999 British Virgin Islands

Manager

2009–2010 Académica

Manager

2010–2011 Porto

Manager

2011–2012 Chelsea

Manager

2012– Tottenham Hotspur

cover feature: andrÉ villas-boas

Team mentality But while he invests time and energy in individual relationships, Villas-Boas has based his leadership around collective values rather than individual ones. It's a concept that has stuck since the early days of his career; give everything you have to give for your club and the club will give everything back to you.

“For example, whenever possible I'll encourage the group as a whole rather than individual players, because players need to understand that the group is more important than anything else,” he says.

“The person who scores the goal is just as important as the third goalkeeper who never gets to play. For that to happen everybody must accept and follow the same set of rules.”

People must also see that you are treating them equally and fairly. “As a leader you might have some 25 players and 20 staff in front of you, but they have only one person in their sights, so they'll notice if you give preferential treatment or more attention to someone,” he says.

“They'll know that you gave a hard time to one player, but forgot to speak to another.

In that way, the players can test your weaknesses as a leader to the full extent.”

While he believes in a fair and consistent approach, Villas-Boas also understands that good leaders are flexible in how they apply their skills in different situations.

“The greatest football managers can adapt according to the clubs and leagues they are managing in, which isn't something all managers can do successfully,” he says.

The finest example of someone who achieves this with aplomb, he says, is José Mourinho. “When I was at Inter Milan with José, I asked him if he would use the training sessions that had worked so well at Porto,” says Villas-Boas. “Porto was so successful and I thought the model there could be applied anywhere. He replied that he didn’t, because there are various things that are specific to a club and to its players; people react differently to different stimuli.

A manager, he said, has to learn to develop and to create different exercises that work in that new environment.”

“The person who scores the goal is just as important as the third goalkeeper who never gets to play” in charge. “You certainly feel an emptiness at first, because you are used to living in this frantic world of football where you are responsible for many people and are always active. When that ends you don’t know how to behave,” he says. “To begin with I spent a lot of time with my family. Then I wanted to get rid of the empty feeling by continuing on my journey of learning and self-development. I almost had to revert to the things that make me who I am – as a person and a manager.”

Villas-Boas indulged in many of the things that day-to-day management can often curtail – he read about fellow leaders and managers, attended as many games as possible and observed players in preparation for his eventual comeback. “I also met with

my technical staff who had left Chelsea at the same time as me and we discussed what we felt hadn’t gone well and what lessons we could learn from the experience.”

His positive attitude, determination and desire to improve paid off, as he stepped from one London club to another when he was appointed manager of Tottenham Hotspur. “All experiences allow you to see things in a different way, to re-position yourself when necessary and develop on a personal and a professional level. It was good to be able to return to English football with Spurs. I was very well received when I joined last season by a tremendous group of players who continue to have such a positive drive and ambition in their desire to achieve results together.”

Bouncing back Despite an incredible early start to his career, Villas-Boas’ strength of character and resilience were tested after his spell as Chelsea manager ended after nine months 17

LEADERSHIP & MANAGEMENT

the

Just because people work or compete together it doesn't mean they will automatically perform better than they would on their own. So when does a collection of individuals become more than the sum of its parts?

What really makes a great team?

I

f creating a dream team was simply a matter of bringing together the most talented individuals you can find, management would be a doddle.

But there are enough examples of failed teams - supposedly made up of the cream of the crop and with an experienced leader at the helm - to suggest something more complex at play.

To explore some of the factors involved, peak performance consultant Roberto Forzoni says we first need to understand the differences between groups and teams. Groups, he says, are the essence of life. “We are social creatures and the need to belong, along with the desire for interpersonal attachments, is a fundamental human motivation,” he says. “We do better in groups than alone and every group we belong to will influence the person we become.”

We also tend to act differently in group situations than we do alone, he says. “Many of the characteristics of a group are beneficial, but not all.

Sometimes you get 'social loafing', for example, whereby individual members don't try as hard when they are in a group and generally when their personal input isn't being measured,” says Forzoni. “This may be a conscious desire to put less effort in or a subconscious reliance on others. I have seen examples of football clubs selling their top strikers only to

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find other players starting to score more, because the expected source of goals is no longer there.”

Sense of direction So how is a team different? “Characteristics that define a team include a common identity, a shared sense of purpose, and structured patterns of interaction and modes of communication,” says Forzoni. “And they should consider themselves to be a team.”

While team-members in sport might share an obvious vision and goal - winning promotion, beating a record or coming home with a medal - getting everyone to move in the same direction in other fields can be trickier. A strong leader is essential in setting targets and providing direction and purpose, but their leadership style, goals and strategies must be flexible enough to cope with diverse individuals as well as the inevitable fluctuations that will occur during the course of a year.

Forzoni says it's a good idea to set two targets one that is deemed minimum and a dream target.

“I have worked with many teams who ease off after achieving their initial goal,” he says. “For example, sometimes a Barclays Premier League team will achieve 40 points earlier than expected, then they have an awful

LEADERSHIP & MANAGEMENT

Personality and psychometric assessment Betsy Kendall, Chief Operating Officer, OPP Ltd

From a psychological perspective, teams present a challenge because they are made up of individuals who, while they may believe in themselves, also have to believe in each other.

Excellent teams are built over time on a bedrock of trust, support, mutual understanding and interdependence between team members, and that enables them to be honest and vulnerable in front of each other.

Team members need to be generous in covering each others’ blind-spots, ensuring that these don’t trip up the team, and know each person’s strengths in order to leverage their combined might.

This can be challenging because individuals have, of course, different personalities, and this determines the way they prefer to work, communicate and what they appreciate in others.

As a means of tackling this challenge, it is helpful to give teams one or more frameworks that enable them to see how team members can complement each other. We consistently find that personality awareness can make a tangible impact on the strength of a team – in sport and business. A psychometric tool such as the MBTI (Myers-BriggsType-Indicator) – which has been successfully used in sports such as basketball, baseball and cricket – can help players get the most out of themselves and their team by providing a common language to talk about difference. It helps people to develop better relationships on and off the field and also enables coaches to tailor their style according to what will work best for a particular player.

These enhanced coaching methods and improved relationships can give a team that important extra edge. Above all, personality awareness feeds into the four key building blocks for a cohesive, highperformance team environment: trust, a collective interest in achieving a common goal, communication and conflict management.

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LEADERSHIP & MANAGEMENT

Having a clear understanding of each person’s role within the team and a balance of those different roles is important, says Pip Clarke, Business Development Director at a&dc. “You can’t have everyone wanting to be the captain, so diversity in a team is key,” she says.

“People need to like each other, but not be like each other,” adds Michael Jenkins, Chief Executive of the leadership institute Roffey Park. “Being like each other can encourage ‘groupthink’ - something organisations need to avoid at all cost because it is the death knell for true challenge. More important than liking someone,” he says, “is the ability to trust that person and respect their take on things.”

run because they’ve already achieved their objective.”

Next, he says, comes developing a detailed strategy - a roadmap to success. “This is an essential part of the process and will outline the behaviours required to give the team the best opportunity to achieve its goals,” says Forzoni. “It will also detail behaviours that will interfere with the success of the group. Laid out correctly, the team will self-monitor its own behaviours.”

“Most teams will go through four or five stages of development, referred to as forming, storming, norming and performing (and sometimes adjourning),” explains Roberto Forzoni. “The impact of each phase varies from team to team and even established teams can drop back a level when new members or a new manager join and impact on the group dynamic. Being aware of these natural phases can help prevent or at least minimise predictable challenges that will arise.”

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Having a clear understanding of each person's role and a balance of those roles is important, says a&dc's Pip Clarke.

Forming Storming Norming Performing Adjourning

Helping things along Here, the leader can play an important role.

Learning about one's colleagues outside the normal day-to-day context can be very rewarding, injecting fun into relationships and making them less onedimensional. Team-based leadership development can also be very useful, adds Jenkins, ideally held off-site to avoid distractions.

“Unusual methods, such as equine-assisted leadership development, are growing in popularity,” he says. “Once you realise that when interacting with a horse, the horse is constantly asking the question ‘who’s in charge here?’, you begin to work out how important it is as a leader and team member to be as consistent, dependable, firm and unflappable as you can be.

“Opportunities like this, which put people albeit temporarily - into a zone of disequilibrium can have enormous benefits - not just in terms of helping individuals to know themselves better, but also to allow team members to disclose their vulnerabilities and anxieties,” says Jenkins. “Such shared experiences stay with the team forever and help gel them together.”

Any activity that helps to improve levels of communication and trust within a team is a good thing, agrees Clarke. “Teams need to be bold in order to be able to raise issues to improve team performance,” she says. “They have to work through conflict without avoiding it or allowing it to damage team cohesion. Most of the teams I have worked with have acknowledged that their communication could be better. Brilliant teams know when and how much to inform and when to provoke twoway communication. A good understanding and agreement on ‘the way we do things around here’ is fundamental, as clear and well-communicated processes are the life-blood of effective teams.”

End goals The benefits of working well as a team might seem obvious in sport, but in other contexts – where individuals often work in silos and may feel isolated

LEADERSHIP & MANAGEMENT

More important than liking someone is the ability to trust that person and respect their take on things” or self-sufficient – the phrase 'Together Everyone Achieves More' can fall on deaf ears. Yet getting individuals to excel as a group is as essential to success in business as it is in sport and requires just as much thought and skilled leadership.

“Organisations need to keep evolving and improving their services in order to remain competitive,” says Clarke. “To achieve this, they are required to break out of silo mentalities and work together with other functions, not just their own.”

What's more, the shape and structure of organisations today puts greater emphasis on great teamwork. “Today, organisations are much flatter in structure, less hierarchical and more fluid,” she says, “with people more heavily reliant on others to achieve their objectives. Teams are often formed to achieve sometimes single objectives before melting away and individuals re-forming into different working groups and teams for the next objective or project.”

A growing number of us are also finding that we are part of virtual teams. “The importance of good teamwork is brought into even sharper focus when individuals have to work with other team members who they may never have met,” she says.

“In today’s highly competitive and volatile economic environment, we need to be able to respond more quickly to changing circumstances and be more flexible. That requires teamwork.”

Lessons from the dressing room

Tony Pulis If I'd signed a player and they didn't blend in with the group as well as I'd hoped, I would move them on as quickly as I could.

You have to find a mix of good people with good characters who gel together well. They don’t have to be like one other - they can come from opposite ends of the spectrum but they must all understand that the team is more important than any individual.

I've tried many things over the years to help my teams gel together. I always ensure the group has at least a week away together pre-season, but even getting everyone around the same dinner table can be a great way to strengthen relationships.

Alex McLeish I have been fortunate enough to manage a couple of teams that have been particularly strong. At Rangers, for example, everyone was singing from the same hymn sheet; we all wanted to win and shared the highest standards, which created real team spirit and togetherness.

But it's important to find activities that will help that bonding process (I once took Birmingham canoeing in Austria) and to use the right psychology. I emphasise the need for players to trust in their team mates and to look for proof that things are working as they should. These things engender team spirit.

Guy Poyet You have a good team when everyone understands the group's style of play.

Everyone at Barcelona, for example, plays the same game, knows when and how to move collectively as a team and has a perfect understanding of each other's roles.

When I played for Zaragoza, the team was together for a very long time and we knew our strengths and weaknesses, which helped on the field.

It helps if team members like one another, but there are many examples across sport where individuals don't see eye to eye and are still successful together. But if your players can't get along on the pitch they've got no chance.

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pers pect ives

With benefits on both sides of the relationship, mentoring is now recognised as an important and highly effective means of personal and professional development in a wide range of fields. But how do

you choose a mentor and how do you get maximum benefit from their support and experience? And as a mentor, how do you impart your wisdom without overstepping the mark?

Me and my shadow

We ask mentors and mentees what they gained from the process and how.

stuart pearce

W

hen I decided to retire from my playing career and try my hand at management, my manager at Manchester City, Kevin Keegan, and Arthur Cox, encouraged me to stay on with the coaching staff while I did my Pro Licence and applied for jobs.

They were very different characters. Arthur was tough but fair and Kevin more empathic towards his players, but they both believed in doing things properly and taught me a lot about how to conduct myself as a manager. I also learned a lot from the incredible dynamic they had together and the culture and work ethic they had built up. Arthur tended to take care of the office-based tasks and had an incredible contacts book. He showed me how important it can be to know the right people, for example when he needed a replacement player, fast.

Kevin gave me the opportunity to attend board meetings, something few aspiring managers get to do. I was able to experience the dynamics of the board room and see first hand the influence of club finances. Kevin was keen for me to learn how to harness technologies and I was also encouraged to go down to the Manchester City Academy to see how it worked and see what young players were 22

coming through. I didn't know then that the likes of Micah Richards and Steven Ireland would become so important to my career, when I was appointed manager of Manchester City.

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Alison Wheaton CEO of business school GSM London

I

am lucky enough to have been on both sides of the mentoring relationship. I have been a mentee, as a founder member of the FTSE 100 Mentoring Scheme (now known as the Mentoring Foundation), in which FTSE 100 chairmen mentored senior executive women as they prepared to take on non-executive director (NED) posts. And I have been a mentor, to members of our graduate intake when I worked at Mitchells & Butlers.

As a mentee, I found three main benefits: perspective, inspiration and contacts. My mentor helped me realise that two factors in particular would help me achieve my goal of becoming a plc NED. The first was getting experience on a board of any kind, so I became a NED on the London Development Agency board.

Second was that getting the right executive

“It was remarkably helpful to see our company through the eyes of young, intelligent, diverse new graduates” experience would enable me to become an even better NED. Realising this, I left Mitchells & Butlers, where I was leading large chunks of the central functional teams, and sought out a chief executive post.

The right mentor can also be an important role model and source of inspiration. My mentor firmly believed in enabling his own senior executives to grow by getting experience of working as NEDs in other organisations. He walked the talk. That inspired me, as it provided examples of how the approach worked in practice.

Lastly, mentoring can help you develop your contacts book. This happens on two levels – one more obvious than the other. The more obvious contacts are the introductions your mentor might make on your behalf. In my case that was to other executives and executive search firms. What I hadn’t expected are the relationships I have built and maintained with my fellow mentees. They have

provided a valuable source of support and insight, as we were largely in the same boat and many of us have kept in touch.

As a mentor myself, the key benefits were perspective and insight. It was remarkably helpful to see our company through the eyes of young, intelligent, diverse new graduates. While I hopefully provided them with a sounding board and constructive input into how they shaped their career experience, they provided me with a fresh take on how things looked from their perspective.

Once they became more confident as young executives and in our mentoring relationship, they also began providing useful insight into what real opportunities there were to improve how things worked.

Prior to GSM,

Alison led business development, strategy, property and IT at Mitchells & Butlers plc (formerly Bass plc) and was business development director at PepsiCola International. Alison served as Non-Executive Director for the London Development Agency between 2004 and 2008, where she was a member of the Olympic Delivery Committee.

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Ray Lamb the Learning Corporation

Ray Lamb holds a Professional Certified Coach qualification from the International Coaching Federation and has worked with individuals and groups in the public and private sectors. He is passionate about the links between exemplary leadership and coaching.

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T

he explosion in interest in mentoring in recent years is partly down to an increase in competition, especially among professional services firms. When talented and knowledgeable individuals are your only collateral, employee retention and, therefore, investment in those employees become essential.

But associates and graduates are also increasingly demanding career development opportunities from their employers. This means organisations have to consider ways to develop future talent, including mentoring, in order to survive.

Personality and a drive for success, rather than long lists of qualifications and experiences, are absolutely essential for creating a place where our people are excited by coming in on Monday to start the week.

The advantages of mentoring for the mentee are numerous. As well as receiving career advice and guidance, they enhance their communication skills, learn how to be successful in a specific work environment, build specific skills and knowledge,

develop new perspectives and expand their personal network.

Good mentoring will focus on any gaps in a person's skills or experience and develop a plan to bridge those gaps. The mentee will do the work while the mentor acts as a guide, sounding board, listener and questioner.

In doing so, the mentor also benefits. Masterful mentoring demands coaching, leadership and management skills, so it's an opportunity to develop and improve your approach across a diverse community of learners. It also raises awareness of new concepts, styles, personalities and cultures, and it can be a great way to give something back to your profession – even to create a legacy.

To be of most benefit, mentors need to work at understanding the gaps in the mentee's experience or skill-set and set goals and outcomes that will produce tangible benefits. They should resist the temptation to provide solutions or take an ‘I know best,’ attitude. Instead, ask questions to establish needs and context, then work together to create a plan of action to achieve the required results. The mentee’s commitment will be low if told what to do, but much higher if they are involved in creating and executing the plan. Celebrate new ideas and foster thinking around implications and consequences.

For the best results, the mentor and mentee should challenge each other.

And prepare to be surprised. A mentoring relationship where there is mutual respect and a planned and committed approach can create extraordinary results.

“mentoring demands coaching, leadership and management skills, so it's an opportunity to develop your approach across a diverse community of learners”

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Crawley Town FC Richie Barker Manager, of Football, Crawley Town FC Steve Coppell Director The mentee:

H

aving a mentor like Steve Coppell, who has managed over 1,000 matches, is invaluable for someone like me, with only a few years' experience as a manager. Steve is personable, has time for everyone at the club and we trusted one another right from the start, because I knew he wasn’t after my job and wouldn't try to step in if things weren’t going well. I have learnt as much from him since I joined the club as I have on any educational course.

“we trusted one another right from the start, because I knew he wasn’t after my job and wouldn't try to step in if things weren’t going well”

The mentor:

W

hen I started out in management at 28 there wasn't the same kind of formal preparation for the role that there is today. I remember my first year as a manager being one hell of a struggle. After a match the players would look to me for answers, but it was the blind leading the blind. I wished I was older and wiser and had more experience and I wasn’t comfortable calling someone up for help; you are very protective of your job and don't want to mess up.

I would have loved the opportunity to speak with someone more experienced; someone nonthreatening. If you are a young manager with little experience, who can you turn to who doesn’t have an ulterior motive?

You can be someone’s mentor on the end of the phone, but it's much better if you can discuss things eyeball to eyeball. Young managers today, especially in the lower leagues, have a far higher workload than in the past and have to handle far more.

Inevitably, there will be areas they feel less confident about and that's when it can be useful to have a mentor - to be a sounding board and help you come to your own decisions and solutions. Ultimately, Richie is his own man and strong enough to make up his own mind. It’s his drive and energy that keeps the ship running.

My chairman at Crystal Palace, Ron Noades, was a mentor to me and a huge influence on my career.

He knew that you have to make mistakes in order to learn from them. I remember how he’d give me a funny look and I'd realise later that he knew I was making a wrong decision. But rather than restrict me or impose himself on me, he guided me and let me learn from my mistakes and experiences.

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LEADERSHIP & MANAGEMENT

sue bridgewater Warwick Business School

A

mentor doesn't make decisions for you, but supports you in your role and ability to make decisions yourself. They are often thought of as being someone older and wiser, but probably more importantly as having some form of experience that makes them credible as an advisor or guide. In fact, the mentor's understanding of the process of managing, making decisions and leading is often more important than whether this was gained in exactly the same sector or sport.

Football management, as business management, is an area in which a mentor can be of great value. Football managers are quite often new to managing, they can be experienced in playing football, but not necessarily in management.

Moreover, this is a harsh and unforgiving world, with shortening tenures and intense scrutiny, not just from the media and fans, but also from owners and CEOs, who are making hire-andfire judgements based on what they see.

Managing upwards is an essential skill of the modern football manager, but often one that managers do not fully appreciate when they are in the early stages of their careers.

Image credit: Warwick Business School

Sue's mentor CHecklist Be credible in order to gain the respect of the mentee.

Ideally, the mentor should be chosen by the person being mentored, so that there is a good fit between the two individuals.

Be trustworthy. The mentee needs to know that you won't discuss their confidential situations with others.

Be proven. You may be acceptable because of past experience mentoring others. If not, and everyone starts somewhere, the

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early encounters and experiences will be key.

How well these go will set the tone for developing a good mentoring relationship.

Be accessible. This is a flexible role. The relationship will flounder if the mentor is unavailable too often at key decision points.

Don't dictate how to do things. A mentor is there to actively listen and prompt.

"What are the advantages

and disadvantages of doing it that way?"

Be objective. The mentor shouldn't bring too much of themselves into the mentoring relationship.

"This is what I think" or "this is what I did in the past", is far less effective than someone who helps you to weigh up a situation and facilitates you towards your own decision.

Be honest, but not to the point of being brutal or destructive of confidence.

A mentor might, however, have to offer constructive criticism and should be skilled in how to do so.

Don't meddle. You may know people involved in a situation, but if you pick up the phone, even if with the best of intents, you will undermine the mentee.

Respect the boundaries of the role and remain as the primary contact of the person being mentored, rather than engaging directly with those who employ the mentee, or the press.

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The business will evolve, but for it to do so you must always be looking for ways to improve and ensure there is continuous improvement. If that happens you'll never need a revolution”

Feed their enthusiasm It isn't incentives or orders that get people to perform at their best, says Sir Michael Darrington.

Here, the former boss of Greggs bakery explains why fostering values and job satisfaction must be at the heart of the manager's role.

Words: Alice Hoey Photography: portraitcollective/Paul Carroll

W

ith many senior executives changing jobs after only two or three years, Sir Michael Darrington is somewhat of an anomaly in corporate Britain. Following a 17-year stint at United Biscuits, he spent 24 years at the helm of bakery chain Greggs, during which period its share price rose 30-fold, an increase almost six times better than that of the FTSE100. When he retired in late 2008, the firm employed around 19,000 staff and had a turnover of £600m.

According to Darrington, longevity in management is just as sorely needed in business as it is in football. “Unless you've walked into an organisation that's in real trouble and you have to take immediate action, you won't really begin to earn your corn until about three years down the line,” he says. “It takes a while to think through strategies, to make decisions, communicate them to your staff and then progressively implement them effectively. If someone leaves after only a few years, their actions 28

will only just be starting to bear fruit or perhaps even to have a negative impact.”

Darrington is one of the few senior executives to have attacked current levels of boardroom pay. He says the large financial incentives on offer mean many are simply out to make a quick buck. “It is something rotten in our society that everyone is over-incentivised and also a tragedy of our political system,” he says. “Because politicians know they will only be in place for a short period, no one takes a long-term view. They're thinking only as far as the next general election, so it's not about longterm sustainable change.”

Darrington, meanwhile, has always taken a long-term view: “At Greggs, I used to say 'evolution, not revolution'. The business will evolve, but for it to do so you must always be looking for ways to improve and ensure there is continuous improvement. If that happens you'll never need a revolution.”

Soft sell Darrington is well respected in business

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In profile A qualified chartered accountant, Sir Michael Darrington started his career at United Biscuits, where he worked in a variety of roles for 17 years. In his parting role with the firm, he successfully turned around a loss-making subsidiary in Liverpool without making a single redundancy. Yet it was at Greggs that he really demonstrated his prowess as a businessman and leader.

He was awarded a knighthood in 2004 in recognition of his services to business and to the community in the North East. He has set up a campaign against excessive boardroom pay deals, Business Against Greed, which he says is “pro-business and anti-greed”.

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LEADERSHIP & MANAGEMENT

circles as a keen supporter of putting ethics and values at the heart of the organisation.

“The leader has to set an example and set the tone of the business,” he says, adding that while the leader has to be a cultural fit with the business from the outset, they also have a role in steering that culture going forward.

“You can't change an organisation's value set and culture overnight – it's a gradual process,” he says. At Greggs, Darrington and his colleagues sat down and analysed what made the company tick and then looked at how to make those values even stronger.

Everyone who comes to work at Greggs understands what will be expected of them and how they can expect to be treated in return.

As the firm's culture statement says: “We are achievers, working hard together in a friendly, informal way, where everyone matters.”

“But the culture and values are not what I or my predecessor wrote down,” he adds. “They are what have grown up in the business over decades. We simply codified that with how we ran the business and behaved in order to make them stronger.

If a leader debases that culture by regularly making decisions that are not in line with it, they should leave.”

Neither carrot nor stick Some of the most important decisions in terms of ensuring a firm's values and culture live on and get stronger are made during the recruitment process.

At Greggs, a conscious effort is made to hire people who fit well with its value set. “When I was involved in recruiting people to the top level in the business, I would spend very little time asking about their achievements – they had already been through that process and I had already been briefed,” says Darrington. “What I wanted to know was how they did things, and how they worked with and related to people. I just wanted to find out what made them tick.”

If you bring on board the right people – people whose own values and motivations fit with those of the organisation – they

to, not because the boss was shouting at them. The smiles and 'have a nice days' would not be genuine.

Important cogs “Instead of laying down the law or putting pressure on people to perform, leaders should be there to help team members whenever they need it. They also have a responsibility to show individuals how important their jobs are, however menial they might seem, and to help them feel appreciated and supported.”

Whereas offering up bonuses and reward schemes is beyond many cashstrapped organisations at the moment, treating people well costs nothing. It is, says Darrington, about attitude.

“It comes down to how people feel about

“The worst reason for doing anything is because the boss tells you to. The best reason is that you feel it is the right thing to do” will be happy in their jobs, something Darrington believes is essential if they are to perform at their best.

“You don't need to offer any significant incentives to make people try their best,” he says, “and most people in this country work hard without any incentive at all.” But the stick is equally ineffective, he adds. “The worst reason for doing anything is because the boss tells you to. The best reason is that you feel it is the right thing to do – only then will you do it to the best of your ability.

At Greggs, for example, our staff would only provide the level of customer service we needed them to if they really wanted

themselves,” he says. “That can be influenced by many things – even making the effort to go to a member of staff rather than calling them to your office – all of which determines whether someone is afraid of you or feels they are treated as your equal.”

And that doesn't mean they won't recognise or respect you as the boss, he adds. “When the chips are down, you have to call the shots, but that shouldn't happen very often. You want people to act because they want to; because they think it is the right thing to do, not because they are told to. That's why I believe that, as a leader, if you have to tell someone to do something you have already failed.”

Leadership divides It is important to recognise that there are many types of leadership styles that work, says the exGreggs boss. “While it's not my style to shout at people, you do have to tailor your style to each individual. We all

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have different levels of sensitivity – some people get upset very easily, while others won't take you seriously if you don't react strongly.”

There are also very different approaches to management, and important cultural

differences that managers should be aware of. “Take Japan, for example,” says Darrington.

“Westerners tend to get very frustrated when doing business with the Japanese because their decision-making

process is far slower. We tend to have one leader who will make decisions quickly. The Japanese approach is more inclusive, with decisions emerging from a long process of discussions.

But because problems are raised and solutions

sought along the way, when a decision is finally made everyone is behind it and things tend to proceed relatively smoothly. In the West, meanwhile, there are often massive costs, disruptions and resistance.”

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hOw tO...

GIve & taKe advICe You can take advice from anyone at any time, but that doesn't make it useful. There's an art to seeking out people's wisdom. Likewise, how constructively someone takes your advice depends a lot on how you give it. Here's our guide.

GET To THE PoINT If you're giving someone advice based on a specific event or situation, strike while the iron is hot. If you wait too long your words will seem out of place and may not make sense. Be direct and specific - any haziness or uncertainty will water down your messages and, worse, may seed doubts in the recipient's mind.

BACK IT uP Studies show that people are more likely to take on board another opinion if they understand the giver's perspective as well as their views. Let them see where you're coming from - why you feel the way you do and what experience you have on the matter.

BE SENSITIVE Think about how and when you are going to give advice, especially if the recipient hasn't asked for it or if the topic is likely to ruffle feathers. Avoid times when either of you is rushed, under pressure or feeling vulnerable, as it will affect how they take your words. And avoid places where you might be overheard if your advice is for their ears only.

CAREFuL WHo you ASK Anyone can give advice; it doesn't make it sensible or sincere and it doesn't mean you have to follow it. Taking advice from people you respect and trust and who know you well is more likely to garner an honest and constructive answer.

Get a second, third and fourth opinion if you can, but go to people who will come at the problem from different perspectives or with the benefit of different experiences. If you only listen to those in a similar position to yourself, it's likely you'll just get variations on the same view. Get views from opposing sides and from completely independent parties who may have a fresh take on the issue.

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#£*& Ç+¥?

GIVE youRSELF TIME Sometimes advice needs a little time to sink in before you can figure out whether or not you agree with it and should act on it.

Your initial reaction might be to go on the defensive, but on reflection the advice might start to make more sense. Vice versa, while you might initially like what you hear, once the words have had time to bed in, you may realise the giver was being insincere or simply telling you what you wanted to hear.

wORds OF wIsdOM I always pass on good advice. It is the only thing to do with it. It is never of any use to oneself" oscar Wilde The true secret of giving advice is, after you have honestly given it, to be perfectly indifferent about whether it is taken or not, and never persist in trying to set people right" Henry Ward Beecher It takes a great man to give sound advice tactfully, but a greater to accept it graciously" Logan P Smith Advice is like snow - the softer it falls, the longer it dwells upon and the deeper it sinks into the mind" Samuel Taylor Coleridge

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Committed

In an industry beset with instability, insecurity and constant change, Crewe Alexandra is somewhat of an anomaly.

Renowned for its strong philosophy, the club has had just four managers in 16 years, and only one chairman. We speak to current manager Steve Davis about his journey to the dugout and the luxury of taking a long-term view.

You have a history at Crewe as a player and were captain at only 19. How did leadership sit with you back then?

I was made captain by Dario Gradi, who was manager at the club for 26 years, and while I didn't overtly show any leadership skills at the time, I think the role helped me to develop them. Although the team was quite young, there were some older players and I found it tough at first to tell them what to do, especially as I was quite a quiet person. But I learned how to lead.

Now, as manager, I try to put my own players in positions of responsibility so that they too can mature.

Before rejoining Crewe you were player-manager at several clubs. How did that help your transition into management?

When Northwich manager Jimmy Quinn left to join Shrewsbury, I combined the roles of player and caretaker manager, but stopped playing when I was appointed full time. When I joined Nantwich as manager I continued to play because I 34

was still able; we won the FA Vase while I was player-manager. These two roles were certainly good groundwork for my transition into management, but I don’t think I could do it now. The job is too tough, with such a wide range of responsibilities, to combine two roles.

You then joined Crewe as assistant manager, working under Dario Gradi...

That couple of years was a huge learning curve and very important to my career as a manager. It helped that I knew Dario and understood the style of football he was after. I then had to learn the style of coaching that would enable that play.

It was also important to understand Crewe's business model – to produce exciting young players who can eventually be sold and play Championship or Barclays Premier League football. That philosophy has been instrumental in giving the club stability over the years.

The type of technical players that we like to produce have a better chance of making it at the highest level if we can equip them with the necessary skills. They

"When you know you have stability as a manager you can set goals and plan ahead to make your football club stronger” need to be able to play with intelligence.

If you look back at the players who have played well for Crewe and then gone on to a career at a higher level it is clear just how successful the model is. We believe we have the right model in place and so we stick to those principles.

Is everyone in the club committed to the same philosophy and is that clarity of purpose important to you as manager?

You can't be successful and you can't produce good footballers unless you have unified thinking. You need the buy-in of

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“My relationship with the chairman is very open and honest; we discuss everything and nothing is swept under the carpet” everyone around you, at all levels; everyone must be on your side, understand what you're trying to achieve and work towards the same objectives. Positivity is also very important to me. If you can harness enough positivity among your staff then it will rub off on the players.

We couldn't have achieved the success that Crewe has seen over the last 18 months – promotion to League One, winning the St Johnson’s Paint Trophy and the sale of players – without everyone pulling in the same direction.

Career profile Player 1982–1983 1983–1987 1987–1991 1991–1998 1997 1998 1998–2000 2000

Stoke City Crewe Alexandra Burnley Barnsley York City (loan) Oxford United (loan) Oxford United Macclesfield Town

Manager 2000–2002 2004–2009 2011–

Northwich Victoria Nantwich Town Crewe Alexandra

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Crewe is rare in the time it affords its managers. Such stability must be very valuable to you.

It has been key to how we have been able to evolve as a club. The stability I have at Crewe and the long-term philosophy we share means I can take a keen interest in the academy and be part of its development. So many other managers don't because they don’t know how long they are going to be in their jobs.

Given that I fit so well with the philosophy and culture of the club, as long as I continue to have a moderate amount of success on the pitch and keep the club running as a business by producing and selling players, then I'm confident I'll be given the time I need to help develop and improve things, on and off the pitch.

When you know you have stability as a manager you can set goals and plan ahead to make your football club stronger. The infrastructure of the club is very strong, but there are still things that we’d like to do. For example, we are moving towards a more scientific

approach in terms of player development and we're looking at ways to develop the first team and the academy players.

I understand you've used yoga with your players...

I have always been open-minded and listened to other people’s ideas. It’s important never to switch off from that advice. I knew that certain players needed to work on their core strength and somebody suggested yoga as a possible tool to help.

Those players now do several 45-minute sessions each week, which they love.

It’s a good exercise because it strengthens the core area and in doing so strengthens the back and hamstrings and encourages better posture. When players are more supple they are less likely to develop injuries.

Your chairman, John Bowler, was recognised in May at the LMA Annual Awards dinner for his services to football.

What is your relationship like with him?

The manager-chairman relationship is the most important in any football club. My relationship with John is very open and honest; we discuss everything that happens around the football club and nothing is swept under the carpet. We talk almost every day and I see him both in the work environment and outside of it.

That’s how every manager-chairman relationship should be if things are to run smoothly. You can't cut people off when things are going well, because it is so important to have someone to turn to when things take a turn for the worse. After all, the manager’s job can be a very lonely one.

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It’s our straight forward approach to corporate barter – putting brand owners in control of the process – that’s made us one of the fastest growing media companies in the UK.

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First and last chance As another season kicks off, winning will be top of mind for most managers. But, as the LMA Leadership and Management model emphasises, you have to survive in order to win.

For fledgling managers, those early days are especially critical, says Howard Wilkinson.

S

tatistics gathered over the last 20 years show just how important it is to survive in your first management role. Get the sack and it can signal the end of your career – not only in management, but in any capacity in the game.

So what can you do to ensure the opportunity leads to a long career rather than a swift exit? Many people will glibly offer, “It’s easy; just win”, but as we all know, trophy winning first-timers come along once in a blue moon. Every day can throw up a crisis, as Brendan Rodgers said, “Welcome to the world of sleepless nights.”

In reality, there is no simple solution and watching a manager work every day is nothing like being a manager and doing the work every day. As with most complex and difficult jobs, “those who fail to prepare should be prepared to fail”.

Do the ground work Education, a thirst for knowledge and a desire to watch and learn from the best are essential. Most importantly, you have to gain experience in working and being responsible for a team. In doing this, you may discover that management is not for you and, more positively, you will probably eradicate basic errors that would be costly when made in the hot seat. José Mourinho and Brendan Rodgers spent nearly 20 years each 38

preparing for their first jobs as managers.

On being offered a job, comprehensive and effective negotiation with your boss or bosses is vital and we’re not talking about salary here. Time invested in the boardroom at this point can pay interest over the rest of your career. Taking the job at any price usually means you’ll pay too big a price. Your plan will be more resilient if it becomes their plan and thus our plan.

Vision, realistic objectives, expectations, reporting lines and budgets need to be thoroughly discussed and mutually agreed.

Most important, do you have control over those areas and decisions where you consider control to be essential?

Essential homework Have you done your research? What can you really learn from the history of the club? What do the facts and your good contacts tell you about the club, its personnel, its performances and its past?

Who are the key personnel, on and off the

“Have people around you that complement your strengths and weaknesses. Pals may make you feel right, but the right staff will help you be right”

LEADERSHIP & MANAGEMENT

Liverpool manager Brendan Rodgers spent 20 years learning his craft; preparing for the challenge of topflight management

field and what are they like? “I’m starting with a blank sheet of paper,” easily slides off the tongue, but who is ever given a blank sheet of paper?

A club will have a perceived culture.

Can you find out the real culture and, if so, is it a positive one?

Effective communication is always key, but in those first few days identify the people with whom establishing good communication will be most important, whether that's players, staff, executives, club workers or the media?

Everyone on side?

Once in a post, it goes without saying that getting the players working towards the same goals will be crucial. Your first task will be to make your short, medium and longterm visions a reality for them and, in that consultation process, achieve their buy-in.

Many first-time managers are fooled by the so-called honeymoon period, rather than using it to their advantage. Honeymoons are great, but the day-to-day reality is different.

Be clear about your priorities. You need to turn 'me' and 'them' into 'we' as quickly as possible. Having this dialogue must be a priority; too many get down to the details before ensuring everyone first understands the bigger picture.

Where possible, have people around you that complement your strengths and weaknesses, no matter how small your staff might be. Pals may make you feel right, but the right staff will help you be right.

Sir Alex Ferguson says that producing a winning team is about “leadership, recruitment, team selection and decisionmaking”. Your decision-making and judgement will immediately and constantly

be under scrutiny, because making decisions is what managers do, all day, every day.

Your ability to quickly assess the atmosphere and pecking order in the dressing room will be important in how you move forward, and the players will be keen to see how insightful you are as a person.

Players are expert at smelling out weakness, fear and indecision. For instance, is there honesty and/or toxicity in the dressing room and, if so, how will you deal with it?

How soon will you spot the terrorists and what will you do?

Timing is everything Working out what you can and cannot change, quickly and positively, is vital.

Identify any problems areas that can be quickly improved and address them, as quick wins buy confidence and time.

All effective leaders have a clear picture of the culture they would like to see develop, but they know that their own

behaviour is the most effective advert and teacher of that culture. They also understand that culture is not developed overnight. Trying to impose your way too quickly can be fatal. Change what you can when it suits your plan, not merely because it suits you.

The job of the football manager is not for the faint-hearted and without a resilient and steely mindset people crumble. When under pressure, our weaknesses will always seek to emerge, so identify as many of them as possible and learn to manage them. If not, they will manage you and you'll make mistakes that will gradually erode your authority and influence.

In that first job, you can pay dearly for early mistakes.The job of the manager is to bring about positive, permanent change at the club. With a plan and the strength to stick to it you have a better chance of being given the benefit of the doubt where necessary and a valuable second chance.

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MaNaGeMeNt: the MasteRClass From the post room to the boardroom, everyone thinks they can be The Manager. But how do you handle outrageous talent? What do you do to inspire loyalty from your players? How do you turn around a team in crisis? What’s the best way to build longterm success? How can you lead calmly under pressure? With their every decision, remark, skill, and success or failure under constant scrutiny from the media and the fans, top-flight football managers need to be the most adroit of leaders.

T

he LMA's new book, The Manager, Inside the Minds of Football's Leaders, published by Bloomsbury, delivers a wealth of unique insight from a host of Barclays Premier League managers, past and present, into how they cope with the challenges of their roles at elite level.

The role of the professional football manager today has only a little to do with management; it has much more to do with leadership. And, for the most part, professional football managers are true natural leaders. Given the opportunity to explain their methods, offer examples of lessons they’ve learned along the way, and describe the decisions they make and the leadership they

provide, the book shows them to be experts in dealing with the challenges thrown at them.

With valuable lessons for other managers - in sport or any other walk of life - and a shrewd take on key leadership issues, they showed football managers to be some of the most talented leaders around. Here, we take a look at some of the leadership issues featured in the book.

Roy HoDGSoN: A PIECE oF THE ACTIoN

In business they’re called stakeholders. In football we recognise them as owners, fans and the general public, media, the players and now agents. They all have an opinion and they all want a piece of the action. And today they have an unprecedented degree of influence and leverage. For the managers themselves, this means a tough, multi-layered and often frenetic environment.

Hodgson tries to keep his focus simple: "The manager is employed to coach a football team. That has to be his primary focus. So I concentrate for the most part on the team: making sure they are prepared for the challenge ahead. After that it’s about compartmentalising. The owner has employed me; and the fans are the people whose interest in the game has generated my job and my players’ jobs.

We must never lose sight of that, but you can’t work for the fans or even just for the chairman. The only way you can satisfy both parties is to do your job well and win."

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Carlo Ancelotti: The Art of One-on-One

The best football managers know how to deal with disappointment and resentment in their teams, with cliques and with open revolt.

And, as most great leaders know, it begins and ends with individual relationships: the one-on-ones.

Ancelotti’s main policy is to understand every player, and the art of one-on-one is the foundation of his leadership. "In football you may have an idea. The only way to bring this idea to life is to explain the idea to other people, and they have to go on the pitch and show this idea. For this, the relationship between the manager and the players has to be the best. It is not easy to build these relationships - but it is important. I need to stay on the same level as the players: not above, but not behind. I believe that players are real men with real problems, and I think to have a good relationship is the best way to have results."

Sam Allardyce: Building High-Performing Teams

Allardyce’s approach to creating a high-performing playing team is to create a high-performing leadership team. He puts the need to establish a strong support team at the heart of his work as a leader: "Daily leadership looks like leading the team behind the team, and making sure that the team behind the team is delivering on a daily basis. It’s about preparing them for the battle ahead.

We call it 'managing the madness'. The best way to manage the madness is your staff, the team that works with you and their heads of department. The staff that we recruit in each department is the critical side of delivering to the players. We have to earn their respect."

Arsène Wenger: Behind the Scenes

Having established strong relationships with his players, a leader needs to establish some values for them to follow – both on and off the pitch – that will ensure they stay motivated and perform to the best of their abilities. Wenger says: "What keeps me going is my love for the game, for doing the job I do and for football. I have that internal desire to be as good as I can, refusing to be average."

This naturally influences the values he looks for players to follow: "If you want to make a career at a big club you must be capable to believe in your abilities, and keep them in perspective off the field also. You can have players who appear quickly to have a big talent, but if they cannot handle keeping their feet on the ground and continue to improve, they will be eliminated."

Mick McCarthy: Triumph and Despair

Football at the highest level is a game punctuated by enormous highs and lows. How leaders handle both success and failure goes a long way to defining them in the eyes of others. McCarthy focuses on the things within his control.

As manager of Ireland, after missing out on automatic qualification for the Euros, he spoke to the press: "As usual we now are in the play-offs, playing against Turkey. I can’t do anything about last night – that’s done, so we’ve got Turkey to play. Yes, we should have won – it was a bad goal to concede, but is me crying about it going to change it? If I talk about it for the next 20 minutes, are we going to be in the European Championships? So I’ll go and watch Turkey now and get on with that. I will deal with the things I can."

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Brendan Rodgers: Pursuing a Career Under Pressure José Mourinho: Handling Outrageous Talent

People endowed with huge ability need careful, thoughtful and strong leadership if they are to realise their potential without negatively affecting themselves and others. Perhaps nowhere is this played out more visibly than in the world of top-flight football.

Mourinho has arguably encountered, encouraged and managed more varied and outrageous football talent than any other coach.

He approaches it calmly: "The first objective is for the team to succeed. For this to happen, the team must recognise that the special talent is crucial. Also, the special talent must understand two things: one is that the team is more important than himself, and two is that he needs the team. For him to flourish, the team needs to flourish too."

Harry Redknapp: Seeing the Bigger Picture

Leaders need to be excited by their subject and committed to their cause. Without it, they will not inspire. But the line between commitment and obsession can be a thin one, and in highpressure environments, it can be almost impossible to see where that line needs to be. The challenge for the leader is how to achieve and maintain a balance that will allow him to approach both the good and the bad times with equal ease, and to make the best possible decisions at every turn.

Redknapp takes a balanced, pragmatic view: "I look at my life and I think, 'I’m so lucky.' I see so many people get dealt such a bad hand. I mean, what are we feeling sorry for ourselves about?

We’ve lost a game of football! I need to stop feeling sorry for myself. When Bill Shankly passionately said that football was more important than life or death he could not have been more wrong."

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The further a leader gets in their career, the greater the personal pressure they face. Expectations run high, demands multiply and the buck stops more definitively with them. How they respond in the pressure of the moment will affect everyone in the organisation, and will most likely decide the success or otherwise of their own career. The temptation to change their game plan in testing times is enormous: what if I’ve been wrong all this time?

Rodgers learned this at Reading when - sensing the judgements being made of him as a coach and manager - he moved away from his beliefs: "The defining moment for me came at Loftus Road against QPR. I remember standing watching the game, and the players were terrific there - they were real good, honest players.

But it wasn’t a team of mine I was watching. We lost that game 4-1. I had gone away from my beliefs. I hadn’t inspired the team.

We had a mismatch between what the players were trying to do and what I was trying to do. I had lost my integrity as a manager."

Walter Smith: Crisis Response and Turnaround

In football, almost all managers are appointed in some kind of crisis or need for turnaround, often inheriting low confidence and stretched resources. His primary goal is to deal with the crisis and set the team back on the path to long-term success, striking a balance between short-term impact and longer-term improvement.

Arriving at Rangers, Graeme Souness and Walter Smith found the key was to shift the players’ mindset and behaviours: "Bringing a new manager, especially as high-profile a manager as Graeme Souness, made everybody in that dressing room realise that the new owners were serious. They were not expecting the team to stay where it was. Everyone knew that they had to rise to the challenge that was being thrown to them if they wanted to remain at the club. Success hadn’t been there for a great number of years, but now it was expected once again."

LEADERSHIP & MANAGEMENT

SIR ALEx FERGuSoN: CREATING SuSTAINED SuCCESS The great challenge to a leader - in business or football - is to create sustained success, to create an organisation that ultimately defines the market in which it operates, something that investors treasure and competitors aspire to.

Ferguson attributes his extraordinary success at Manchester united to a dynastic set-up in the playing staff: "It is a resultsbased industry, so for a lot of managers they have to concentrate on the first team. I’ve never been that way. The club’s got to be out there for sure - we’ve got 11 men on the pitch and five on the bench and we’ve got to be out there performing today. But at the same time you are thinking long term about bringing the talent through. So I’ve never worried about the result of the first team, I’ve always worried about the foundations of the club. I’ve always felt it’s not building a football team; it’s building a football club.

There needs to be a foundation there built on young players."

“The relaTionship beTween The manager and The players has To be The besT – i need To sTay on The same level as The players: noT above, buT noT behind” CARLo ANCELoTTI

RoBERTo MANCINI: THE FIELD oF PLAy

Leaders at all levels are judged by the performance of their people.

In professional football, nothing is more public or more defining than the team’s results. So how do football’s leaders ensure they inspire their teams to deliver world-class performance on the field of play?

Mancini’s approach is to assemble great players and to ensure their mentality matches his own: one focused on commitment, hard work and a relentless pursuit of excellence. "I have good players because you can’t win if you don’t have top players. But if you tell me they all look like top players, then I tell you with some we need to work on mentality. You can look like a good player, but not have the mentality to win at the top level."

The work of the modern football manager is fascinating and complex. So much more than just buying players and selecting a team; in reality it is about creating winning environments, delivering on enormous expectations, overcoming significant challenges, handling pressure and staying centred throughout – a set of challenges familiar to leaders in all sectors.

Of course, they need to know their technical skills – they are all coaches first. But

it is their leadership skills that set them alongside the most gifted heads in the corporate world – and ensure an entertaining and intensely contested future for the game.

The Manager: Inside the Minds of Football’s Leaders by the LMA and Mike Carson is out now (£16.99 hardback; £14.99 ebook, Bloomsbury Publishing)

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A driving force Balancing long-term vision with the necessity to achieve immediate results is a tricky tightrope to walk. Cyril Abiteboul, Team Principal and Chief Executive at Caterham F1 Team, explains how he is attempting to stay on the high wire.

P

rofessional sport is an unforgiving environment, and no more so than Formula One, where it is notoriously difficult for new constructors to make their mark. There are, however, no shortage of teams trying, among them Caterham F1.

Currently in only its fourth season of operation on the grandest stage in world motorsport, the team, under the leadership of Cyril Abiteboul, has a fierce determination to make the grade. While the short-term aim is to finish ahead of Marussia at the back end of the grid, a long-term vision and strategy is in place that aims to make it a major player.

The road ahead Based at the Oxfordshire headquarters once occupied by the Arrows and Super Aguri, Caterham joined F1 primarily to enhance a brand that also includes a stable of road cars. They are not competing with Red Bull, Ferrari and McLaren merely to make up the numbers. By the same token, there is a realisation that up against teams financed with in excess of £100m a year, success will not come overnight.

Instead, through an established series of short-term goals, Abiteboul and his team

believe they can transform their fortunes and become an F1 mainstay. An ephemeral flirtation this is not. The forward-thinking Frenchman is under no illusions as to the size of his task and that of his team, but insists a shared set of values and goals is critical.

“Our team is about providing a marketing platform for our road cars; meaning essentially that you can buy a piece of Formula One in the same way that you can buy a Ferrari or a McLaren, but in an altogether more affordable price range,” he explains. “We want to grow the Caterham brand worldwide, but we know that to do that we need some success on the track.

“We are not going to be fighting for the World Championship, but in five years from now I would like us to be in the upper reaches of midfield on the grid,” he says.

“Our ultimate goal is that when people think of F1, they think not only of Ferrari, McLaren and Williams, but Caterham too.”

While the team has this strong shared vision, Abiteboul knows it needs to balance it carefully with a focus on the immediate future. “F1 dictates that you can’t often look past the next race, never mind the next year,” he says, “yet we are acutely aware that we need to put in place a longterm infrastructure.”

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manage that situation carefully.”

A big positive for Caterham has been the signing last year of a joint venture with Renault to build a new range of road cars, a project that runs hand-in-hand with operations on the track. “It’s extremely important to impart our staff with confidence and a long-term vision,” adds Abiteboul.

“We need to convince our staff and sponsors that we are here to stay. Setting up this joint venture with Renault is a big part of that. We are already looking ahead with them to 2016, the release date for the new models. Having an industry project running alongside the F1 team gives us added long-term focus.”

A proud history

Caterham F1 Team Principal Cyril Abiteboul

Taking the lead Abiteboul has been in situ full-time as Team Principal since January 2013, having previously worked as Deputy Managing Director at team partner and engine provider Renault Sport F1. His current role puts greater emphasis on his leadership qualities, which he has tried to develop over the last seven or eight years by learning from fellow colleagues and peers in F1.

“Leading a small group of people is very different from leading a whole team,” he says. “I’ve watched and learned from Flavio Briatore, who I worked with at Renault Sport F1. People respond to him because they respect what he has accomplished and perhaps also to some extent because they fear him, but he was a very good manager.

“I don’t believe too much in micromanagement. As an organisation matures it's very important to recruit the right managers to work with you,” he says.

“Successful leadership requires transparency throughout the decision-making process; it makes it so much easier to get people's buy in. Even if it is not an easy decision and people have to suffer, if they can see the rationality behind it they are more likely to go with it.”

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Fuelling progress At just 35, Abiteboul’s position of seniority has come at a relatively young age and his situation is a microcosm of that of his team. But while Caterham F1 is one of the most inexperienced teams in its field, its youthfulness brings with it an unstinting enthusiasm and a strong reputation for innovation.

“The average experience in the team is probably around five years,” says Abiteboul. “It can be a challenge to attract people with more experience than this, and to keep the talented young people we have invested in. However, it is great to work with people who are highly motivated and determined to progress and who know they will have that opportunity at Caterham.”

The ambition of Caterham F1’s drivers is evident. Frenchman Charles Pic and Dutchman Giedo van der Garde are both relative newcomers to the top level and are keen to develop alongside the team. “Our guys know they have to learn quickly and co-operate with their team-mates for the team goal,” says Abiteboul. “Having said that, it can be easier to compare their performances against each other than some of the other teams, and we have to

The Caterham Cars group derives its name from the Surrey town where production was based until 1987. It began by manufacturing the Lotus Seven cars in the early 1970s after Caterham’s founder, Graham Nearn, purchased the rights.

The Lotus/ Caterham Seven is now widely regarded by car enthusiasts as one of the iconic sports cars of the 20th century, with 2007 marking the 50th year of continuous production.

It still enjoys strong support and success in clubmanstyle racing. In 1994, Caterham

produced a model called the 21, which was mechanically very similar to the Seven, but with a new GRP roadster-style body, including a wraparound windscreen and fold-away fabric hood.

With 263bhp, the R500 model accelerates from zero to 60mph in 2.88 seconds, one of the reasons it was named BBC Top Gear 'Car of the Year' in 2008. The previous model also held a production car world record for zero to 100mph back to zero at 10.73 seconds (faster than many modern family saloons can reach 60mph), set in April 2004.

LEADERSHIP & MANAGEMENT

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A

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The top three clubs from last season’s Barclays Premier League have new managers, the league has delivered recordbreaking TV deals, the biggest clubs have undertaken global pre-season tours and have fans in more countries than I can name, and the Barclays Premier League is now viewed in over 700m homes in more than 200 territories and countries around the world. It’s a long way from where the league started 21 years ago.

Barclays has enjoyed many of those years as the title sponsor of the Premier League, and we are delighted to begin a new three-year sponsorship that will extend our association to 15 years.

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Both films focus on what fans go through to support their teams through thick and thin. The UK work features lifelong Everton fan Billy Ingham (above), who has followed the Toffees for over 70 years. The overseas campaign will also pay homage to fans around the world that support their teams with equal fervour, turning up in droves to see their favourite teams on TV or on pre-season tours.

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Supporting communities – in the right way

managers, to celebrate and reward people who uphold that true spirit of the game.

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This new focus for our sponsorship will continue over the coming three years, and we hope it will draw attention to the good things in this great game. After all, it is the one sport that transcends national boundaries and cultures, needs no explanation anywhere in the world, and provides people everywhere with entertainment, hope, passion, joy and sometimes disappointment. Ultimately, it is a tremendous force for good.

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• The Barclays Spaces for Sports programme is part of Barclays’ wider commitment to invest £250m to help five million disadvantaged young people around the world, by 2015, develop the skills they need to fulfil their potential. Find out more at barclays.com/spacesforsports

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The trouble with genius. How would a great leader manage a brash but brilliant talent like Dennis Rodman?

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Managing mavericks

the

head strong

Every team has at least one and increasingly our careers as managers and coaches will be defined by how well we manage them. Words: Jeremy Snape

T

he label ‘maverick’ was first coined in relation to the unbranded and independently minded cattle owned by Texan lawyer and cattle baron Samuel Augustus Maverick in the 1860s. His reluctance to bring these wandering animals into the herd became his legacy.

Fast forward 150 years and the modern world of celebrity, social media and personal brands seems to be fuelling the maverick mindset. Before the rise in overnight icons and the tendency to judge status by number of Twitter followers we derived much of our identity from the groups we belonged to.

The leadership climate is changing too.

Where previously the leader’s command and control would have set the tone, in the modern workplace engagement is valued over compliance.

With everyone becoming more accessible and connected, the lines in the hierarchy have blurred. This is positive news for the mavericks, who hate being told what to do and how to do it.

Social scientists call the generation born

after 1990 Generation Y and they will make up an estimated 75 per cent of the workforce by 2025. People in Generation Y have a different mindset from those that went before them: they want a job for now, not a job for life. They also need to see a compelling purpose and be intellectually stimulated at work, rather than be stuck in a routine, no matter how safe.

It is estimated that those in this cohort in the workforce will have between six and nine jobs in their careers, meaning that they are with you for a good time, not a long time.

Understanding egos Given this rise in self-aware and selfconfident individuals, we could see a growing number of mavericks in our sporting and commercial organisations. It presents a challenge to our leaders – how do you manage people who resist branding with the team stamp?

While coaching at the Indian Premier League recently, I visited the McLeod Ganj Monastery, home to the Dalai Lama and exiled Tibetan monks and had the chance

75% of the workforce will be 'Generation Y' (born after 1990) by 2025. Managing them can require a change of mindset.

to meet one of the monks. I had so many questions. “Did ego exist in his spiritual mountain retreat?” I asked. “Yes,” he replied, “we have ego clashes here in the monastery, when people want to show their importance.

But ego is emptiness and although we see big gestures and words, perhaps they are trying to cover their inner emptiness.”

My mind raced from the Himalayan foothills around every dressing room that I had played and coached in before settling back 51

LEADERSHIP & MANAGEMENT

Dealing with mavericks – a game-plan to know a maverick in Tip Get their environment - they

1

may be more vulnerable than you think

them informed; Tip Keep mavericks hate to be the

2

Tip

3

last one to find out

Give them responsibility; mavericks often carry influence, so better that it’s a positive one

your battles, there is Tip Pick a time and place (the time

4

is early and the place is in private)

specific. Concrete Tip Be analysis and evidence

5

moves from opinion to fact

Use their Tip Empathise. name and relate things to

6

their personal goals and aspirations

works.

Tip Straight-talking If they are clear of the

7

boundaries and penalties there is no excuse

use ‘I’ not ‘you’, Tip Insoconflict ‘I saw the incident

8

with..’ rather than ‘why did you do…’

how their Tip Illustrate behaviour can negatively

9

impact on the team

out for the tipping Tip Watch point when they take

10

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more from the team than they give

with the conversation. He was right; it is the people who are desperate to be understood that seem to make the most noise.

Many coaches will see a maverick as too hot to handle and expect each conversation with them to be potentially volatile. Their natural reaction, therefore, is to delay those situations.

This is counter-intuitive.

Mavericks need to be understood and if you don't give them sufficient informal air-time away from the group they will take centre stage at the most inopportune moments.

Mind games Ego often gets a bad press; the label is synonymous with trouble. But,

them early on about any new ideas.

They hate surprises, so asking for their opinion is a good way to keep them engaged and saves them losing face in the team.

Leadership and conflict go hand in hand, because leaders find ways of testing people to deliver beyond their comfort zones. Mavericks exist in every team, but the true test of leadership comes when dealing with a number of them at one time.

The leader needs to have his or her finger on the pulse and stick to their convictions. Everyone in the team, including the wild ones, must feel that the team comes first.

The leader must identify whether an individual's genius is adding more to the performance of the team than

Being ahead of the game when managing mavericks is key. when they start to slide into destructive mode, they are often very difficult to pull back” when the pressure is really on, it is often those players with bullet-proof confidence who keep their foot on the gas because they don't wait to take their signals from their doubt-ridden peers. It is this single-minded drive that makes them so valuable to the team.

Mavericks differ from other people in not being driven by steady improvement. Their goal is to prove people wrong, so they are prepared to take higher risks to achieve great performance. The best way to manage them is to set them challenges that fit with the team tactics – things they ‘can’t’ achieve – then watch them prove you wrong.

The key is to look frustrated that they did it and the cycle continues.

Managing mavericks may feel like playing a game, but just make sure you are calling the shots.

Keeping mavericks close is key and a central tactic is to consult with

they are taking away. A good way to monitor the situation is to see what others in the team think; everyone will have an opinion on the trade-off between cost and reward.

Ultimately, a leader's belief in what the organisation or team stands for and where they are going will give them the courage to make bold decisions.

Being ahead of the game when managing mavericks is key, because when they start to slide into destructive mode, they are often very difficult to pull back. If you have a maverick who refuses to be branded with the herd, get to know them early on or one day you will have to grab the bull by the horns.

Find out more about Sporting Edge at www.thesportingedge.co.uk or follow Jeremy Snape on Twitter @thesportingedge

hEALTH & HAPPINESS

Resilience = results

As a manager you need to be able to keep ploughing on, whatever pressures and challenges get in your way. But resilience is also essential to physical and mental health, says Dorian Dugmore.

It has been shown that resilient people perform up to 85 per cent more effectively and have a better worklife balance than their less resilient counterparts - the likes of Sir Alex Ferguson immediately come to mind.

But resilience doesn't just impact on performance.

The more resilient among us are 50 per cent less likely to suffer from anxiety and depression, have an enhanced immune system, sleep better and wake up more refreshed, and have a 22 per cent lowered risk of a heart attack. What's more, they can live up to 15 years longer.

Why? Well, in health terms, resilience is the ability to modulate and harness the stress response, without which a football manager is more likely to succumb to problems with their heart health.

There may be increased work load on the heart and circulation; greater likelihood of damage to the inside of the blood vessels; a thickening of the heart muscle (the left ventricle) and risk of serious heart rhythm disturbances.

All of these problems can lead to increased sympathetic nervous activity, driving up adrenaline and cortisol stress hormones and reducing the calming vagal activity that has a positive benefit on relaxing the heart and promoting heart health. So what can reduce our resiliency and how can we tell if it's happening?

“It is well established that stress interferes with mental processes such as memory, concentration, judgements and decision-making” Society for Neuroscience 2008

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Contributing factors

The warning signs

• Excessive weight • Raised blood pressure • Insulin resistance and diabetes • Sleep deprivation • Regular timezone changes • Social isolation • Desk-bound lifestyles • Constant stress and anxiety • Stimulant and alcohol abuse

• Loss of mental clarity • More prone to distractions

syndrome

and mistakes

• Being edgy and irritable • Not able to relax and sleep • Feeling tired as an operational norm • Struggling to motivate yourself and others

• Feeling the 'drain from blame syndrome'

hEALTH & HAPPINESS

circle of control

circle of influence

circle of concern

Success often revolves around being resilient.

Setbacks are part of being a Football Manager and those who respond to them productively will make the most progress”

When looking to restore your levels of resilience, it's important to focus on the things you can directly influence and change through your behaviours. These are represented by the Circle of control in the diagram to the left.

The Circle of influence represents the things you have a great influence on (such as the team), but that require the help and cooperation of others to succeed. Building an environment of firm cooperation is therefore essential.

Finally, the Circle of concern reflects factors that you may be cognisant of, but simply cannot influence. It's important to not spend too much time, if any, worrying about these.

Certain behaviours can also help to build up levels of resilience, including taking moderate, but not exhaustive, exercise. This promotes the release of endorphins and helps reduce the production of stress hormones.

Taking 10 minutes every day to relax and practice deeper inspirations and expirations can also help. It increases vagal activity, which helps to moderate heart rhythms, moves you away from the fear centre of the brain (amygdala) to the higher centres (cortex) and promotes decisional balance and clear thinking.

Try also to engage with others, building a good social support network of colleagues and family.

John Sunderland Wright, Performance on Demand Ltd and associate, Wellness Academy

Man up It is also important to focus on psychological hardiness, a concept first introduced by Susanne Kobasa back in 1979.

She highlighted the importance of hardiness in moderating the effects of stress on health.

How?

*Try to be involved in rather than alienated from lifestyle and managerial challenges. *Operate with a degree of control, adopting an influential approach rather than a confrontational or detached and helpless one.

*Believe that change not stability is normal and embrace this, stimulating growth rather than perceiving challenges as a threat.

*Make sure you bring fun and humour into your work; it promotes good endorphin chemistry.

*Try to teach yourself to enjoy rather than despise having to solve problems.

*Stick to your beliefs and values while still showing empathy and concern towards others.

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duba

hEALTH & HAPPINESS

AWAY MATCH D ubai

The most populous of the seven Emirates that make up the UAE and the second largest after the capital, Abu Dhabi, Dubai owes its glittering skyline and the cultural mix of its people to the discovery of oil in 1966. But the city is no longer defined solely by the industry on which it was built, having developed into one of the region's premier business centres and its most exclusive tourism destination.

Iran

persian gulf

dubai

omaN

Saudi Arabia

HOTELS Dual attraction - One of the newest landmarks on the city's skyline is the JW Marquis Hotel Dubai, its distinctive two towers rising up from the business district, earning it the distinction of 'world's tallest hotel'. Following its opening in February 2013, the hotel is set to become one of the city's most desirable locations for business, offering among other things executive floors, cutting-edge technology and over 5,100sqm of event space. But its exhaustive list of entertainment and wellbeing options will also attract pleasure-seekers. The hotel features a pool, spa, eight shops and a range of dining options that has Japanese, Italian, Thai, French and Indian cuisines covered, not to mention a boutique steakhouse, sports bar and rooftop cocktail bar.

Sail away - Few hotels make a statement quite like the Burj al Arab. Since its opening in 1999, the distinctive sail structure has become a symbol of Dubai and its meteoric rise as a business hub and executive playground. A private beach, spa and health club, personal butler service and transfer by Mercedes, Rolls Royce and helicopter might explain why many consider it to be the most luxurious hotel in the world.

Making waves - Almost as iconic is the five-star Jumeirah Beach Hotel, which offers 617 rooms, suites and villas, all with spectacular views of the Arabian Gulf. Among its extensive leisure facilities are a scuba diving centre, tennis courts, spa and five pools.

MEET IN THE MIDDLE – FOUR of the best business venues

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Dubai International Convention and Exhibition Centre Events for up to 12,000 delegates, including 6,000 in its multi-purpose hall.

The Kempinski Mall of the Emirates Host your event in a range of elegant rooms, suites and, bizarrely, ski chalets.

Radisson Blu Hotel at Dubai Media City 12 high-tech meeting rooms for groups of up to 150.

Raffles, Wafi City A spectacular ballroom overlooking the botanical garden is the highlight.

http

LMA member?

We’ll treat you like a VIP. Book Upper Class as an LMA member and we’ll give you 10% off your fare**.

Not to mention the usual complimentary limo to and from the airport, and access to our award-winning Clubhouses.

To book, call Virgin Atlantic Flightstore on 0844 811 1518 and quote LMA.

*Excluding taxes and surcharge. Chauffeur driven car service available at most destinations with selected Upper Class fares (J, D, I & C class).

Mileage restrictions apply. Lounge facilities vary at each destination.

HEALTH & HAPPINESS

SHoPPING To market - No visit to Dubai would be complete without a nose around the souks, situated on both sides of the creek, where traditional wooden dhows still dock. While these colourful markets now stock all the mod-cons, they remain a great way to glimpse what pre-oil Dubai might have been like.

Head to the spice, textiles and gold souks for the strongest assault on the senses. Dubai isn't called the City of Gold for nothing. under cover - Malls in Dubai are about far more than just shopping; they are an important part of the culture – social hubs, marketing opportunities and venues for events and festivities.

While they all offer a wide range of outlets, the malls differ greatly in character and each offers its own uSP, such as a ski slope, a theatre and a food court.

Ibn Battuta is most remarkable for its eclectic mix of architectural styles, while Wafi City and BurJuman are renowned for their exclusive boutiques.

EATING While many of the best restaurants, bars, coffee shops and cafes can be found within the city's hotels, Dubai also offers a wide range of independent restaurants serving Emirati and international food.

The national cuisine is characterised by a blend of Asian and Middle Eastern ingredients and styles, rich in spices such as cinnamon, saffron and turmeric, along with almonds, pistachios, limes and dried fruit.

At the end of a pier overlooking the Arabian Gulf, Pierchic was named Time Out Dubai ’s Best Seafood Restaurant in 2009/2010. Head to Nobu, at the Atlantis Hotel, for a unique JapaneseArabian fusion or Al Mahara, set in a giant aquarium, if you want to see tomorrow's dinner swimming past your table.

GETTING THERE

deserT menu Chances are, the last time you had this much fun in the sand you were toddling around in armbands. Take a camel, camp out in a traditional Bedouin tent with a barbeque buffet and watch the sun set. Or, if that's all a bit too tame, carve up the dunes and wadis on skis or behind the wheel of a 4x4.

The rolling desert terrain also makes for excellent if challenging golf, with a great choice of world-class courses available. The Els Club has incorporated the dunes and native plants into its course, which offers

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four sets of tees so that golfers can choose their playing length.

Meanwhile the Faldo Course, one of two 18-hole courses at the Emirates Golf Club, is the only one in the region to offer night golf.

Virgin Atlantic runs flights to Dubai International Airport daily, the seven-hour overnight flight getting you in at 08:00 with a full day ahead, making it a great destination for even a short break.

Travel upper class for a chauffeur service from your front door, private check-in and access to the Clubhouse, where you can sip Champagne in the bar or relax in the spa. The relaxation continues on board, with the ‘seat that thinks it is a bed’– 33” wide, 6' 6" long and completely flat at the touch of a button!

Further details can be found at www.virgin-atlantic.com/gb/en.html

SPORT MOBILE

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David O’Leary

I have peace of mind knowing Sport Mobile keep my billing and personal details secure

Martin Allen

hEALTH & HAPPINESS

ESSENTIAL KIT 01

Sneaky peak Whether you're working through people's CVs, checking out the latest financial report or just surfing the web between meetings, what is on the screen of your laptop, smartphone or tablet should be for your eyes only. Depending on the nature of the content, sharing it unwillingly with the person sitting next to you could be embarrassing and potentially damaging.

The patented micro-louvre technology on 3M Privacy Filters blocks the view on a screen to everyone except the person sitting directly in front of it. Made from a flexible, hard-wearing film, they're designed to fit easily onto any LCD monitor, laptop or smartphone/tablet and also provide protection to the screen from everyday scuffs and scratches.

03 02

In the bag

Losing your luggage - or should that be, having your luggage lost! - is annoying, worrying and a drain on your time. Trakdot Luggage gives you peace of mind by allowing you to track checked-in luggage in real time.

A palm-sized ultra-light global positioning tracker fits into your bag and, once registered on the Trakdot website, delivers location information directly to your mobile phone or SMS device via text or email. Travellers can also track their luggage on Trakdot.com or use the free Trakdot Luggage app. Also useful if you hate hanging around baggage reclaim is an app that alerts you as your bag approaches on the carousel.

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Well connected Weak Wi-Fi or a wired-only connection in your hotel or meeting room can really slow you down.

Plug in the TL-WR710N nano-router from TP-Link and it establishes a secure Wi-Fi hotspot for all your Wi-Fi enabled devices. Five operating modes ensure you can get connected to the internet in different scenarios and it has a built-in power adapter and flexible USB port for storage and charging.

hEALTH & HAPPINESS

04

Good vibrations

Who wouldn't want a massage on demand – no appointment, no stripping down, no awkwardness?

Scholl's U-Pop Massage Cushion can help relieve neck pain and tension while on the go, at home or at work.

Powered through a USB or mains adaptor, the cushion features a heat mechanism as well as powerful vibrations and comes with a variable strap to perfectly fit all necks.

ESSENTIAL READ The Talent Code

by Daniel Coyle

In his remarkable study of the phenomenon of talent, Daniel Coyle explores the nature versus nurture argument of the development of the elite performer.

Coyle charts his exploration of the talent hotbeds of the world; the run down tennis centres of Moscow; the cinder tracks of the Caribbean; the baseball diamonds of the Dominican Republic; and the beaches and slums of Brazil. He also introduces us to his three primary talent development concepts: deep practice, ignition and master coaching.

Some of Coyle's work builds on studies already familiar to any coach of elite talent, such as Ericsson and his 10,000hour hypothesis, but crucially he takes it a step forward into the physiological and biological development of the brain and the importance of a little-known substance, Myelin. Myelin, he believes,

is the elixir of talent. We all produce Myelin, but Brazil's young footballers – who touch the ball six times more per minute than their northern European counterparts – simply make more of it, build more mental connections and therefore have more skill.

Coyle introduces us to concepts such as the 'sweetspots of learning', 'chunking', 'repeat and feel' and the importance of motivation. He tracks time and again the role of one success leading to a bloom of talent, not immediate but built around a five-to-six-year timeframe from the initial catalyst. Alongside this, he tracks the requirement of a sense of belonging to allow talent pools to flood and the role of the master coach and the art of coaching. His study of John Wooden at UCLA is as fascinating an insight into coaching technique as you'll find.

This book will have you making notes, re-reading sections and learning lots.

You will be building your own new Myelin as your knowledge of talent development increases.

Coe Vintners' best of autumn Champagne Henri Giraud Hommage a François Hémart Grand Cru, Aÿ, France, £32.79 From the 12th generation of the Giraud-Hémart family comes this stunning Grand Cru Champagne, made in the traditional way, using oak from the ancient Argonne forest.

Over the last 10 centuries, the wines of Aÿ have been classed among the world’s finest and this delicious Champagne is no exception. With a distinct amber tint and aromas of honeysuckle, almonds and yellow fruit, it can be enjoyed on its own or as a great accompaniment to sea bass, pork or duck. A limited edition must-have.

Clarendelle Rouge, Domaine Clarence Dillon, Bordeaux, France £12.45 If you like a Bordeaux, then look no further than this outstanding red from the makers of HautBrion. The carefully selected grapes combine to produce a blend of Bordeaux’s traditional varieties – Merlot, Cabernet Sauvignon and Cabernet Franc – with fantastic results. Oaky, chocolately and deliciously tempting on the nose, this wine is dry and firmly structured and perfect for stews and roasted red meat.

Wines selected by Ceri Walden, Coe Vintners Key Account Manager. For offers open to LMA members, contact Ceri on 07814 704085 or email ceri@coevintners.com

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hEALTH & HAPPINESS

Something special Founded as an international organisation in the US in 1968, Special Olympics first came to Great Britain in 1978 and has since grown into the largest British sports training and competition organisation for people with intellectual disabilities. We meet Jason Cornwell, Special Olympics GB’s Football and Unified Sports Manager, to find out more.

AS

its name suggests, Special Olympics holds large events every four years - its National, International, Summer and Winter Games – but it is what the organisation does weekin, week-out that really makes it so special.

“Anyone with an intellectual disability, at any age, of any sporting ability can enter our competition pathway, but the work we do with athletes and their supporting volunteers continues throughout the year,” says Cornwell, who is responsible for the development of Special Olympics Football and the Unified Sports programme in Great Britain. “This regular contact, training and coaching enables us to place our athletes into competition appropriate to their needs and abilities.”

Athletes then progress from local to regional and onto national levels based on their commitment and enthusiasm, with some being selected to represent Great Britain at the Special Olympics World Games.

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Can do While we all know that regular sports activity has numerous benefits for mind and body, those benefits take on extra resonance for people with intellectual disabilities. “Imagine what it must be like to never be picked for the team because people assume you will be no good or will hold them back,” says Cornwell. “You would end up missing out on all the things that sport can provide - friendship, a healthy lifestyle and confidence. For many people with intellectual disabilities that is their experience of sport - it is a world they feel excluded from.”

The attitude of Special Olympics is very much 'can do', but in a respectful and supportive rather than sympathetic way, says Cornwell. “Our athletes join a local Special Olympics club, where they are welcomed and treated the same as anyone else. They are given choice, opportunity and, perhaps most importantly, empowerment, something most people take for granted.”

Regular training sessions help the athletes to improve their performance, but there are other benefits - they may develop friendships, lose weight, gain confidence and develop greater self-esteem.

The finishing line However, the work of Special Olympics doesn’t stop at training. Any athlete needs something to aim for. “Competition is important, regardless of what level you are able to play at,” says Cornwell. “Our all-abilities model isn't about lowering competition standards to allow our lower ability athletes to get involved; we provide opportunities based on what someone is capable of doing at that point in their life.

Remember, if someone is born with an intellectual disability they are not going to ‘get better’ – it is a life-long condition. But that doesn’t mean they can’t learn, improve their sports skills and, therefore, take part in meaningful competition.”

Special Olympics also brings together

hEALTH & HAPPINESS

'mainstream' sports men and women to play alongside its athletes in training and competitions. “Inclusion is about equality of opportunity and one of our growth areas is our Unified Sports Programme,” says Cornwell. “It's a fully inclusive model that really breaks down barriers and removes stigmas that surround intellectual disability.

It allows our athletes to achieve great things alongside not just other disabled people, but everyone else in society.”

And great things are certainly achieved.

Athletes have even developed so much at a Special Olympics club, as athletes and people, that they have eventually left to join a 'mainstream' club.

Fringe benefits There can be few organisations that achieve as much for their membership as Special Olympics. It changes the lives of everyone involved - athletes, volunteers, supporters and families - and not only through its sporting programmes.

“We know that people with intellectual disabilities can have difficulty accessing health services, have a higher likelihood of suffering from obesity, have lower self-esteem and fewer opportunities for friendship,” explains Cornwell. “That's why, in addition to our sports activities, we provide our athletes with access to other programmes. For example, our Healthy Athletes Programme provides our athletes with specialised health screening and through our Athlete Leadership Programme athletes are trained to become leaders and coaches themselves and pass on what they have learnt during their experience of sport.”

Since its inception, Special Olympics has grown into the largest sports training and competition organisation of its kind in Britain, but Cornwell is determined that it should continue to grow. With some 1.2m people in Britain with an intellectual disability - making it the largest impairment group - there is potential to make a positive impact on many more lives. Yet the organisation relies on the generosity of volunteers, donors and personal or corporate sponsors - so, over to you.

To find out more about the work of Special Olympics or to get involved, visit www.specialolympicsgb.org.uk or contact jason.cornwell@sogb.org.uk

8,000 Special Olympics athletes currently take part in weekly sports training across England, Scotland and Wales through 150 local clubs.

Lawrie McMenemy MBE has been involved in Special Olympics Great Britain since 2004, as Chairman and now President.

Always a dedicated and active supporter and ambassador of the charity, he continues to

do considerable work in creating partnerships and gaining support.

His contribution to the charity was recently recognised by the LMA, which donated £10,000 towards the charity's year-round football programme.

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pitch side

Bidding farewell to cancer

When Gina Long started an online charity auction in 2011 in honour of her friend Sir Bobby Robson she never dreamed it would raise £248,000 and gain the backing of the football fraternity worldwide.

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B

uilding on this success, the second Bobby’s Breakthrough Online Auction kicks off on 10 October, with an even more ambitious goal - to raise £1 million.

“Over the 35 years that I knew Sir Bobby and Lady Elsie, they were always hugely supportive of my voluntary fundraising. I therefore wanted to create something very special that would honour his memory and also raise funds for his charity, the Sir Bobby Robson Foundation,” she says.

David Sheepshanks CBE introduced

pitch side

Long to Richard Bevan and, after she had explained the online auction initiative, he and the LMA fully embraced the Sir Bobby’s Breakthrough campaign.

“I was touched by the warmth of the responses and the individual support I received from, among others, Sir Alex Ferguson, André Villas-Boas, Alan Pardew, Harry Redknapp and Mick McCarthy,” says Long. “All the Barclays Premier League and Championship Football Clubs showed huge generosity, donating sports memorabilia and ‘money can’t buy’ experiences.”

The icing on the cake, however, came when José Mourinho donated his FIFA Ballon D’or, which he was awarded in 2010 for ‘World Coach of the Year’. This was the star prize in the 2011 auction, raising an incredible £26,000. This was closely followed by two FC Barcelona experiences donated by Josep ‘Pep’ Guardiola, which achieved £12,500 each.

Strong backing As previously, this year’s auction has the support of HRH the Prince of Wales, as well as the LMA and the FA, the PFA and major football and sports clubs globally.

The online auction will go live on 10 October, following a media event the previous evening hosted by headline supporter BT Sport and BT Donate. It runs for just over two weeks until 27 October.

“Alongside the online auction there's an exciting new dimension to the fundraising,” says Long. “From now until the 27 October we're holding a Text-ToWin competition. In return for a small donation, people can text 83222 and BOBBY4 for the chance to win one of four monthly prizes.”

The Robson family is closely involved with the campaign and Sir Bobby’s son, Mark, is a committee member. “My family knows first-hand the pain that cancer can cause, which is why we are so committed to continuing the work started by my father in supporting research for new treatments,” he said. “My family and I are very grateful to everyone who has contributed a prize and we continue to be astounded by the generosity of the businesses and individuals who get involved.”

Sir Bobby's widow, Lady Elsie, said, “When my husband and I launched the

£26,000

amount raised from José Mourinho's generous donation of his 2010 FIFA Ballon D’or for World Coach of the Year

Sir Bobby Robson Foundation in 2008, Bob said he felt like he was at the helm of a team again - what he called his last and greatest team - and taking on a challenge far greater than any football match.

Sadly, cancer affects all of us in one way or another, but if everyone pulls together one day we will beat it.”

For more information on how to take part in Sir Bobby’s Breakthrough campaign, or for full details including the T&Cs for the Textto-Win, visit: www. sirbobbysbreakthrough. com

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hall of fame | in association with the fa

terry venables

“EL teL”

Words: Matt Halfpenny

W

hile plenty of notables down the years can claim to have England running through their veins, few have a stronger case than Terry Venables.

Although best known as one of the national team's most popular managers, he was also the first player to represent his country at all five levels: schoolboy, youth, amateur, under-23 and full international.

Such a well-rounded upbringing has served the charismatic Essex man well during his time in the dug-out, both domestically and as one of a rare breed – that also includes fellow national coaches Sir Bobby Robson, Roy Hodgson and John Toshack – who have succeeded overseas too.

When Venables took over at Spanish giants FC Barcelona in 1984 he was a surprise choice, having taken charge of just one full season in English football’s top flight at Queens Park Rangers.

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Any nerves about him taking one of the highest profile management jobs in sport were quickly erased, however, as the man dubbed ‘El Tel’ became an instant hit. He beat rivals Real Madrid 3-0 in the Bernabeu in his first game en route to the club’s first La Liga title in 11 seasons, a feat former World Cup winning manager Cesar Luis Menotti had been unable to achieve in Catalunya immediately prior to Venables’ arrival.

His man-management and leadership skills won widespread acclaim from his players and ensured the team lost just twice during the campaign. He also won praise at the Nou Camp for fusing local talent with imports, Scottish striker Steve Archibald scoring 15 times.

Even in his early days, Venables had been marked out as an astute leader. After serving under Malcolm Allison as coach at Crystal Palace – Chelsea, Tottenham Hotspur and

Queens Park Rangers previously benefiting from his services as a player – he was promoted to his first managerial role at Selhurst Park in 1976, aged 33, and wasted little time making his mark.

First he led the Eagles into the old Division Two and then, two seasons later, using a much-lauded youth policy, the club soared into the top flight. A 13th place finish was followed by a move to Loftus Road, where another promotion into the old First Division and an FA Cup final appearance helped seal a switch to sunnier climes.

On returning to the UK in 1987, Venables took over at Tottenham Hotspur, where his canniness for signing promising young talent and bringing out their best was no better illustrated than in his development of Paul Gascoigne. Securing the FA Cup for the White Hart Lane club in 1991, he also had a spell as chief executive.

The national team then came calling.

hall of fame | in association with the fa

Venables led England all the way to the semi-finals of the 1996 European Championships, losing on penalties to eventual winners Germany. England striker Alan Shearer observed: “Terry’s knowledge and tactical know-how were spot-on and he knew how to get the best out of us. We responded to him and believed in him.”

Moving on to a similar role with Australia, Venables narrowly missed out on a place at the 1998 World Cup and, after a stint as consultant and chairman at Portsmouth, had spells of varying lengths back at Crystal Palace, Middlesbrough and Leeds United.

Former England defender Phil Neville says one of Venables' strengths was his ability to create a strong team environment: “I liked the way he had coaches around him who challenged him. The fact that the number two and number three were not afraid to express an opinion made the senior coach even better.”

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CMYK PITCH SIDE

PRIMARY LOGO

SECONDARY LOGOS

Get theRe, stay theRe

As Cardiff City, Crystal Palace and Hull City prepare for life in the Barclays Premier League following their promotion last season, Prozone examines which styles of play give teams the best chance of avoiding the drop back.

P

rozone's analysts looked at the playing styles of five teams (Norwich City, Stoke City, Sunderland, Swansea City and West Bromwich Albion) that have been promoted to the Barclays Premier League over the last seven seasons and that have been successful in staying there.

By analysing their performance following promotion, we can begin to identify the traits common to teams that are able to translate strong Sky Bet Championship form into solid performances in the Premier League.

MAINTAINING EFFICIENCy While the promoted clubs all struggled to create the same number of chances they had in the Sky Bet Championship, what set them apart was their ability to maintain a high level of efficiency in front of goal.

For example, Norwich’s shots per game dropped from 15.3 to 13.3 during their first season in the Premier League, but the team’s efficiency remained stable, as they scored 16 per cent of shots inside the box compared with 17 per cent in the Championship.

Similarly, Stoke City have consistently improved their offensive efficiency year on year since being promoted in 2007/08, rising from 85 per cent in the Sky Bet Championship to a consistent 89 per cent in 2010/11, 2011/12 and 2012/13.

The only one of the five teams in the study to maintain a relatively high level of chance creation following promotion was West Brom, their 16.9 shots per game in the Sky Bet Championship slipping only slightly to 15.3 in the Barclays Premier League. This suggests that the Baggies’ 11th place finish in 2010/11 wasn’t reliant on what might be 68

defined as ‘luck’; they were genuinely strong going forward and creating chances.

RESTRICTING oPPoRTuNITIES Chance creation is undoubtedly a crucial component of Barclays Premier League survival, but the biggest test for promoted teams is often a defensive one, as they are met with opposition players of greater quality than those in the Sky Bet Championship.

With the opposition shooting with far higher efficiency, the most successful promoted sides were able to organise themselves to ensure that the quality of opposition chances is diminished. In order to do this, the promoted teams forced opponents into a slower build-up and, as an increased number of blocks suggests, pushed numbers behind the ball.

Of the five teams studied, Stoke were

by far and away the best in terms of their defensive performances in the Barclays Premier League. Remarkably, in their first season in the top flight, Stoke managed to concede fewer shots per game than they had done in the Sky Bet Championship in 2007/08 (13.9 as compared to 15.1).

The key to this was their ability to defend the edge of their penalty area and force opponents to shoot from distance. Of the shots Stoke conceded last season, just 47.7 per cent came from inside the box.

Swansea have also adapted their defensive game very well to the demands of the Barclays Premier League. Despite conceding more shots in the top flight, the Swans blocked 29 per cent of shots in 2011/12 as compared with 25 per cent the previous season, when they were promoted from the Championship.

Although they haven’t been able to reduce the number of opposition chances, Swansea have been excellent at making shots as difficult as possible for other Barclays Premier League teams, an important factor in their recent success.

KEEPING THE VoLuME HIGH Generally speaking, the volume of passes by teams promoted from the Sky Bet Championship drops once they reach the Barclays Premier League. However, the five teams we looked at all transferred the volume and efficiency of their Sky Bet Championship passing into the top flight, surely one of the key factors in their success.

Sunderland initially struggled to replicate their Championship passing, but by 2008/09 (their second season back in the Barclays Premier League) the

PITCH SIDE

Black Cats had increased the volume and efficiency of their passes. As time went by, a less direct approach with more balls played sideways (also seen with Stoke) has reflected a greater comfort with the unique demands of the top flight.

Similarly, Swansea were relatively cautious in terms of their passing during their first Barclays Premier League season. Although their passes per game went up from 477 to 498, passes in the opposition half fell from 43 per cent to just 39 per cent as the team adjusted to life in the top flight. However, since Michael Laudrup’s arrival the team has reverted to a more open style, with forward passes rising from 37.5 per cent to 38.4 per cent.

West Brom, on the other hand, have perfectly replicated their Championship passing volume and efficiency in the Barclays Premier League. Keeping a consistent number of passes per game (326 in the Sky Bet Championship, then 322, 320 and 331) and maintaining the proportion of forward passes and balls into the final third, West Brom’s unaltered approach suggests that the players are well-suited to top flight football.

Finally, of the teams studied, Norwich were the only side to increase both the volume and efficiency of their passing once they’d arrived in the Premier League. Increasing their number of passes per game from 321 to 332 and pass completion from 80.7 per cent to 82 per cent, the Canaries’ excellence in possession was a major factor in their success in 2011/12.

Although Norwich reverted back to Sky Bet Championship passing levels in their second season, the consistency they have been able to maintain in their style of play can be cited as one of the main reasons the East Anglian club has performed so well since returning to the Premier League.

While there are no guarantees that promoted clubs will find their feet quickly, these insights give a good indication of what is required of teams as they move up into one of the most competitive leagues in the world.

The pioneer in performance analysis, Prozone has been empowering data with meaning since 1998. Working with football’s elite, it provides expert technology and consultancy to create world-leading insights. Analysing objective data from more than 10,000 games every season, it helps 250 clubs across five continents to achieve genuine on-field advantage.

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PITCH SIDE

whO weRe the FOUNdING FatheRs? Earlier this year, England skipper Steven Gerrard and goalkeeper Joe Hart helped launch an FA search for relatives of the founding fathers of our nation’s favourite game. It's beginning to bear fruit.

On 26 October 1863, a group of men convened in London's Freemason’s Tavern to draft the 13 original laws of association football. As part of the FA's 150th anniversary, the FA sought to uncover the mystery surrounding these important figures in the history of our sport. A host of Three Lions players appealed to the public for their help in finding their descendants, and the FA now has several strong leads.

The search has captured the imagination of the public far and wide, with responses reaching Wembley Stadium from Asia, North America and Australasia. This has led to new information over the identities of some of the descendants and where they may now be living.

In particular, early research suggests many strong links with cricket, rugby and rowing among the original eight men - seven of whom were present at the first meeting of The FA in 1863. More detail has also emerged about the clubs 70

they played for, the lives they led and the careers they pursued.

Dr Jane Clayton, a cultural historian from the International Football Institute, University of Central Lancashire, is continuing to lead on the search. She is leaving no stone unturned in her quest.

Family trees and lines of descent have been created for each one of the eight visionaries and the search is closing in. You never know, it could be you.

"While much is known about pioneers in other fields, the histories of those founding fathers of football have been lost in time and it has been a fascinating task to unearth information about the people who transformed football,” said Dr Clayton. “Through genealogical research and with the public's help, we have already found out so much about these forgotten men and how their vision gave rise, albeit unwittingly, to the global phenomenon of football."

The founding faThers On a Monday evening on 26 October 1863, representatives of some of the football clubs in London came together at the Freemasons’ Tavern on Great Queen Street in Holborn. They formed The Football Association, and seven key individuals were elected as the first committee of The FA. These men took the rules of the varying codes of football played across England and established football as we know it today. under the stewardship of these seven individuals, and alongside Charles William Alcock, a pioneer of football and the inventor of The FA Cup, the game was able to grow to become the only truly global sport. The founding fathers of football are: Ebenezer Cobb Morley (1831-1924) Arthur Pember (1835-1886) Charles William Alcock (1842-1907) Francis Maule Campbell (1843-1920) john Forster Alcock (1841-1910) Herbert Thomas Steward (1839-1915) George Twizell Wawn (1840-1914) james Turner To help in the search for living descendants of the founding fathers visit www.TheFA.com/foundingfathers.

If you have any information that can assist in the search, email us at foundingfathers@thefa.com

St. George’s Park welcomes over 50 professional clubs Since the official opening in October 2012, St. George’s Park has already welcomed over 50 national and international professional clubs for training or match play on one of our 12 outstanding pitches, set in 330 acres of beautifully landscaped parkland.

Centrally located in the heart of Staffordshire, clubs such as West Ham, Bradford and Millwall have been able to use the facility to train before key matches, reducing the time spent travelling to and from stadiums.

International clubs, Steaua Bucharest, Monaco and Galatasaray have benefited from holding their pre-season training camps at St. George’s Park, being based on site has meant they could train, recover, eat, sleep and play key pre-season friendly matches, all within walking distance.

Clubs and professional players across all levels of the game will have access to leading clinical expertise and cutting-edge technology with Perform, to help them recover aſter intensive training sessions, improve their fitness and performance and also rehabilitate aſter injury or surgery. Over the next three years, Perform will provide rehabilitation to 900 PFA professional players and health screening and stress management to LMA members as well as cardiac screening for football scholars.

“Our ten day training camp has been really great. The team have enjoyed the chance to train with all the fantastic facilities and pitches available, including the really impressive gyms and equipment. We start our season on the 20th July in preparing for the Champions League qualification matches, so being able to play some games and prepare at a place like this has also been really useful.”

Laurentiu Reghecampf, Steaua Bucharest Coach “It’s an inspirational setting and a provider of world-class facilities designed to breed a winning culture. The use of St. George’s Park for training goes some way to enabling a winning culture and this can certainly be taken onto the field of play aſter a week’s training.”

Gary Rowett, Burton Albion Manager St. George’s Park can offer: • Pitch Hire • Pre-season and residential training camps • Day and overnight training packages • Fitness testing, performance assessments and rehabilitation services For more information or to discuss your individual requirements including bespoke packages please contact us on

01283 576200 TheFA.com/sgp sgpenquiries@thefa.com Follow us @StGeorgesPark

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The promise of youth Southampton's new £30m academy will provide English football with its next generation of elite players, says executive director Les Reed.

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eed has been central to the development of the new facility, which he believes will play an important role in achieving the aims of the Elite Player Performance Plan (EPPP), the Premier League's youth development initiative. “The mission statement of all youth development is to have the best coaches with the best players in the best facilities,” he says.

He is understandably proud of the new academy and clear about the aims and function of its facilities. In the pre-academy building for the young players, those include well-equipped classrooms, an education block, sports science facilities, indoor training areas, gymnasiums, a technically advanced analysis department, as well as offices,

canteens and break-out rooms for parents.

Things gets progressively more advanced for the older players. Outside, the Under-18s and Under-21s have at their disposal an arena pitch with a multi-purpose, double-sided grandstand in the centre, which will only be used on matchdays. With 1,000 seats on one side, 500 on the other and additional terracing for another 2,500, the pitch provides a valuable matchday experience for players.

“We have built a football development and support centre that is truly aspirational,” says Reed. “A player first comes into the pre-academy at eight years of age and they work their way through to the main academy. Then they progress room by room from 16 to 18 to 21, until they eventually reach the first team at the other end of the building. Each boy can see his development journey and where he could end up. He can see the first team and the facilities they use, and can watch them in training.”

Reed believes this creates an incredible work ethic. “We are the kind of club where if you really believe you will get into the first team, there is every chance you will achieve your ambition,” he says.

“The mission statement of all youth development is to have the best coaches with the best players in the best facilities” 72

Determination and structure As a coach who has overseen the progress of many established England internationals, Reed is appreciative of Southampton putting youth development at the heart of its business plan.

“Four years ago we didn’t have a single English player in any of the England squads; now we have 11,” he says. “It forms the basis of the future of our club; we don’t think it’s just a nice-to-have to develop players, we think it’s the future for clubs across the Barclays Premier League.”

With that kind of attitude it is no surprise that Southampton have been such strong advocates of the EPPP. Reed believes that vision and drive was long overdue.

“We have wasted a lot of time and the Premier League has had to take the bull by the horns and do it; we can’t keep on wasting the talent that we have in this country,” says Reed. “More technical coaching time is key, which couldn’t be achieved under the old system, as is the ability to introduce sports science and sports medicine at a younger age. We also need the right coaches with the right age phases; and a better holistic approach to training, which we’re doing now with a better clear link between the education programme, the life skills programme and the technical programme. The EPPP facilitates all of that.”

This is an abridged version of an article that appeared in the Premier League Season Review 2012/13. To view the full article go to http://review.premierleague.com

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PARK LIFE July was an especially busy month at St George's Park. Here are some of the high points...

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1. David Bernstein is presented with a commemorative stone on his final day as FA Chairman.

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2. 16 talented coaches graduated from the first ever FA Elite Coaches’ Awards.

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3. FA150 ambassador Olly Murs' team taught Nick Grimshaw’s Radio 1 side a footballing lesson in a challenge match.

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4. Didier Drogba and Wesley Sneijder warm up together as Galatasaray begin their pre-season schedule at SGP.

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Get with the programme Home to top-class clinicians and state-of-the-art equipment, Perform at St George’s Park aims to become an internationally renowned centre of excellence for sports and exercise medicine, performance science, injury rehabilitation and strength and conditioning.

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erform can cater for all of a club’s needs, from the welfare of the manager to cardiac screening for scholars. Given the considerable physical pressure managers are under throughout their careers, their welfare is of great importance to their teams and clubs. Available free to all LMA members, the Fit to Perform programme harnesses the world’s leading sports medicine and technology to give football managers a thorough performance and lifestyle assessment. This enables them to identify areas where they can improve their fitness and helps them to perform better for their clubs and their players.

Howard Wilkinson, Chairman of the LMA, was one of those to experience the facility first hand. “All aspects of our health and fitness were given a thorough examination and the day comfortably surpassed our expectations,” he says. “The programme was delivered in a simple and easy to understand way, the staff were exceptional and the facilities are simply stunning.”

A number of teams, including Monaco, Steaua Bucharest and Galatasary, have also joined Perform for their pre-season training camps, staying at the two on-site Hilton Worldwide hotels during their stay. Teams have access to everything they need at the National Football Centre, including access to pitches via the FA, sports-specific testing, signing medicals and access to radiology.

Perform is part of Spire Healthcare, a

leading provider of private healthcare, with 38 private hospitals throughout the UK, enabling them to offer a secondary care pathway through the Spire Network for any further investigation.

Spire Healthcare and Perform are the preferred providers to Club England and the Scholar Screening Programme, having completed over 40 clubs this year and over 10 of the Club England teams. They can provide either a mobile unit at your club or a hospital venue.

Perform also provides residential rehabilitation to professional players through the PFA scheme, its specialist team working closely with your club physiotherapists and players to understand their needs. They also have access to a wealth of specialist services, including consultations with the Elite football physiotherapist and sport and exercise medicine physician, physiotherapy and sports massage and a range of worldclass facilities.

Over 110 professional players have visited Perform through the scheme so far.

Paul Robinson, Millwall FC, and Craig

Easton, Torquay United FC, were among them. “The facilities and treatment are first class,” says Robson. “Throughout my football career I have not experienced treatment and facilities like those offered at Perform SGP.” “Not only have the four days of treatment I received helped me in the short term, but the sessions have given me so many more exercises to help me stay injury free and maybe even prolong my career – hopefully!” says Easton.

Teams can also hire the facilities and teams staying and playing in the Midlands area have used the hydrotherapy suite, including the HydroWorx underwater treadmill and contrast bathing pool, for recovery sessions.

For any further information or queries, please call the Perform Support team on 01283 576333 or email support@spireperform.com.

Further information can also be found on the Perform website. www.spireperform.com

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SPONSORED BY

LMA news, views and events

five minutes with Roberto Martinez LMA commercial partner and official car supplier Mercedes offers a VIP service to the LMA membership.

One member who has taken up the service is new Everton manager and 2012/13 FA Cup winner with Wigan Athletic Roberto Martinez.

Once the decision is made to buy a Mercedes by the LMA member, the dedicated VIP Mercedes team takes care of everything, culminating in a new car being off-loaded brand new at home or at the training ground.

Martinez took time out of pre-season preparations to tell us more.

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LMA: What model of Mercedes are you driving?

Roberto Martinez: The CIS 63 AMG. LMA: When did you get it?

RM: It was delivered to me by the VIP Mercedes team in June 2013.

LMA: Have you owned a Mercedes before?

RM: Yes, I owned a Mercedes CLK when they first came out and loved it.

LMA: What colour is your new Mercedes?

RM: The VIP team offered the full palette to choose from and I took my time choosing the colour, in the end opting for black.

LMA: How did you find the process of getting your car through the Mercedes VIP scheme?

RM: It was a really easy process and full of options to choose from. They were very attentive and I would highly recommend the VIP scheme to fellow LMA members.

LMA: What add-on features did you get for your Mercedes?

RM: I added on a sunroof and black

wheels.

LMA: What do you like most about your Mercedes?

RM: I really like the low balance and the comfort it offers me when driving.

LMA: When did you learn to drive and what was your first car?

RM: I learnt to drive when I was 18 years old and my first car was a Renault 5.

LMA: How much driving do you do during an average week in the season and what for?

RM: During the season in an average week I will probably drive around 400 miles commuting between work and games.

LMA: If you could drive on any road, anywhere in the world, where would it be and why?

RM: The coastline in Croatia is incredible with great views, which make it a really enjoyable road to drive on.

LMA: What feature do you like best on your Mercedes?

RM: Its handling on rural roads is very impressive, which is always reassuring.

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SPONSORED BY

Budweiser Coach the Coaches As part of the LMA's programme of grassroots activities with commercial partner Budweiser, LMA members Alex McLeish, Tony Pulis, Gus Poyet, Alan Curbishley and Stuart Pearce have been offering their coaching and management expertise to non-league teams hoping for success in the new season.

The programme was launched by Neil Warnock and asked clubs to apply for the opportunity to be coached by LMA members with Barclays Premier League experience.

“Coaches at this level are under great pressure, often balancing full-time work with their coaching commitments,” said Warnock. “I am delighted to back this programme. It is

a fantastic opportunity for coaches such as us, who are fortunate enough to do it professionally, to pass on our experience.”

The LMA ambassadors surprised the winning teams - Shepshed Dynamo

FC, Blackfield & Langley FC, Stanway Rovers, Dorking Football Club and Oldham Boro FC - by turning up unannounced at training.

They helped the coaches deliver their sessions and stayed afterwards for Q&A

sessions. All of the members were impressed by the quality on show. When taking the session at Stanway Rovers, Guy Poyet was even reunited with a player who used to clean his boots at Chelsea as a youth trainee.

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PITCH SIDE

SPONSORED BY

IN THE SPoTLIGHT – DELAWARE NoRTH CoMPANIES

LMA commercial partner Delaware North Companies (DNC) has been busy developing its catering and hospitality product at The Emirates, in conjunction with Arsenal FC, with some exciting new features for Club Level fans.

While the match will always be the main event, DNC recognises that on Club Level it is all about the experience. Its design allows members to move freely between

the four bars and 10 restaurants, giving the discerning football supporter a wider choice of unique and memorable matchday experiences, ranging from casual to fine-dining.

New concepts introduced for the 2013/14 season include an Emirates Lounge and Royal Oak food court, introducing ‘The Street Food, a world of flavours’, ‘Sausage Grill’, ‘Fish and Chips’ and ‘Sweet Cart & Candy Floss’. Initiatives also include live music, kid’s zones, live-feed broadcasting of the match build-up and extended opening hours after the final whistle.

Delaware North recognises the varying Club Level demographics at different games – the difference between a Champions League mid-week evening game and a family friendly Saturday afternoon match, for example – and adapts the catering accordingly.

For more information please contact Simon Harrington, Business Development and Marketing Director; 020 8453 5282 or sharring@dncinc.com

new commercial partnership THE ASPIRATIoN GRouP The LMA is pleased to announce The Aspiration Group as Preferred Travel Suppliers for 2013/14. The firm offers a highly bespoke service to LMA members and commercial partners, organising business and travel arrangements and providing a golf concierge service and event management expertise.

Working in collaboration with the LMA’s other travel partners, the experienced team will be able to source the best airfares and hotel rates in the industry. “We are very pleased to be working with the LMA and look forward to delivering our services to members and partners, whatever their budget,” said David Atkin, The Aspiration Group Director of Travel.

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BooT ouT BREAST CANCER Debbie Dowie, the wife of LMA member Iain Dowie and volunteer chairman and founder of Boot Out Breast Cancer, recently helped organise the unveiling of new diagnostic equipment purchased for the Thomas Linacre breast unit in Wigan. The event was an example of the fantastic work that the charity does nationwide to upgrade equipment with

the latest technology.

“Having the new equipment aids quicker diagnosis, reduces the likelihood of surgical biopsy and improves the patient experience through the screening unit,” said Consultant Radiologist and Director of Breast Screening in Wigan, Dr Raquel Tuano-Donnelly.

Are you fit to Perform?

Available free to all LMA members, Fit to Perform is a performance and lifestyle based assessment which utilises the world’s leading sports medicine technologies and expert staff. » Helps identify and prevent health issues » Helps you to Perform better The assessment takes place in our brand new facility, Perform at St. George’s Park, which combines 25,000 square feet of cutting edge technology with medical expertise to create the most advanced human performance centre in the UK. To make an appointment or for any further queries, please call the Perform Support team on 01283 576333 or email support@spireperform.com

www.spireperform.com

@Perform SGP

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SPONSORED BY

LMA Annual Golf Day 80 of the LMA’s partners and members came together at The Grove for the LMA Annual Golf Day 2013, supported by Coe Vintners and Miroma. New LMA commercial partner The Aspiration Group ably assisted around the course, offering the opportunity to ‘beat the pro’ on the par-three 13th hole.

The fair weather conditions meant play was of an incredibly high standard, with Yasin Demir (Virgin Atlantic), Shane Rowe (Delaware North) and Feisal Nahaboo (Probiz) all scoring 45 points individually.

The team of Steve Dent (D3 Manufacturing), Feisal Nahaboo (Probiz), Steve Lomas and Jim Souter took the team stableford 1st prize, amassing a total of 100 points.

New commercial partnership FTB Pro Partnership

ABOVE Gus Poyet takes aim.

LEFT Steve Dent (D3 Manufacturing) and Jim Souter were part of the winning team.

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The LMA is delighted to welcome FTB Pro as a commercial partner for the 2013/14 season. FTB Pro is the largest fan-generated media platform in online football. The website accesses millions of users across social networks and mobile apps, delivering insight, match predictions and post-match analysis on every facet of the game across fan communities throughout the world.

The new relationship with FTB Pro promises to provide some truly unique content, using LMA members to enhance the output. LMA CEO Richard Bevan said: “FTB Pro offers the most up-to-date platform for fan opinion on the game, dealing with the issues of the game fairly and non-sensationally.

The introduction of the LMA and the insight that our members can provide will only go to develop this new and exciting media platform further.”

YOUR PERSONAL

We all know English football is super-competitive.

Every coach is under intense pressure to deliver results – every week.

Coaches are always on the look-out for sessions that give them an edge. Not many people know that the same coaches share this knowledge freely – to help others.

Elite Soccer is the professional’s choice that helps thousands of ambitious coaches across the globe achieve new levels of success – all for the good of the game.

To contribute, or to secure your personal copy of Elite Soccer call Duncan Heard on 01483 892 894

“ Elite Soccer allows as piring coaches to learn what we do as professional manage rs to help them improve.

I wish I’d had it when I started coaching.”

Sir Alex Ferguson Manager, Mancheste r Utd

“As a regular reader of Elite Soccer, I’m delighted to share one of my sessions for the first time.”

helps “ This is a fantastic magazine that r thei of out t mos the get s coache ches players. I encourage all my coa to read it.”

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just a moment

JUST A MOMENT 82

England manager Roy Hodgson and Scotland's Gordon Strachan pace the sidelines as the two sides meet for the first time in 14 years. The friendly, held as part of the FA's 150th anniversary celebrations, ended 3-2 to England.

just a moment

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