The Manager - Issue 19

THE MAGAZINE OF THE LEAGUE MANAGERS ASSOCIATION

ISSUE 19 £7.50

ENTER THE DRAGON WALES’ CHRIS COLEMAN ON LEADING FOR CLUB AND COUNTRY

LEADERSHIP · INSIGHT · INSPIRATION 12

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@ The Ma na ge r 2013

FROM THE

EDITOR “DIFFERENT IS NOT ALWAYS BETTER, BUT NOT THINKING ABOUT HOW WE COULD DO THINGS DIFFERENTLY IS DEFINITELY WORSE”

Practice makes perfect. Oh, that it were as simple as that. Even assuming you are passionate, determined and resilient enough to get stuck in, time and again, or that you have the ability and patience to absorb the tidal wave of new information and skills, actually acquiring those hours of practice can be a challenge in itself.

A manager just starting out on his or her career journey can find themself in a Catch-22 situation, as the boards of clubs and other businesses are reluctant to put their hopes of success in the hands of a novice, however keen.

Understandably, they are looking for someone with proven success and, as we examine in more detail on page 24, a positive and trusted personal brand.

What’s more, how proficient someone is cannot be judged by the quantity of their experience alone. Quality is just as important.

In our lead feature on page 12, we learn how the career journey of Wales manager Chris Coleman,

although relatively short, has been anything but uneventful.

When he accepted the opportunity to work in Greece during a financial crisis for the country and his club, he discovered that some of the best lessons in life are the toughest and can come from unexpected quarters.

Sligo Rovers manager Ian Baraclough has had a similarly short-but-steep learning curve since taking the full leap from player to manager four years ago. At the helm of the League of Ireland side, Baraclough has demonstrated beautifully the complexities of modern-day management – no longer simply about coaching, but also engaging with the community, planning and implementing changes in the club stadium and juggling finances. And all this while trying to innovate and motivate to get results on the pitch and maintain momentum.

Read about his career journey so far on page 30.

The League Managers Association, St. George’s Park, National Football Centre, Newborough Road, Needwood, Burton upon Trent, DE13 9PD

Editor Alice Hoey alicehoey1@gmail.com Editor for LMA Sue McKellar sue.mckellar@lmasecure.com Editorial Contributors Matthew Amos Publishers Jim Souter jim.souter@lmasecure.com

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

CATHERINE MALLYON, RSC

In this edition, we also examine the hows and whys of innovation, asking if going off script and trying something a bit different is always a good idea. Catherine Mallyon, Executive Director of the Royal Shakespeare Company, and Scott Drawer, Athletic Performance Manager at the Rugby Football Union, are among those sharing their wisdom.

Whether you’re throwing caution to the wind in the home straights of the season or sticking to tried and tested methods, we wish you the very best of luck.

Art Direction Trinorth www.trinorth.co.uk Photography Action Images unless stated Head of business development Tim Munton tim.munton@lmasecure.com Partnership and events manager Alex Smith alex.smith@lmasecure.com www.leaguemanagers.com

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FROM THE

CHIEF EXECUTIVE Welcome to the 19th edition of the Manager.

I almost can’t believe we are already at the so-called ‘business end’ of the season where, in the coming weeks, the campaigns across the four professional leagues in English football will come to a climax.

It is only fitting to start this issue by paying tribute to the legendary former Preston and England winger Sir Tom Finney (right), who died in February at the age of 91. The manner in which the world of football honoured Sir Tom was testimony to someone who was the epitome of the one-club man.

On LMA matters, it is an exciting time for the association, most notably with the launch of a new Diploma in Football Management.

There is no doubt that this qualification, standing alongside the Pro-Licence, will play an integral role in enhancing the learning process for aspiring coaches and managers, as well as assisting the development of those already in situ.

There are many different facets to the work of the LMA and another key project this year will be the launch of a new website, as we expand our online presence.

Technical issues in the game remain a primary focus and we have recently concluded a first round of technical panel meetings with managers across the four leagues as a professional vehicle

to raise and debate key issues affecting the game.

At national team level, I wish Roy Hodgson and the England team the very best in their preparations for the World Cup this summer, in what is a particularly exciting time for the country.

And on behalf of everyone at the LMA, I would like to congratulate Manuel Pellegrini in winning the first domestic trophy of the season.

I wish all teams success in performing to their potential for the remainder of 2013/14.

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CONTENTS

MARCH 2014 LEADERSHIP & MANAGEMENT

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PERSPECTIVES: INNOVATION

Is different always better? We ask experts in a range of fields for their thoughts and experience on doing things differently

6 KICKING OFF News and numbers

10 COLUMN: HOWARD WILKINSON Is this the end of management as we know it?

28 10 IDEAS:

30 24

ME, INC

Who are you and what do you stand for? Owen Coyle and Gianluca Vialli are among those sharing their insight on personal brand

IN PROFILE: IAN BARACLOUGH

Since taking over at Sligo Rovers, Baraclough has advanced his skills in everything from money management to engaging with the community

Teaching

36 A WORLD OF DIFFERENCE Barclays on the importance of diversity and inclusion

38 INFORMATION IS NOT KNOWLEDGE Amanda Goodall, Cass Business School, on why experience counts

44 THE APPLIANCE OF SCIENCE David Epstein on nature v nurture in football

47 HOW TO...

Hold a meeting

48 REMARKABLE: Triumph and despair

42

THE INSIDER: STEVE MORGAN

The Wolves chairman and experienced businessman shares his leadership insight

HEALTH & HAPPINESS 56 HAVE YOU TRIED...

Corporate yoga?

58 THE ESSENTIALS See what’s caught our eye this month

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54

50

Follow Dr Dorian Dugmore’s tips for staying energised

What happens after the champagne stains have dried? With Jeremy Snape

CAN’T STOP, WON’T STOP

THE MORNING AFTER

CONTENTS

12 COVER STORY:

CHRIS COLEMAN

Honoured to lead the national side, the Wales manager ensures his players share his pride and ethos

PITCH SIDE 61 TIME FLIES The benefits of private air transfer

64 STYLE AND SUBSTANCE

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HALL OF FAME: DON REVIE

A more technical style of play is emerging, reveals Prozone

67 LMA NEWS Events and activities from the last quarter

72 THE ROAD TO RIO A glimpse into Roy Hodgson’s World Cup preparations

74 PARK LIFE The latest from St George’s Park

76 FAST, FURIOUS AND FUN The growing role of futsal in youth development

80 JUST A MOMENT 5

NEWSBITES

KICKING OFF

BUSINESS IS ON ITS TOES

What was your New Year’s resolution and have you stuck to it? For many in management, the priority in 2014 will be implementing and responding to change, says a new survey by learning and development company Hemsley Fraser.

99% OF MANAGERS

Questioned about their main business challenges and plans for the future, managers ranked change management top, suggesting many are still feeling the after-effects of the economic crisis on business structures, resourcing and activities.

Other priorities for 2014 include co-ordinating business development, and activities aimed at engaging and

PLAN TO DEVELOP THEMSELVES IN 2014

86% BELIEVE

DEVELOPING OTHERS IS KEY TO THEIR ROLE

leveraging talent, achieving results with fewer resources and bringing through star performers.

WHAT’S MY MOTIVATION?

Given that the green shoots of economic recovery are only just emerging, it may come as little surprise to hear that two thirds of employees haven’t had a pay rise in the last 12 months.

More shocking, though, is that over a third have received no incentives whatsoever, says a REED survey. Perhaps that’s why a similar proportion of workers will be seeking out a new role in 2014. For the 43 per cent of businesses who are worried about losing talent, it’s time to think beyond financial rewards and get creative about incentivising their most valuable resource.

JE NE REGRETTE RIEN Sorry definitely is the hardest word, at least for the UK’s bosses. A recent survey found only five per cent of UK employees receive an apology when the boss makes a mistake and a third claim their boss rarely even acknowledges their errors.

It’s not just a matter for the manners police; failing to say sorry is negatively impacting on how employees trust their leaders and in their own engagement with their companies.

But according to the Global Leadership Pulse survey there also appears to be a breakdown in communication between leaders

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and their teams. While just under half of employees claim they never or rarely get an apology, nearly 60 per cent of UK managers believe they always say sorry.

Why are managers so shy of the S word? Despite half of them acknowledging that owning up to mistakes is one of the key things leaders can do to inspire trust,

many are afraid of tarnishing their image. 71 per cent admit that they refrain from apologising for fear of appearing incompetent and 29 per cent fear looking weak.

With 30 per cent of UK staff saying they trust managers less today than in the past, it’s an issue bosses would do well to address, starting with that magic word.

NEWSBITES

READY FOR YOUR CLOSE-UP? In the near future, we’ll be picking our lunch from our teeth, straightening our ties and combing our hair before a conference call.

A recent survey by Polycom found that over half of business leaders and managers are likely to opt for video as a collaboration tool in three years. Over three quarters of those surveyed (all at decision-maker level) already use video-conferencing, with 56 per cent of them taking part in video calls at least once a week.

According to the survey, the main drivers towards using video-conferencing are enabling more flexible working and the ability to hold interoffice and inter-regional meetings, with holding meetings internationally and for new business or sales coming close behind.

AND NOW FOR THE SCIENCE BIT...

GET UP, STAND UP Football managers may be susceptible to a host of stressrelated health issues, but there’s one thing they can be thankful for – they are anything but sedentary.

According to recent research, sitting for long periods every day is even worse for our health than scientists suspected, potentially cutting life expectancy by around two years.

The really bad news for the majority of us who sit to work, travel and relax – one study found it can add up to as much as 12 hours a day – is that exercise may not be enough to counter the effects, nor to undo the damage already done to our bodies.

Scientists found that how sedentary we are affects how

efficiently our bodies control the glucose levels in our blood as well as the activity of the enzyme lipoprotein lipase, which breaks down fats in the blood. The less active we are, the less active the enzyme and the higher the levels of fats and triglycerides in the blood, upping the risk of cardiac disease.

A study by a team of researchers at the University of Chester found that standing for three hours every day for a week increases the heart rate by 10 beats a minute, equivalent to burning 50 calories an hour or 30,000 over the course of a year. “If you want to put that into activity terms,” said Dr Buckley, who led the study, “it would be the equivalent of running about 10 marathons a year.”

“STANDING FOR THREE HOURS EVERY DAY WOULD BE THE EQUIVALENT OF RUNNING ABOUT 10 MARATHONS A YEAR”

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INFOGRAPHICS

GO FIGURE

Despite the squeeze on people’s wallets, it takes more than money to attract and retain good staff these days. People want to be appreciated and motivated, say two new surveys.

CREATIVE MOTIVATE ME INSPIRATION

46% wouldn’t 33% of

25%

of people in arts and culture are inspired by their company’s work

be inspired to bring more talent to work by a bigger salary

women would like more training and development opportunities

27% of men

would like a more effective leader to inspire them

(Source: peer1 hosting)

TRY HARDER? 36%

feel they could be twice as productive

6%

in finance feel the same

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87% would be

more motivated by personal development, training and external learning opportunities

86% believe their talents are not being nurtured

INFOGRAPHICS

13% 19% 19% 22%

THAT’S IT, I QUIT!

see a lack of financial rewards

feel unappreciated

are disengaged in their work

see a lack of faith in the leadership team

(Source: Benchmark Recruit)

MY JOB IS... 39% a stepping stone

19%

26%

16%

(Source: Benchmark Recruit)

perfect

a dead-end

a stop-gap

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LEADERSHIP & MANAGEMENT

KNOW YOUR ROLE Technical director, director of football, sporting director – who are they, what do they do, and do we need them? asks Howard Wilkinson.

Can using these functions really work in a game that, for years, has seen the manager operate as master of all he surveys? In short, yes; it can work and has worked. For years, Sir Alex Ferguson and Arsène Wenger fulfilled all of these roles, but crucially it was having time in one club that allowed them to slowly develop and grow into the skins of these very different functions.

However, men like these are increasingly rare in a world where managerial tenures continue to fall so dramatically. Owners are understandably reluctant to place their hopes of success and growth in the hands of someone who may be dismissed in 18 months. It makes sense to seek alternative ways to ensure continuity in the overall strategy and operation of the club. It is here that effectively led technical directors, directors of football and sporting directors can have their niche. As always, the devil will be in the detail and, as in any big business, clearly defined roles and responsibilities are key, including, most importantly, how cohesively the incumbents interface with the managers.

Prior to taking my first job in 1980 as manager of Notts County, lengthy discussions took place between the chairman, Jimmy Sirrell and myself as to how we three would operate. Responsibility for the team would be mine; the chairman would be responsible for business and finance; and

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anything falling in between would rest with Jimmy. We had a mean, lean structure that worked because we had a clearly defined, realistic philosophy, which translated into a realistic strategy and objectives.

Roles and responsibilities were very clear, understood and agreed.

Management meetings between the three of us were short and to the point and, most importantly, there was always effective

player before he becomes one, to be a communicator and a strategist with the temperament and resilience to perform one of the toughest jobs in the world. At all times, he will have to be able to perform effectively under the very intensive scrutiny of the public and the media.

The LMA’s Leadership, Personal Development and Wellbeing Programme, including the new Diploma in Football Management,

“THE MANAGER WILL STILL NEED TO BE A LEADER WITH A BURNING PASSION AND A WILLINGNESS TO MAKE THE BIG DECISIONS” communication, honesty and trust between all key staff. The structure worked; in our first full season we were promoted back into the First Division (now the Barclays Premier League) after an absence of 55 years.

We were still there when I left to join Sheffield Wednesday two years later.

Among the many qualities demanded of the modern football manager, adaptability and realism will be two of the most critical.

However, at the core of the role, the traits required to win matches will remain the same as they have always been.

The manager will still need to be a leader with a burning passion and a willingness to make the big decisions, plus the ability to pick the right team on and off the field. He will always need the insight to spot a star

is designed to continue a manager’s learning journey throughout his career and add value to existing coach education provision. The ongoing sharing of knowledge and experience within the professional game will continue to raise standards across the board.

This, and the broader focus of the programme across all other relevant areas, will equip managers with the insights and practical techniques required in the modern game.

The evolution of the traditional manager’s role will undoubtedly be one of those challenges and managers will strive to ensure that the journey, with its highs and lows, eventually enables them to command the confidence and respect required to sit as masters of all they survey.

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LEADERSHIP & MANAGEMENT

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ENTER THE DRAGON He made his first-team debut for Swansea at just 17, became the youngest manager in the Barclays Premier League with Fulham at 32 and took leadership of the Wales side at 41. Yet despite his youth, Chris Coleman already has some big achievements and tough leadership experiences under his belt.

Interview: Sue McKellar

Photography: Stuart Forster

Every coach dreams of managing his national side, and for Wales’ Chris Coleman, it is an ambition realised far sooner than he could have imagined. Having previously donned the red jersey of Wales as a player, Coleman knew that being trusted to lead Wales out into international competition as their manager was at once a huge responsibility, an uphill challenge and a great honour.

It is a high point in a management journey that started at Fulham, where Coleman progressed from playing under Kevin Keegan and Jean Tigana to being appointed the team’s manager in 2003.

Coleman impressed in his first management role and led Fulham to a ninth-place finish in the Barclays Premier League in 2003/2004.

When he left Fulham, after four years in charge, he took the opportunity to gain some valuable experience abroad, having been recommended for the manager’s post at Spanish side Real Sociedad by fellow Welshman John Toshack.

A year later, he took his new-found experience to Coventry City before seeking more time overseas, this time with Greek side Larissa.

Despite winning matches and

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the support and admiration of the Greek fans, financial turmoil at the club made it a torrid time for Coleman, who decided to leave Larissa in early January 2012 and return to the UK. Just days later, Coleman was asked to take charge of the Welsh national side, which had been left rudderless following the tragic death of Coleman’s close friend Gary Speed three months earlier. With inevitable sadness and mixed emotions, Coleman agreed to accept the responsibility and the honour of leading his country.

Today, at 43, Coleman is still a man with youth on his side, and in terms of his Welsh squad, quite literally. While the presence of the likes of Gareth Bale and Aaron Ramsey in the Wales squad have raised expectations, the group also includes a number of much younger and less experienced players.

Coleman is, therefore, focused on and committed to nurturing this young talent on an individual basis and, importantly, looking forward to the luxury of having all of his best players available to play at the same time, something he has not yet been afforded. While aspiring to meet expectations by qualifying for their first major tournament since

1958, Coleman must keep things in perspective and focus on the performance of his squad.

Without a large pool of players from which to make his team selections, that means knowing his players inside out – which players have what skills and how he can get the best out of each and every one.

Right from the U15 Wales team up to the first team, Coleman and Wales deploy the same theme, philosophy and style of football.

Players in every position in their respective age groups understand that philosophy and they progress upwards with the correct message instilled from an early age.

Supporting Coleman is a highly experienced and passionate staff, all of whom understand his approach and what he expects from them and from the national side. Foremost among them is his assistant manager, Kit Symons – a former player for Wales and currently also academy coach at Fulham – who he has known for over 20 years and trusts implicitly.

While Coleman understands that he will ultimately be judged, as all managers, on the success of his first team, his remit, he explains, goes much further.

LEADERSHIP & MANAGEMENT

As well as identifying new talent for the squad and helping to realise its potential, Coleman has his sights set on improving the state of Welsh football more widely.

How can the Welsh Premier League be developed, its facilities enhanced and awareness around it improved? In this, Coleman sees his role not just as manager of Wales, but as an ambassador for his country.

Can you describe the level of pride your players have in donning the red jersey for Wales?

Gareth Bale embodies the passion our players have for the red shirt; he understands the importance of being a real team player. As an example, he once flew from Real Madrid to be with his national team-mates for a few days, despite having no chance of playing himself. It isn’t solely down to talent

that he plays for Real Madrid – it’s his state of mind, mentality and desire to continually better himself.

The way he relishes playing for his country and his willingness to play for the good of the team is a great inspiration for the rest of the Welsh side. He’s a great ambassador for our country.

I have always staunchly believed that, no matter the size of club that you play for, competing for your

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LEADERSHIP & MANAGEMENT

country will always hold a very special place in your heart. It is an enormous honour for any player.

I can still vividly remember the unbelievable feeling when I first ran onto the pitch in that red jersey almost 25 years ago. I had just signed for Crystal Palace from Swansea when I won my first international cap against Austria.

I remember being in the dressing room with players like Mark Hughes and Neville Southall and thinking how incredible it was to be sharing a dressing room with the best players in the country. I felt about 10-feet tall; so proud I could run through walls. As a young

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boy, I always dreamed of playing for Swansea City and Wales, so achieving both was unbelievable.

Does every player share that pride or do you sometimes need to articulate it?

It can be difficult to see the wood for the trees as a professional footballer. Incidents and big occasions in your career pass you by so quickly that it’s hard to fully appreciate the situation you’re in.

It is very important, therefore, for players to stop and consider just how lucky and honoured they are to be in their position.

As a manager, you can help to

articulate this through your team talks. For example, towards the end of the last qualification campaign some 15 of our more senior players were unavailable, so we brought a number of young boys into the squad. Before our game against Belgium, I remember addressing the players and saying: ‘‘You guys have come through and you are the best our country has to offer today – remember this and play with confidence. Relish this match and the experience. Everybody thinks that Belgium are going to crush us – they are one of the most expensively assembled international sides on the planet and nobody gives us a chance.”

LEADERSHIP & MANAGEMENT

You’ve shown in your career that you are committed to self development, be it in the UK or overseas – how are you continuing to develop your skillset?

One of the best things about being an international manager is having the time to observe other managers and examine the approaches taken in different countries.

For example, I’ll watch Bayern Munich train and play and see how Pep Guardiola reacts during a game, the thinking behind his decisions

MAY 2003

Having helped Fulham avoid relegation as caretaker manager, Coleman was given the permanent job, becoming at 32 the youngest manager in the Barclays Premier League. He led the side to 9th place.

JUNE 2007

The opportunity to manage abroad came with a move to Segunda División side Real Sociedad.

FEBRUARY 2008

Coleman was appointed manager of Championship side Coventry City. He left two years later following a 19th place finish for the club.

2011

HIGHS AND LOWS

Under Coleman’s management, Greek side Larissa lost only one game in 10, and conceded only three goals in a season cut short due to financial difficulties.

When he left, the fans were up in arms and the side’s form slipped.

JANUARY 2012

You need to instil confidence, but also invite pressure, because when a player has reached the level where he is up against the best, he must be pretty decent himself.

Many of our players have Barclays Premier League experience, so when they join the Wales squad we have to try to recreate the kind of environment that they’re used to in those clubs – professional and hardworking with great facilities. It’s also essential to foster a culture where the players know you are committed to helping them improve, as individuals and as a team.

Tactically, how do you see international football differ from club football?

The pace in international football tends to be slower than in the Barclays Premier League and even sometimes than the Championship.

However, good international players can think quickly and create something out of nothing, upping the tempo suddenly and going for the jugular.

We have to raise ourselves up to the same level, anticipating rather than just reacting. Tactically, we do a lot of work on the opposition before each match, analysing their style, strengths and weaknesses so that the players are well-prepared.

It’s good for the Wales team when we have individuals playing regularly in the Barclays Premier League because they get experience of competing tactically against leading foreign players every week. It makes the transition from playing domestic football to international football easier.

When I was appointed manager of Real Sociedad and moved to compete in Spain, it was a big education in terms of tactics. It was a challenge, but it certainly improved me as a coach and international manager.

It was 2008 and I remember Roberto Martinez texting me to say ‘Chris, beware of the 4-2-3-1’, the most common formation in Spain.

When I arrived, I expected to find a very free-flowing style of play, but instead found that teams would put 10 bodies behind the ball, making it difficult to break them down, and play a lot of long balls. They would then change formation very quickly with three men at the back, a packed midfield and no strikers as such. It’s more common to see this now, but back then it was a real eye-opener.

In the wake of the death of his close friend Gary Speed, Coleman was appointed as his successor as Welsh national team manager.

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LEADERSHIP & MANAGEMENT

and how he behaves during preand post-match press conferences.

It is a great way not only to pick up information and tips for the job in hand, but also in terms of career development, as you can assess how you are evolving as a manager.

I really admire Pep Guardiola and his achievements at Barcelona, and how he managed to stamp his authority on Bayern Munich when they had just won the treble. It takes a special manager to join such a big club at that stage and implement your own ideas so successfully.

I love to observe people at the top of their professions, still innovating and creating history. For example, it was great to watch José Mourinho set up his side tactically when they played Manchester City at the Etihad earlier this season.

I have been fortunate enough to play for some very prolific managers in my career, all of whom had very different attributes. Kenny Dalglish and Kevin Keegan had such a presence that people were drawn to them and would do anything for them. Jean Tigana was the best hands-on coach I have ever worked with; he was innovative and miles

ahead of what I had experienced before. Steve Coppell was very intelligent and brilliant at letting the dressing room take ownership of any challenges or problems that needed to be overcome. He knew who the strong characters and leaders were and he was insightful and smart.

A GREEK ODYSSEY Keen to gain more experience of managing overseas, Coleman took leadership of Greek side Larissa in 2011. But with the club and country in financial meltdown, the Welshman faced a greater challenge than he had anticipated.

“About a year after I left Coventry I bumped into Sir Alex Ferguson and he asked me how long I’d been out of management.

When I told him, he said, ‘Right, the next job that comes up, whatever it is, take it. Don’t be out of management any longer’. The next opportunity to come up was with Larissa and, as I like working

16

abroad and embracing new challenges, I took it.

I discovered just how dire the financial state of the club was after I’d been there for two or three months. I found out that some players hadn’t been paid for 18 months and I had a few players crying in my office because they had no money to support their

But while I love watching and learning from others, I have also reached a stage in my life and career where I know who I am, my strengths and weaknesses, and I’m comfortable with that. I believe it’s important not to waste time trying to be something you’re not. families. I had the task of trying to help the players and their families while also getting them in the right frame of mind to kick a ball about a pitch, and often for very low wages.

We were performing well – we lost only one of our first 10 games and were second in the league table – but there was a lot of frustration and I decided I couldn’t work under those circumstances any longer. I don’t regret my decision to take the job at Larissa – it was good advice that Sir Alex gave me; I enjoyed my time there with the players and staff and I learned many valuable lessons.”

LEADERSHIP & MANAGEMENT

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PERSPECTIVES:

INNOVATION

Going against the grain and trying something new can give you a valuable competitive edge. But is it worth the risk? We ask when and how to be different.

NEIL LENNON MANAGER, CELTIC We are all looking for ways to achieve a competitive edge and to evolve as managers. From a coaching point of view, studying how other teams play is crucial in that, and especially when you are competing in European football.

However, before trying to put any innovations you’ve seen into practice, you have to consider whether they will fit within your own context. At Celtic, we don’t copy what other teams do; we identify a style or formation that suits our squad and work within that. But we’re flexible and we want our players to embrace new ideas.

For your players to buy into a new idea, they need to see that you believe in it and are committed to it. They are always watching to see how you react. If I’m going to try a new approach with the players, I will communicate it clearly to them before we work on it, at depth, in training. It’s fine to change your mind on a concept if things don’t work out as you had hoped, but the

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most important things are that you make a clear decision and that you have a solid platform of tried and tested methods that you can revert back to.

Simplicity and clarity are crucial in football; the more you complicate things and the more you overload players with information, the greater the chance that they will switch off and you will lose your impact as a manager. It’s also important to ensure that training stays fresh and vibrant. I am confident that we have the balance right.

Innovation can also come into play when you’re trying to find new ways to help your players bond and engender camaraderie. We try to create an environment where our players look forward to coming to training, whatever else is going on in their lives.

Pre-season is an especially important time in this regard, as you have to integrate new members into the squad. We have an initiation ceremony where new players have

to stand up in front of their new team-mates and sing a song from their home country, in their native tongue. We have, in the past, tried various activities, but actually a simple team dinner, where we book a venue and watch a big football match on TV, can work even better.

Technology is another area where innovation can give your performance the edge and we are continuously analysing and reviewing what is available that might bring out the best in our players. We keep an eye on trends in sports science and look at how we might apply what’s being used in other sports and teams. We had a particularly successful trip to study Norwegian side Rosenborg to identify why their team have such high levels of fitness. It’s about assessing which new concepts will make a measurable difference.

We have, for example, embraced the Polar GPS systems to track how much work each individual player does in training, and use Prozone to

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analyse the technical and physical statistics of our matches. These can be very beneficial in moderating players’ training during the week.

However, such innovations can’t be used in isolation; you have to marry the information they provide with your own understanding of the players and their motivation at that point in the season.

A one-size-fits-all approach doesn’t work in modern football. We have 18-year-olds coming through from the academy into the senior team, but also 33-year-old players, and each age group requires a completely different fitness regime to optimise performance.

The most innovative manager I have worked under is Dario Gradi, my manager at Crewe Alexandra.

I joined Crewe in 1990, long before the influx of foreign players after Euro 1996, and even then he would show us DVDs to help analyse our matches and performances.

“BEFORE TRYING TO PUT ANY INNOVATIONS YOU’VE SEEN INTO PRACTICE, YOU HAVE TO CONSIDER WHETHER THEY WILL FIT WITHIN YOUR OWN CONTEXT” He would go to Ajax to study how they trained and sought nutritional guidance for us. Even the system he played back then was relatively new in the British game. He was way ahead of his time and had a great appetite for knowledge.

But, unquestionably, Sir Alex Ferguson is the best example of a manager who has embraced innovation and evolved over a 26-year period. If one of football’s greatest ever managers wasn’t afraid to innovate and evolve then it’s good enough for the rest of us. None of us can be staid; we all have to move with the times and be open to innovation.

Neil Lennon is currently the longest continuous serving manager in the Scottish Premier League, having taken over the reins at Celtic in 2010.

He won his first silverware with the club in 2011 with the Scottish Cup and bagged the Scottish Premier League title the following season. 2012/13 was similarly strong, Lennon leading the club to the group stages of the UEFA Champions League, where they beat Barcelona in a memorable 2-1 performance at Celtic Park before going on to retain the Scottish Premier League title and Scottish Cup.

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SCOTT DRAWER ATHLETIC PERFORMANCE MANAGER, RUGBY FOOTBALL UNION

The world is not short of good ideas nor limited in data and information, but innovation is much bigger than that. It is reflected in your culture, your environment, your way of working on a day-to-day basis and your desire to progress and develop at a faster rate than anyone else.

Innovation is as much about what you do as how you go about it.

It’s about your ability to understand your performance and what it takes to win; it’s about your strategy and plan to improve your probability of winning through your performance behaviours and your technical excellence; and it’s about knowing when to take the right risks.

The real differentiator is your ability to execute and individualise your practice to ensure the science fits each context. It is often reflected in your ability to pose the

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“YOU NEED THE RIGHT TEAM TO EXECUTE YOUR IDEAS PROPERLY OR THEY WILL JUST GET LOST IN THE DAILY NOISE”

properly or they will just get lost in the daily noise. If you have created an environment that encourages innovation and someone does not respond, or they come up with lots of ideas but never act on them, they may be in the wrong role.

In order to get an idea across to a team and get it to stick, there are some important considerations.

How does the idea fit the plan to support your winning strategy, presuming you have one? Will it fulfil a need or gap in the performance of the team or an individual? What practical evidence do you have to back this up – are you sure that there is an issue or an opportunity? What are the practical implications and likely impact of applying the idea? What will you stop doing in order to focus on this new thing? And are you the right person to make it happen?

It may be useful to collect some pilot data or evidence to test whether the idea has any potential before you scale things up and apply them in an elite cohort. And, if the idea isn’t working or being accepted by the group, be prepared to accept it and move on.

right questions at the right time and have the networks, resources and expertise to absolutely go for it once you’ve made a decision.

The right leadership, performance culture and behaviours are essential in providing the foundation for great ideas to flourish, but you also need the right team to execute your ideas

Scott Drawer joined the Rugby Football Union as Athletic Performance Manager in February 2014 with responsibility for the men’s and women’s international performance teams outside the England Senior Elite Player Squad.

Previously, Drawer was Deputy Director of Performance Solutions at the English Institute of Sport, leading the Research and Innovation team.

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CATHERINE MALLYON EXECUTIVE DIRECTOR, ROYAL SHAKESPEARE COMPANY

The Royal Shakespeare Company (RSC) is recognised across the world as one of the great theatre companies. This would not have been achieved without a consistently innovative approach to all our productions and the interpretative and engagement activity that surrounds them.

anniversary of his death. We would not, though, have achieved success without constant imaginative reinterpretations of the 37 plays.

The RSC employs actors, directors and staff with many specialist skills in workshops and rehearsal rooms, in theatres and admin offices. We employ people in

“DIFFERENT IS NOT ALWAYS BETTER, BUT NOT THINKING ABOUT HOW WE COULD DO THINGS DIFFERENTLY IS DEFINITELY WORSE” Our ‘house playwright’ is Shakespeare and his wonderful works form the background of our programme, presented in our home in Stratford-upon-Avon, throughout the UK and in many international venues. We are lucky that the appetite for Shakespeare seems to be just as strong as ever; this year is 450 years since Shakespeare’s birth, and 2016 sees the 400th

an extraordinary range of activities, from market planner to armourer, and every one of those people needs to feel encouraged to think constantly about different ways to perform their role. New technical developments on stage emerge as quickly as new digital technologies and opportunities. We aim to set a framework for innovation so that we can test what might be the

‘business as usual’ of the future.

Different is not always better, but not thinking about how we could do things differently is definitely worse.

We maintain important traditional craft skills, but do that within a very contemporary context. For example, we recently screened a production of Richard II, with David Tennant, live to hundreds of theatres across the world, reaching a record audience for one Shakespeare production, and the quality of our costumes, wigs, design and stage equipment looked absolutely beautiful in the high definition of the cinema screen. In an innovative first, we also streamed the production free into UK schools: over 30,000 school children were able to experience our work and, at the end of the performance, chat with the artistic director and David through interactive tools.

If we don’t take advantage of opportunities like this we will lose the chance to engage with new audiences, and in this case different becomes essential. The rewards are enormous, from the joy of an audience in our theatres, to individual achievements of children who have experienced our education programme, and for me, working with such a large number of inspiring and creative people.

Prior to her appointment as Executive Director of the Royal Shakespeare Company in 2012, Catherine Mallyon was Deputy Chief Executive of the Southbank Centre, the largest singlerun arts centre in the world.

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JOHN NEAL ASSOCIATE MEMBER OF FACULTY, ASHRIDGE BUSINESS SCHOOL Innovation is often based on an understanding of what we’ve done before, what has worked well and what hasn’t. That reflection gives you an insight into which innovations could make a difference. Otherwise you’re relying solely on luck – repeatedly trying things out in the hope that something will work. The problem with this approach is your team never gets the chance to focus and develop. When faced with constant change, people don’t engage.

“IT IS BETTER TO FIND A NEW WAY TO GET EVEN BETTER AT SOMETHING THAN A NEW WAY OF BEING AVERAGE” Innovation might seem sexy and exciting, but done in the wrong area it provides no leverage or competitive advantage. Before you start, ask yourself why; what is the real problem you’re trying to solve?

This is where self-awareness comes in. The key to good management is dealing with what is important, not what is exciting. Be patient and slow down.

Any innovation must be in line with your philosophy and your strengths and weaknesses. It is better to find a new way to get even better at something than a new way of being average.

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Imagine, for example, a team whose main strength is its attack; that’s how the players score goals and win. The manager then comes up with an innovative new way of defending, which takes three or four months for the players to learn.

During that time they don’t score many goals; they’re neither winning nor defending very well.

Innovation is about having creativity and using hindsight, insight and foresight. What is being

done at the moment, and what are the strengths and weaknesses?

Where is the insight and where is the opportunity? Then you need the foresight to see where the creative opportunity is.

John Neal is a psycho-physiologist specialising in exercise physiology and sports psychology. He teaches motivation, teamwork, leadership, wellness, coaching, lifestyle planning and personal performance.

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ME, INC When people hear your name, what thoughts and emotions does it evoke? Do they think of certain strengths or weaknesses, successes or failures, a particular ethos, methodology or experience?

Do they even know who you are?

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“THE IMPORTANCE OF A POSITIVE BRAND IN CAREER PROGRESSION SHOULD NOT BE UNDERESTIMATED”

In this world of 24/7 multimedia and social media, leaders are increasingly realising that it pays to manage your personal brand as carefully as you would that of your organisation. Personal brand is, says John Whiting, head of the Advanced Technology search practice at Futurestep, about more than just your reputation. “It is the collection of values, experiences and associations that people attach to you,” he says. And it matters not only for your own professional development, but to the success of your team and indeed the whole organisation.

“As the figurehead and leader, how you are able to contribute to the overall strategic direction of the organisation will depend on the positive personal brand you have established with your leaders, your peers and your team,” says Whiting. While leaders in football and business may not wish to court the kind of celebrity that comes with a loud public persona, they absolutely need strong reputations with the people and organisations that matter – their clients, fans, investors and employees.

The cult of personality has become a much bigger deal in football and business, says Gavin Megaw, director at Hanover Communications and a former director of marketing and communications at the Football

League. “Both have followed politics by becoming more presidential, which comes with financial rewards, but also media attention,” he says. “With today’s 24/7 multi-platform news cluster, there is a lot of content to create, so leaders are front and centre.

Brands and reputations are there for all to see and judge.”

Football managers have always had to be aware of how they are perceived, says former manager of Bolton Wanderers and Wigan Athletic Owen Coyle. “Football, and in particular the Barclays Premier League, is a global product and everything that managers and players do is scrutinised by the media. You have to conduct yourself appropriately and convey the right messages, because you are representing not just yourself,

but also the interests of your football club.”

That, he says, means paying attention to your physical appearance, acting with professionalism and being consistent in your messages.

“You have to remember that you are being analysed and assessed wherever you go, especially with the use of social media; people can follow you constantly using their smartphones,” he says. “People are very quick to judge and will do so based on a single interview.”

And that snap judgement, adds former Chelsea and Watford manager Gianluca Vialli, is not always accurate. “Sometimes I see the way that managers are perceived in the media and I know that they are quite different in real life,” he says. “While TV can help to

BRAND FIT MEGAW: “It can be disastrous when the fit fails between a leader and his or her organisation. Ideally, those appointing leaders will have taken that into account before making their decisions. Often when the fit fails, it’s because the strategy (often one of change management) is no longer flavour of the day.”

VIALLI: “As the front man for the club’s overall vision or mission, the manager must have similar, if not the same, principles and values.

If you want to be successful and progress the club, the two sets of beliefs have to match. Likewise, when dealing with the media, fans, owners and players, communication is key, so the messages that you convey need to be consistent with the club’s core values and ethos.”

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enhance your personal brand, it can also be deceptive.”

BRAND BUILDING

JOHN WHITING’S FIVE TIPS 1.

RECOGNISE ITS IMPORTANCE for your team, department, division and the whole organisation.

2. RESEARCH Ask yourself “who am I?” and “what do I want to be known for?” Who needs to know you and how can you communicate it to them successfully?

3. GET THE MESSAGE OUT INTERNALLY Networking is often seen as a purely external exercise, but internal networking is just as important. Make going out and meeting the rest of the business an objective in itself.

4. GET THE MESSAGE OUT EXTERNALLY If it suits your industry and targets, set yourself apart by regularly contributing and providing added value on LinkedIn, writing blogs or using Twitter.

5. GET THE MESSAGE OUT CONSISTENTLY Don’t be a one-hit wonder.

Brand-building takes time and needs to be consistent.

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TALENT MAGNET But while a weak personal reputation and brand can render you and your organisation unattractive, even vulnerable, a strong one can act as a form of armour when you’re under attack or battling through tough times. Despite her admissions of wrongdoing, celebrity chef Nigella Lawson emerged from the recent debacle in the courts with her reputation relatively unscathed and even, according to some polls, improved. Her brand was strong enough to withstand the mudslinging and accusations and her TV career continued without so much as a pause. Meanwhile, the media and its dedicated following were less forgiving of Charles Saatchi, whose brand was not so robust.

“If your reputation is strong, you are far more likely to progress professionally and gain the respect of your team,” says Megaw.

“There is an absolute link between highly professional individuals and corporate cultures with good reputations.”

Whiting agrees: “The ability to build a personal brand transcends your current job title and makes you an attractive prospect for internal promotion and to external companies. The importance of a positive brand in career progression should not be underestimated,” he says.

“Top talent wants to work with top talent.”

This applies equally to recruiting talent to your team, says Coyle. “Owners in football today are constantly observing managers and how they conduct

themselves. They are looking not only at whether a manager has the right skills and would be a good fit for their club, but also whether that manager would be successful in attracting players.

“Competition to sign players in the Barclays Premier League is particularly fierce,” he says, “with at least two or three clubs battling for every signing, so there is a huge onus on the manager to convince people to choose his club over all the others.”

“Players want to be led by someone who is a winner,” adds Vialli. “If you have a history of success, which is an important element of personal brand, people are more likely to trust that you have the influence to help them be more successful.”

Again, social media is compounding the issue for some people, forcing a level of transparency in organisations that would once have been unimaginable.

“People now research not just the organisations they plan to deal with, but also the people behind them, using tools such as LinkedIn,” says Tim Prizeman, director of London public relations agency Kelso Consulting. “Their brands need to align or there will be a problem. For instance, when looking for suppliers, a bank may well want businesses that are conservative and discrete. If when they research the key people working in those businesses and their social media profiles show something different, they could lose the contract. The same applies to recruitment.”

In fact, according to research

by Harris Interactive on behalf of CareerBuilder, 45 per cent

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“YOU ARE REPRESENTING NOT JUST YOURSELF, BUT ALSO THE INTERESTS OF YOUR FOOTBALL CLUB”

of HR professionals use social networking sites to research job candidates, with a further 11 per cent planning to do so in the future. CareerBuilder research also found 83 per cent of recruiters use search engines to research applicants.

STRONG AND SUSTAINABLE According to Megaw, many leaders’ brands are damaged because they fail, over many years, to live up to the high expectations set by their PR and marketing activities. For football managers, reputations often come unstuck during the weekly media circus.

“Good leaders are paid to manage, not speak publicly, and very few sit down to work out what they want to say – their key messages – and how to bridge different or difficult questions,” says Megaw. “Ironically, overseas coaches often prosper in terms of reputation, because they can hide behind a language barrier. However,

it’s not about ignoring the media; it’s about engaging with them to communicate messages that are a good strategic fit for your brand and that of your organisation.”

But, while a leader’s brand should tally with the direction and ethos of their organisation, some managers are in their roles for such a short time that they struggle to own a sustained narrative.

“To raise the profile of their reputations and brands, they need to speak in a sustainable manner and go beyond the game with their actions and activities, particularly in the causes that they support,” says Megaw.

A strong and sustainable brand also relies on being true to yourself and not pretending to be something you are not. First you have to understand what your brand is – how do other people see you and does this fit with how you would like to be perceived? What are the skills and strengths you want to be associated with, and is this perception sustainable?

Most people and organisations have a reputation gap between what they say and what they do, says Megaw. “The bigger the gap, the more exposed you are to crises that cause critical long-term damage. Good leaders identify their organisation’s reputation gaps, and bring independent advisers in to identify their personal gaps.”

One option, common now in big business, he says, is to employ an external business intelligence company to run a ‘gap analysis’, track your reputation, conduct indepth analysis to help identify any issues that might damage it and look for ways to enhance it on an ongoing basis.

A strong, recognisable and sustainable personal brand is not built overnight; it needs time to establish and must be carefully tended. But in the competitive worlds of leadership and business, it is no longer a nice-to-have, it is essential to success and an important differentiator.

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10 IDEAS:

TEACHING GET EXPERIENTIAL

2.

FOCUS ON YOUR PUPILS

1.

Trying to be a better teacher isn’t all about you. Put yourself in your pupils’ shoes.

Try to understand where they’re coming from, what existing knowledge and abilities they have and what methods and tools they might respond most positively to.

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Psychologist David Kolb defined his theory of ‘experiential learning’ as “the process whereby knowledge is created through the transformation of experience.” Concrete experience, he said, enables us to form reflections, from which we assimilate the information and form abstract concepts.

We then use these concepts to develop new theories, which we actively test. But not everyone responds to the same learning style; you might read up on theory before trying to swim; he might reflect on how someone else does it; and they might jump straight in at the deep end.

A CONFIDENCE BOOST

3.

Lack of self-belief is a major hurdle to learning. Help someone overcome it by making it clear what progress they’ve made. Recap or test them in small ways as you progress to demonstrate how far they’ve come – what new knowledge they’ve absorbed or skills they’ve acquired – and what they’re ultimately capable of. As self-help coach Dr David Schwartz said, “The person determined to achieve maximum success learns the principle that progress is made one step at a time”.

ONE-DIMENSIONAL TEACHING

4.

Commenting on proposals to shift the focus in education even more from practical work to exams, the CBI said: “The current exam system risks turning schools into exam factories, churning out people who are not sufficiently prepared for life outside the school gates.” It added that while people were being “academically stretched” they failed to show “a series of behaviours and attitudes that are vital for success”. A piece of knowledge or skill should not be taught in isolation, but given background and meaning, so your students understand why it is useful and how to use it.

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ENCOURAGE CRITICAL THINKING

5.

Critical thinking is all about applying what you’ve learned to different situations; using rather than memorising information. Studies have shown that teachers in Finland and parts of Asia, in particular South Korea, excel in fostering critical thinking. Half a world apart, what do these countries have in common?

Following their respective economic crises in the 1950s and 60s, they got serious about education and teacher training, moving towards highly selective systems for entrants. In other words, they focused heavily on coaching their coaches, with impressive results. Are you investing enough in making yourself and your team better teachers?

CONTEXTUALISE

6.

According to David Robertson, Vice President of Forum EMEA, when teaching, a leader needs to consider how they will align and give context to what they teach. They need to think, for example, about the business objectives, how they build their team’s capability and confidence, and how they will support and sustain their learning as it is applied in the workplace. He cites six ways to build learning into everyday work: link learning to value for the individual and the organisation; connect action and reflection in a continuous cycle; address learners’ attitudes and beliefs as well as their behaviours; provide a balance of challenge and support; create opportunities for participants to teach; and design and cultivate learning communities along with learning media.

GREAT TEACHERS ARE RESOURCEFUL

8.

Speaking in the Huffington Post, Deborah Chang says: “If teachers need to learn more about a subject matter, they connect with experts in those fields. If some bureaucracy doesn’t work for their students, great teachers learn how to navigate around it.

Great teachers are great leaders who never let an obstacle stop them from reaching their goals, they just find a way to creatively sidestep, re-imagine or drill their way through.”

THE 10,000-HOUR RULE

9.

According to Dr Anders Ericsson, expert performance requires 10,000 hours of ‘deliberate practice’, which he defines as a “highly structured activity, the explicit goal of which is to improve performance” and which for football managers equates to 250 games. While some would argue that Dr Ericsson’s rule is over-simplified, few would deny that practice is essential in perfecting a skill.

EXPRESS YOURSELF

7.

To convey a message so that it sticks in the recipient’s mind requires a skilled and confident communicator.

Speak up, be concise, direct and honest. Use pauses rather than filling the gaps with ums and ers and maintain eye contact to engage their attention. Use your hands to emphasise points if it comes naturally and be physically dynamic and alert.

THE POWER OF PASSION

10.

“To be a passionate teacher is to be someone in love with a field of knowledge, deeply stirred by issues and ideas that challenge our world, drawn to the dilemmas and potentials of the young people who come into class each day — or captivated by all of these,” says author and former teacher Robert Fried. He argues that many of the difficult issues in education today can be faced constructively and even overcome by passionate teachers.

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THE LUCK OF THE IRISH Few managers get the chance to manage overseas as early in their careers as Ian Baraclough. Since taking the helm of League of Ireland side Sligo Rovers, Baraclough has proven his worth not only as a coach, but in a host of core management disciplines.

Interview: Sue McKellar

Photography: Patrick Bolger

Ian Baraclough had yet to hang up his boots as a player when the opportunity to coach came knocking. When Nigel Adkins took over as manager of his club, Scunthorpe United, he invited Baraclough and another senior player, Andy Crosby, to join his coaching staff. Having shown an interest in coaching since his youth, Baraclough didn’t hesitate to accept.

As is often the case when going from being one of the lads to part of the coaching and selection process, the transition was a challenge, one that relied on Baraclough’s maturity and natural man-management skills. But the experience of assisting Adkins provided a solid grounding and a great kick-start to Baraclough’s management career.

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“I had a really good relationship with Nigel; he was a great role model and to this day I still employ some of the processes we used back then,” says Baraclough. “One of the most memorable lessons he taught me was that there is no one-size-fitsall approach to managing people; you have to deal with players as individuals as well as collectively, and ensure that everyone feels included, whether they are on the bench that week or not. I still put a lot of work into my training sessions to make sure every player gets as much as possible from them.”

His big ‘in’ to management came in 2010, when Adkins moved on to Southampton and Baraclough, despite his inexperience, was offered the chance to fill his shoes.

While he realised it would be a

steep learning curve, it was an opportunity he could not pass up. Unfortunately, a little over six months after taking the position, the young manager got a taste of the impatience of modern management when his tenure was terminated unexpectedly.

“I am still proud of what I achieved during my short spell as Scunthorpe manager and felt that our season was very much still alive when I lost my job,” he says. “At that time, even being outside of the relegation zone was a success for Scunthorpe; they still haven’t been any higher since.”

Ousted from the world of football for the first time since leaving school at 16, it was a bitter pill to swallow. Yet, Baraclough used his time out of the game wisely, reflecting on his successes and

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failures, strengths and weaknesses as a manager and determining how he would need to improve.

He observed other managers and coaches at work, coached part-time at the Leicester City Academy and visited the renowned academy at Le Havre in France, where he picked up new ideas and approaches, some of which he has implemented in his daily routine.

GREEN SHOOTS Then, after a break of 11 months, the call came that Baraclough had been waiting for, albeit from an unlikely source. League of Ireland side Sligo Rovers was without a leader following the departure of Paul Cook to Accrington Stanley and Baraclough was invited to interview.

“Within a week, I had accepted the role and had taken charge of the first league match of the season,” he says.

“I never imagined that I would find myself taking a job abroad so early on in my career, but in management you have to be adaptable.”

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“THIS FOOTBALL CLUB IS SO IMPORTANT TO THE COMMUNITY, SO WE WILL NEVER STRETCH THINGS TO THE LIMIT AND PUT IT AT RISK” You also have to be prepared to make sacrifices, he adds, one of the toughest parts of the job being leaving his very supportive family behind in Leicester.

Baraclough’s first challenge at Sligo was proving himself worthy of the role and ensuring he didn’t upset the apple cart. While new managers are normally appointed to sides that are perceived to be performing below par, Cook had achieved great success with Sligo, winning the FAI Cup and the League Cup the previous two seasons. With the fans anxious that their club might fall back in the hands of a relative unknown, Baraclough knew he needed to win them over.

“I was taking over a team that was on an upward curve, so I was conscious of not trying to change too much, too soon,” he says. “It helped that when I was appointed I didn’t bring any of my own coaching staff with me and I couldn’t sign any new players because the transfer window was closed,” he adds. “So I embraced the existing staff and threw myself into the role.”

The fact that his football philosophy is similar to Cook’s also helped to make the transition smoother. “Like him, I want to see expansive football,” says Baraclough.

“I believe that possession is key and want my players to keep the ball on the ground.”

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DID YOU KNOW?

WHEN SLIGO ROVERS QUALIFIED FOR THE 2013/14 UEFA CHAMPIONS LEAGUE, IAN BARACLOUGH WAS THE ONLY ENGLISH-BORN COACH INVOLVED IN THE COMPETITION. Working hard and adding more professionalism to the players’ daily routine, Baraclough’s impact was immediate as he led Sligo to the League of Ireland trophy for the first time in 35 years.

FOREIGN BODY Whereas elsewhere in Ireland, fans’ attention is divided between Gaelic sports, rugby union and horseracing, football is Sligo’s number one sport. “When the football club is doing well, the whole town and local businesses thrive too, so 2012 was a great year,” says Baraclough. “The club’s success and the fact that the Champions League came to town was a much-needed pick-me-up for the local people. Hearing that iconic music play before each match was an absolute spine tingler.”

Sligo, one of only five or six fulltime clubs in the League of Ireland, is a growing business with a turnover of over £1.6 million. It is debt-free and, as a co-operative, its ground is owned by the people and can never be sold off.

With the help of sponsors and local people, the club erected a new stand in a matter of months for its first-round Champions League tie against Ole Gunnar Solskjaer’s Molde, which sold out. For Baraclough, being part of the club’s development has been a valuable education. “Our success has meant we’ve since been able to invest more in the club, improving the match-

ACCENTUATE THE POSITIVES One thing I learned from Nigel Adkins was that to engender a learning environment you have to identify five positives and one negative. While I address poor team performances, I don’t dwell on them. Instead I try to instil self-belief by accentuating the positives. That was key to our League of Ireland title win. It’s a question of balancing that with the right level of discipline to ensure players practise the best possible

behaviours to improve.

I am also a strong believer in the power of aspiration in getting people to achieve their goals. If somebody is willing to invest in himself and challenge himself to get the best out of his abilities, the sky will be the limit. Your aim as a manager is to try to instil those ethics into all of your players. If you can get the majority on board to your way of thinking then you’ll have a successful squad.

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day experience that we can offer the fans,” he says.

Working under certain financial constraints has also tested the manager’s initiative and resolve, as Sligo works hard to operate within its means; Baraclough saw his budget cut by 20 per cent this year. “It’s a good test for my skills as a manager, because I need to ensure we remain good enough to compete at the top,” he says. “This football club is so important to the community, so we will never stretch things to the limit and put it at risk. As a custodian of Sligo, I have to understand that.”

It has been an incredible two years for Baraclough at Sligo Rovers. While the club didn’t retain the League title in 2013, it came a highly respectable third, earning qualification for the Europa League, and won the FAI Cup. And setting aside the number of

games and silverware won, it has been invaluable for the manager’s personal and professional journey.

“I’ve been very fortunate to get experience of managing in European competition so early in my career, which I know will be invaluable moving forward,” he says.

“Having lost my job at Scunthorpe after such a short period of time, I think there will always be a burning ambition to get back into English football management at some stage.

I’m keen to demonstrate what I have learned and how I have developed as a manager.”

HIGHS AND LOWS

SEPTEMBER 2010

MARCH 2011

FEBRUARY 2012

OCTOBER 2012

NOVEMBER 2013

Baraclough was appointed caretaker manager of Scunthorpe United, having quit playing for the side in 2009 to act as first-team coach.

After a disappointing season that saw Scunthorpe United in the relegation zone, Baraclough lost his job.

Baraclough fought off tough competition to take the top job at League of Ireland side Sligo Rovers.

Baraclough led Sligo Rovers to the league title, its first title in 35 years, earning qualification to the 2013/14 UEFA Champions League.

Further success came to Baraclough when Sligo Rovers beat Drogheda United to take home the FAI Cup.

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A WORLD OF DIFFERENCE

The issue of diversity and inclusion is not just a moral one for organisations, it’s a business imperative, says Barclays Global Head of Diversity and Inclusion Mark McLane You may not have heard of Hilda Harding, but she is of special significance to Barclays. In 1958, she became the bank’s, and indeed the UK’s, first ever female bank manager. While society has moved on since then, there is still some way to go before we can truly say that equality has been achieved.

A firm commitment to diversity and inclusion (D&I) makes sense – morally and commercially. More diverse talent in an organisation brings more diverse thought, which produces better innovation.

Because the relevant thinking is present at the decision point, it also leads to a better understanding of what customers want, which means organisations have more markets to aim for, more relevant products and services and, ultimately, an improving market position.

In 2001, we introduced an equality and diversity charter to formalise our commitment to D&I and, in 2012, established a global diversity and inclusion strategy to ensure that D&I supported our business goal of becoming the ‘Go To’ bank.

This strategy recognises that talented people – whatever their style, personality, age, gender, disability, race, religion or sexual orientation – are the foundation

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for the organisation’s success.

Therefore, creating the kind of inclusive environment that enables people to flourish and fulfil their potential, whatever their background, is vital.

With 140,000 colleagues in over 50 countries and 10s of millions of customers, we needed to ensure the strategy was clear about our objectives and took into account all of our stakeholders, including colleagues, customers, partners and suppliers.

Five global agendas were included: gender, disability,

priorities for each of the global agendas are informed by insight gained from employees and customer feedback.

Diversity Councils, led by senior managers in individual businesses, ensure the D&I strategy is planned and implemented in their areas, while employee-led diversity networks – including the Women’s Initiative Network, the Cultural Diversity network and Spectrum (LGBT Network) – help to drive a positive climate. These networks have a combined membership globally of 18,000, a significant

“DOING MORE FOR OUR DIVERSE CUSTOMERS HAS ALSO ENABLED LEARNING WITHIN BARCLAYS, CREATING A VIRTUOUS CIRCLE” LGBT (lesbian, gay, bisexual and transgender), multigenerational and multicultural. Each is led by a member of Barclays’ Group Executive Committee, our most senior management group, ensuring a top-down commitment across the organisation. The main

segment of the organisation’s workforce, and we value their perspectives to inform policies, products and services. Executive sponsors for each network provide leadership, advocacy and access to resources, increasing their effectiveness.

LEADERSHIP & MANAGEMENT

Mark McLane, Barclays Global Head of Diversity and Inclusion

FINDING BALANCE Barclays Unconscious Bias Leadership Development programme, aimed at enabling all of the organisation’s managing directors and directors to be aware of the impact of bias and stereotyping, was also launched in 2012. It has a clear focus on developing and managing talent fairly and equitably and uses live scenarios to bring learning to life. With over 100 workshops planned this year in the UK, US, Africa and Asia, more than 8,000 leaders around the world will have attended by the end of 2014.

Like many organisations, Barclays wants to see greater diversity within the senior levels of our organisation, with female talent a particular focus. Our balanced scorecard now includes gender targets, set with the help of predictive analytics, to help drive the representation of female senior leadership across the business.

With goals in place for board level gender diversity (25 per cent by 2015), building a pipeline is important. At the end of 2013, 21 per cent of senior leaders (managing directors and directors) were female, up one per cent on

the same period the previous year.

This is a start, but more progress is expected. A comprehensive set of interventions is in place so that Barclays recruits and develops more female talent as well as, importantly, reviewing our culture so that diverse talent stays and thrives.

INNOVATION IN INCLUSION The Armed Forces Transitioning Employment and Rehabilitation (AFTER) programme, in partnership with the Ministry of Defence, has also helped Barclays to see talent differently, many ex-military wounded personnel having found new careers or learning next-career relevant skills with the bank.

Our public statement, which sets out our ambition to become the most accessible and inclusive bank in the UK, has also led to progress for customers. Innovations in accessibility, including becoming the first UK bank to launch ‘talking’ cash machines and introducing Sign Video to enable British sign language users to more easily communicate, has made banking easier for disabled customers and led to industry awards.

In 2013, our personalised debit card TV adverts featured a same-sex couple, while ATM screens messaged support for IDAHO (International Day against Homophobia), building relations with our LGBT customers and gaining international recognition from respected LGBT organisations, such as Stonewall.

Doing more for our diverse customers has also enabled learning within Barclays, creating a virtuous circle.

Finally, we have also focused on finding more intelligent ways to partner with external organisations so that we can achieve more together. For example, we have encouraged our suppliers to better support our inclusion and accessibility ambitions via a new code of conduct, which sets out clear expectations. 2013 saw us deploy our strategy, upskilling our people, expanding measurement and integrating our talent management activity. In 2014, we will continue to embed our D&I priorities so that they become engrained in how the organisation operates. The sooner we do that the better it will be for all of our stakeholders and, of course, the better it will be for business.

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INFORMATION IS NOT KNOWLEDGE

Amanda Goodall, Cass Business School, asks if first-hand experience and knowledge are key to leadership success.

“THE ABILITY TO PUT OURSELVES IN OTHERS’ BOOTS OFTEN HELPS US TO UNDERSTAND HOW BEST TO MOTIVATE THEM”

We live in a fickle world, one where leaders inside and outside of sport can go from huge success and hero worship to failure and unemployment in a matter of weeks. But with so much fluctuation and with so many other factors involved in determining success or failure – the team’s physical and mental fitness, availability of talent, intensity of games played or work involved, external pressures, the media and so on – how can we know which leaders have real ability and which do not?

There are thousands of books on leadership, but in most cases it is actually extremely difficult to

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know what good leadership looks like. My research aims to identify as closely as possible a link between the performance of a leader and the performance of their team or organisation. I ask how much core business knowledge our leaders should have. If a CEO is successful in one setting, can we transpose them into a completely different environment and expect them to succeed?

I have sought answers to this question in a number of situations, among them football, basketball and Formula 1 (F1) Championships.

Sport is a great setting in which to analyse leadership, because

we can identify characteristics of managers over time, and there are clear performance outputs – wins.

In many other settings, the outputs are less obvious or are easy to manipulate; for example, banks seemed to be doing well right up until they suddenly crashed into our taxpayer laps.

In F1, Ganna Pognebna (University of Warwick) and I examined leaders over the entire history of the sport – nearly 60 years. We found that the most successful F1 team leaders were former racing drivers. 10 years of driving experience was equal to a 16 per cent higher probability that the leader’s team gained a podium position (1-3).

We found the same result in basketball; a strong relationship between brilliance as a player and the (much later) winning percentage and play-off success of

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that person as a coach. Indeed, we found that the better the player (AllStars), the better their performance as a coach.

ON THE FIELD So what about football? If we look at the 92 club managers in the English football leagues, we find that the average number of years played in senior clubs is 16. We also find that most club managers end up coaching teams that are at a similar level to the one they played at; so, if you played in the Barclays Premier League or the Championship, it is most likely that this is where you will manage.

Of course, not all professional players with long careers make good managers, and not everyone who wants to be a manager will have played to a high standard.

In a study with Sue Bridgewater (University of Liverpool) and Larry Kahn (Cornell University), we found that money is also an important factor. When a club is wealthy, the former playing talent of its manager appears less important. However, in clubs that are lower down the tables player ability seems to matter more.

What advantage, then, might former players have over managers who have never played professionally? In its simplest form, we can view leadership as having two key components that are located in different places.

The first is strategy. Developing strategy requires one to look at the big picture, over time, by standing back. The second major component is encouraging the team to follow that strategy in order to achieve good performance. Here, closeness is important, and the ability to put ourselves in others’ boots often

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helps us to understand how best to motivate them. Managers who have played themselves might find this comes more naturally.

Similarly, former players may have a better understanding of the appropriate training schedule or work environment required by other players to coach good performance.

However, non-players may be able to teach themselves to think like players by trying to understand their motivation. Working closely with former players as co-managers may become more important; some arts organisations, for example, are jointly run by an artistic director and an

administrator. Power should be somewhat equally distributed so that each person feels they can express themselves openly and act without reprisal.

At an event on Formula 1 recently, Gary Anderson, the BBC’s F1 technical analyst, said one of the often-heard statements he deplores is ‘F1 is just like any other business’. Inevitably, there will be differences between all industries and sports, and while this doesn’t mean top personnel can’t interchange between them, it does require humility. Leaders need to know what they don’t know and, importantly, try to understand what it feels like to be in the know.

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THE INSIDER

STEVE MORGAN

As well as wearing his hard hat as the chairman of FTSE 250 construction and house-building company Redrow, Steve Morgan is the passionate owner and chairman of Wolverhampton Wanderers. We find out more about leadership in two very different industries.

On the face of it, property development and football are worlds apart. Are there leadership traits that link the two?

There are certain fundamentals that you have to get right from the outset in both types of businesses.

In house building, it’s all about location, location, location. If you buy the right site at the right price then you’re likely to end up with a successful development. Get it wrong or pay too much and it can not only be disastrous but also very difficult to recover from.

In football, it is recruitment that is fundamental. It is essential to get the right players and manager on board, people with the right attitude and whose ethos fits that of the club.

There is also an element of risk involved in both businesses.

Sometimes in property, you might buy a piece of land that has great potential, but where there are certain unknowns, such as whether

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you’ll be granted the planning permission you want and what future demand might be like in that area. In football, meanwhile, it is sometimes necessary to take a punt on players. Ultimately, it comes down to quality management in both industries.

And what are you looking for in a manager?

Culture is very important to me and it’s my job and that of the board to ensure we get a manager whose ethos really fits the club.

It’s then the manager’s job to filter that culture and ethos down to the players. Getting that fit between the manager and the club culture is essential. At Wolves, we are always looking for young, dedicated, hardworking players and that is exactly what Kenny Jackett has brought.

We didn’t have to drum our culture into him. His management style and ethos fit mine like a glove.

The same is true at Redrow. The company is very different from its competitors and we don’t want our culture to change, so it’s important that we are careful in recruiting people that share our ethos.

You are passionate about football and business. Can passion sometimes get in the way of leadership?

On occasion, passion can be a negative thing, but for the vast majority of the time it is a force for good. I am very passionate about both businesses. I can’t drive past a house without seeing potential or thinking up new ideas; I’m always on the lookout for new innovations and I keep a close watch on what the competition are up to.

When it comes to football, my love of the game has spilled over in the past, but what that shows is that I really care. I am shocked by how many people in football today

LEADERSHIP & MANAGEMENT

are only in it for the money and lack a real passion for the game.

Fortunately, they are in the minority.

From where do you feel most pressure to succeed?

Redrow is a public company, so there is always pressure from shareholders to be better than the competition and to produce a better product. I relish that – I love the challenge and actually like it when the competition steps up their game because it drives us to move things up to the next level ourselves.

In football, I feel pressure from the fans and from people within the club, all of whom are keen for us to get back after the last two disastrous seasons and try to regain some of our past glory.

Fortunately, whatever you do in a season, when the next one starts the slate is wiped clean. So far this season, we’re doing well towards our goal.

IN PROFILE Steve Morgan set up Redrow in 1974 and 20 years later was awarded an OBE for his services to the construction industry. 40 years after first forming the company, Morgan remains a chairman, as well as managing a number of other investments. In 2001, he founded The Morgan Foundation, which has awarded nearly £14m to over 450 charities in the north of England. A lifelong football fan, Morgan bought Wolverhampton Wanderers in 2007.

And what are your short and long-term goals?

While we have to bring in new players to achieve our short-term goals, I understand that the long view takes more planning. We know that to compete again in the Barclays Premier League, which is where we aspire to be, we need to develop our own talent. That’s why we have invested a lot of money into our academy and we’re already seeing many players come through into the first team. In our most recent game, for example, three of our starting 11 had come through from the academy, with another four on the bench. I believe that’s what will enable us to compete at a top level in the long term. We want to get back into the Barclays Premier League and this time we’ll stay there.

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THE APPLIANCE OF SCIENCE When The Sports Gene was published last year, it made waves around the world. David Epstein’s book throws up as many questions as it does answers, but that is no real surprise – its subject, the nature v nurture conundrum, has been around too long for anyone to suddenly come up with a winning argument. Matthew Thacker speaks to Epstein to find out how his thinking might relate to football.

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If some people are just naturally gifted, can’t we just spot talent very early on? If so, how?

Talent spotting at a really young age, say eight or nine, is no guarantee of future success and it can be a risk. The pay-off when you find a world-class player in football makes the gamble worthwhile for some clubs.

However, it isn’t a good idea to start judging players so young, because the kids that coaches are selecting are those who are ahead in their physical maturation. That’s the case in every sport.

If you were a football coach or manager, what would your strategy be for improving performance?

While methods will differ from club to club, my sense is that many coaches don’t vary their training enough. A midfielder might have

LEADERSHIP & MANAGEMENT

25 per cent more aerobic capacity than another player, whereas you want your strikers to be explosive. It is also important to remember that players can do too much endurance training, which can reduce their explosiveness or cause them to be injured. So I would definitely look towards more individualised training.

We know intuitively that we respond differently when we’re in different training groups, with different partners. Some people require much more management to get them to train in the way they should, and other people need to be managed in order to get them to stop training.

Once you get to a certain level in the special forces, every person has their own one-on-one coach, so the training is tailored to them.

That requires a lot of resources, but managers can take a sort of trial-

and-error approach to their training.

For example, I know that I was a better cross-country runner on 30 miles a week of targeted training in college than I was on 80 or 85 miles a week in high school.

season and then show up when it counted. He has figured out his mentality and his physiology and knows that he shouldn’t be training as much as the next guy.

It’s different for everyone.

How would you deal with players with maverick tendencies?

Certainly, a singular focus on training doesn’t work for everyone.

Take Usain Bolt. He was a teenage phenomenon; the times he ran as a kid are probably more impressive than the ones he runs now. He won the junior championship (an under-19 competition) as a 15-yearold; a boy competing against men.

Then he started to train a lot more, kept getting injured and we didn’t hear much from him. He got a new coach who understood who he was – that he wouldn’t always turn up to training, and that he’d totally disappear during the indoor

How about training for mental performance?

This is something that could be looked at more. Learning how to not choke under pressure is about practice. When you learn to drive a car, it eventually becomes automatic and you don’t have to think about it anymore. When you first start learning something, it’s all about the prefrontal cortex, the very human part of your brain, but as you begin to learn, the action moves back to the more primitive part, meaning you can do it without thinking. That’s the mark of an expert.

When players choke it’s because the skill that you worked so hard to

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automate is being dragged back up to the prefrontal cortex, the human part of the brain. A research team at the University of Chicago looked at strategies for dealing with pressure.

They found that by occupying the prefrontal cortex, perhaps by singing in your head or counting backwards, it can help.

What is your view on former players becoming managers or coaches?

Every case is different, but while there’s no reason why players can’t make good managers, there is also a danger, especially when they go straight from being an athlete to being a coach. They have automated a range of skills, and so to tell others how to do them can be very difficult. First

you have to learn how to be a coach, rather than relying on the fact you were a great player.

A lot of research is being done

into what makes a good coach.

It’s likely that sports science and sports medicine will play an even greater role in future.

THE SPORTS GENE David Epstein approaches his subject with scientific rigour and the sceptic’s eye for received wisdom. To the probable dismay of parents of would-be footballers all over the country, he debunks Anders Ericsson’s idea that expertise in any field can be attained simply by 10,000 hours of practice.

Epstein points out that the theory is most often tested on people already identified as talented, and then applied retrospectively. He tries to redress the balance by focusing on sports science to look for alternative theories, looking at what he calls the hardware (what nature provides) and software (nurture) in a variety of cases and sports to see what conclusions can be drawn, arguing ultimately that one

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without the other is useless.

In many instances, the case for nature is irrefutable – if you are male, between 20 and 40, 7ft and live in the US, you have a one in six chance of being an NBA player right now; if you are between 6ft and 6ft 2, that chance reduces to one in 200,000. In other cases, there are compelling arguments for both nature and nurture – for example, how every finalist in the men’s 100m since 1980 can trace his origins back to a small area in West Africa, but also that there are very few countries where a 6ft 4, 15-year-old athlete would opt for track and field as a career choice.

And then there are cases such as Stefan Holm, the 5ft 11in Swedish high-jumper who practised somewhere in the region of 20,000 hours to win Olympic

Yellow Jersey Press

gold. There is evidently no onesize-fits-all model and Epstein embraces the ambiguity, the difficulty of finding clear answers, making sure that whatever he does put forward is backed up by clear scientific evidence.

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HOW TO...

HOLD A MEETING American author and columnist Dave Barry once said, “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings’.” Here’s our guide to making meetings productive and painless rather than somewhere that ideas and enthusiasm go to die.

Don’t set face-to-face as your default. Tradition and routine mean many organisations are wasting valuable time travelling to and from meetings and sitting in front of wipeboards. Think carefully about what you want to achieve, the kind of input you’re after and who needs to take part. Do you need to hold a face-to-face meeting or would a teleconference, video-conference or even email brainstorm achieve the same goals? There will be times, especially when you’re looking for instant feedback, when nothing beats face-to-face, but on other occasions technology can save everyone involved time and money.

Get personal. Deciding who should come to a meeting can be akin to writing wedding invitations. There are those who need to be there, those who want to be there and those who don’t, but who will kick up a stink if

they are left out. While office politics may mean some extra invitees are unavoidable, try to ensure only those who need to be present are.

And, once there, endeavour to get value and input from everyone in the room. After all, you invited them for a reason.

Don’t expect magic. If you put people on the spot with a new project or question, you’re unlikely to get instant genius in return; more likely a lot of nervous shuffling and panicked faces. Circulate an agenda and any associated documents and information well in advance so that people have ample time to digest them and get their thinking caps on.

Create an agenda and stick to it.

It’s your job as leader to keep everyone on track and moving forward through the agenda. That might mean encouraging input from the quieter members or tactfully refocusing the team if they start to veer off topic. People often have their own agendas that they’re just itching to launch into. Take their point, agree an alternative time to talk it through and return to the matter in hand.

Think space and time. However carefully you stick to an agenda, diversions, digressions, technical problems, latecomers and tea-breaks

can all mean a meeting overruns.

It’s also tempting to organise a short meeting because you know that’s what most people want. To make sure you make it to the end of the agenda without undue pressure, allow ample time – whether that’s one hour or four – ensuring everyone is aware of the time slot, rather than just the start time. Make sure the meeting room is big and comfortable enough and provide sufficient refreshments to keep everyone energised (or at least awake) for the duration.

What’s the point? Decide what you want to get from the meeting beforehand and wrap it up by summarising how those goals have been met. Sum up the decisions that were made, what conclusions you came to and, importantly, what the next steps should be. Everyone present should understand why they were there, what was achieved and what further action is required of them. If not, your meeting will be viewed as, or perhaps even was, a waste of time.

Follow up. If you want to get even more from your next catch up, let people see what’s happening between one meeting and the next. Everything is so much more productive when everyone is kept in the loop and it will save you time recapping and updating everyone on the situation.

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Together, under pressure, we can find out so much more about ourselves and each other than when we are winning and life is easy

Glenn Hoddle

REMARKABLE:

If you cannot deal with defeat, you are in the wrong job I know what I’m good at – I enjoy management and I love making people happy. So I look the world in the eye and never give up

Neil Warnock

Sir Alex Ferguson Experience is the name everyone gives to their mistakes

Oscar Wilde

TRIUMPH AND DESPAIR

Success is a lousy teacher. It seduces smart people into thinking they can’t lose

Bill Gates

I don’t know the key to success, but the key to failure is trying to please everybody

Bill Cosby Success consists of going from failure to failure without loss of enthusiasm

Winston Churchill

A successful man is one who can lay a firm foundation with the bricks others have thrown at him

David Brinkley (Professor of Philosophy) We’ve lost that game; no point crying over it. The only way we can prepare for the next one is to get over that one

Mick McCarthy

We are all failures – at least the best of us are

JM Barrie I don’t measure a man’s success by how high he climbs, but how high he bounces when he hits the bottom

George S Patton (US Army General) Manager quotes are taken from the new book by the LMA and Mike Carson, The Manager: Inside the Minds of Football’s Leaders, published by Bloomsbury.

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“This is the best smartphone in the world right now.” Sept 2013 Equipped with the latest cutting edge technology, the new LG G2 is a true powerhouse smartphone that delivers greater speed in a sophisticated, slim line design. With a unique rear key button that not only allows you to control the phone in its most intuitive way, plus a near zero bezel and a full HD IPS display that allows you to consume media better than ever before, the G2 demonstrates premium design sophistication at its very best.

Visit lg.com/uk/G2

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HEADSTRONG:

THE MORNING AFTER

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Whether you’re in football management or corporate leadership, you’ll know the feeling of semi-smug euphoria when you wake up and reflect on the success of the previous day. I did it, I proved them wrong, against all the odds! But be careful; nothing threatens motivation like success.

Words: Jeremy Snape It’s important that we examine why we are so happy and relaxed following a big win – what are our key motivators? In psychology we class our key drivers as extrinsic or intrinsic. Extrinsic motivators, such as winning, praise, money, promotions and results, are experienced from the outside in, while our intrinsic motivation is driven by our internal reward system. This includes things like the feeling of hitting a golf ball sweetly, the freedom to choose, the pride of belonging to a special team, or making a contribution to something bigger than ourself.

The challenge for those concerned with improving performance is that extrinsic motivators are communicated loudly, whereas intrinsic drivers, although equally powerful, are rarely articulated. The media will focus on stories of goals, outcomes and profit above those celebrating the mastering of a new skill or a man’s connection with his team. As a result, we associate success with meeting external criteria – more money, a promotion, the adulation of the crowd.

EXCELLENCE OVER EXPECTATION During my career in cricket, I was fortunate to win eight domestic trophies in exhilarating finals at Lord’s. They were special times in my career, particularly the first few, which were magical and unexpected. Intrigued by this feeling, I once asked Gordon Banks how he felt immediately after the final whistle had blown in the 1966 World Cup. When he replied “Relief!”, something inside me died. Relief, is that it? You won the World Cup! Gordon’s instinctive response uncovers a bigger question for all of us as performers. Are we celebrating winning because we achieved our wildest ambition or simply because we met other people’s expectations and didn’t lose face?

If all we get for our troubles is the neutral emotion of relief, then maybe we have got this all wrong.

Maybe we have missed the most motivating things, the risk-taking, the learning and the growth.

England cricket is a classic example of a meteoric rise, relief and stagnation – what a horrible trap.

At Sporting Edge, we have delved inside the minds of some of the

world’s greatest sporting champions to investigate their proven methods for avoiding the success trap. One of the most important things to emerge is a focus on the process of excellence rather than the outcome.

Trying to define leadership success, Sir Dave Brailsford says: “We all find it hard to distance ourselves from the outcome but, from a coaching point of view, it’s about the athletes going through the process and us trying not to judge ourselves by somebody else’s performance as winning or losing.”

While this may be the ideal, it isn’t always easy; it is these results that shape our careers. However, our ability as leaders to provide some rational context and flatten out the roller-coaster track may be critical.

FURTHER THINKING Explaining how he manages this, Stuart Lancaster says: “I’m pretty level in the sense that I never allow the highs to become super-highs or let the lows become super-lows. If you want to be a leader, you have to find the energy to inspire people and give them perspective on their performance, on where we’ve

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“OUR ABILITY AS LEADERS TO PROVIDE SOME RATIONAL CONTEXT AND FLATTEN OUT THE ROLLER-COASTER TRACK MAY BE CRITICAL”

come from as a team and where we’re going.”

The lessons here seem to be that lengthening the time-line on the story can provide some perspective and that knowing when to be in the moment and when to gaze at the horizon is a key skill.

We can also take some clues from individuals as well as teams on how to stay motivated to win again and again. AP McCoy, Champion Jockey of 19 years and over 4,000 wins, says: “Multiple champions understand suffering.

Anyone can win once, but as a multiple champion you have to go further than anyone else is

prepared to go. I wake up every morning and think someone’s going to beat me today.”

Scary as this may seem, perhaps the antidote to the success trap is that nervous insecurity that you are still not good enough, and having that burning desire that no amount of fame or fortune can extinguish.

In a world of instant messaging and emotionally charged headlines, our sporting and business leaders are constantly exposed to the judgment of others. We need to turn the volume down on what everyone else is saying and focus instead on what we can do in the next hour, day and week to make a difference to our teams.

The myth of talent has been

rumbled in recent times with various back stories of the long attritional road to success and the need to overcome regular setbacks.

Success doesn’t just happen, so we are right to savour the moment of magic, the reward for all our efforts.

The question is, how long should this moment last?

Maybe we need to remember that the fun is actually in the striving, not the arriving. Don’t, therefore, put an end to your journey and instead make learning and sacrifice your team’s renewable fuel.

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

AFTER THE CHAMPAGNE STAINS HAVE DRIED • • • •

Find a past or present role model who has achieved more. It adds perspective.

Set stretch goals for the team and individuals. What’s next?

Give your team the responsibility of planning a training session or discussion on the dangers of success.

Confront any sloppy behaviours. This is when people let standards drop, so make a statement by pouncing loudly and quickly.

• Get them to see the hunger and ambition of the next generation, they are chasing fast.

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HEALTH & HAPPINESS

CAN’T STOP, WON’T STOP

Management can be a drain, leaving you physically tired, sleep deprived and flagging before the day is done.

Dr Dorian Dugmore has these tips for staying energised.

HOT POTATO Sugar provides an effective quickenergy fix, but with a catch. After eating sugar, the body secretes hormones that stimulate the release of glucose from the liver, boosting sugar levels. But it results in an energy imbalance that leaves you feeling low and lethargic later on. The hormones also happen to be adrenalin and cortisol, the stress hormones, so if their release happens during the night it can interfere with your sleep.

Constant stimulation of this kind can even lead to adrenal

ENERGISER BUNNY OR RUNNING ON EMPTY? 54

fatigue. When these special glands, just above the kidneys, are overstimulated, it results in a weakened immune function and an increased susceptibility to infection, energy drain and burnout.

To keep blood sugar levels stable we need to manage what and when we eat and avoid foods that send our sugar levels through the roof – i.e. those with a high GI value (Glycemic Index). These include some seemingly innocuous foods, such as baked potatoes and wholemeal bread, both of which have a high GI and could cause a mid-afternoon slump if eaten for lunch. Try replacing them with foods that have a more stabilising effect, such as meat, fish, eggs, nuts, seeds, fruit and vegetables. Many oily fish have the added benefit of being great brain food, high in the essential fatty acids Omega 3, 6 and

9. These are better taken naturally through food than by loading up on supplements.

TIP: Nuts, including almonds, cashews, walnuts and pecans, have especially good blood-stabilising qualities, although salted nuts should be avoided if you have high blood pressure.

WATCH YOUR FLUIDS Cells that are not sufficiently hydrated can’t take up glucose efficiently, which can affect your

Do you need a major shot of caffeine in the morning?

Are you tired when you wake up?

Do the small things make you irritable very quickly?

HEALTH & HAPPINESS

performance. Even a one per cent drop in hydration can result in a loss in concentration and memory.

Drinking 8-10 glasses of still water every day can help to boost your mental performance, while at the same time reducing tension and often boosting mood.

TIP: Checking your urine is a useful way to tell if you’re dehydrated.

It should be pale yellow and odourless. If it has a darker tone and smells (often an odour like ammonia), you’re low on fluids and should drink a few glasses of water.

Within 20 minutes the problem is often solved.

recovery. The next two or three hours are know as REM sleep. This is when we move towards the waking state, the brain becomes more active and we tend to dream.

This stage of sleep has been associated with enhancing brain function, including memory, and so if curtailed can have a negative impact on performance. Clarity of thought, short-term memory and creative thinking may all be impaired and we are more likely to make mistakes under pressure.

TIP: Dispense with the alcoholic nightcap. Once the initial feeling of relaxation has gone, the alcohol will disrupt your Delta sleep and dehydrate you, making your sleep erratic and restless.

Do you feel fatigued several times during the day, even sleepy?

TIP: Practise diaphragmatic breathing for 10 minutes every day and when under pressure, even when your heart rhythms stabilise.

TAKE EXERCISE

GET SOME SHUT-EYE The importance of sleep cannot be overestimated. The first few hours of sleep (DELTA sleep) are essential for the body to repair and rejuvenate itself, and help us to feel fresh the following day. During this early period, cortisol levels drop, brain frequencies are slower and other stress hormones are suppressed, all aiding repair and

order to extend the length they can hold each note. Chest-only breathing tends to limit oxygen absorption from the air into the bloodstream, whereas deep diaphragmatic breathing promotes better oxygen supply, improves blood sugar levels and promotes better chemical balance in the blood. The end result is a greater sense of calm and focus.

BREATHE DEEPLY Practise diaphragmatic breathing by placing one hand on your chest and the other on your stomach, around the naval. The hand on your stomach should move out more. Babies breathe from the stomach, as do opera singers in

Are you constantly searching for quick-fix sugary food?

Do you persistently try to catch up on rest?

The endorphins produced during exercise provide all of the above benefits, such as stabilising heart rhythms and blood pressure, but exercise should be moderate rather than high intensity. High-intensity training, where you train above the anaerobic threshold, may be much promoted and publicised in the media, but can be dangerous. If in doubt, seek further advice from the LMA’s Fit To Manage scheme.

If you answered mostly ‘yes’, it’s time to re-assess your approach to energy management. It could help you cope with the stresses and pressures of management.

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HEALTH & HAPPINESS

HAVE YOU TRIED...

CORPORATE YOGA? If you want to grow yourself, your people and your organisation, it may be time to change your perception of yoga.

A combination of physical, mental and breathing practices, yoga can provide the theory, tools and methods to support a host of critical objectives, says Marion Bevington, author and founder of Corporate Yoga London.

How? Because through sustained meditation and mindful practices such as yoga, it is possible to gain more control over your thoughts and responses, even under stress, and develop new habits and behaviours. “This can be invaluable in supporting your personal or organisational goals, whether that is staying calm under pressure, improving your focus and concentration or how you communicate and form relationships,” says Bevington. “A sharp mind is more likely to make brilliant decisions, and flexibility and the ability to change gives you staying power.”

The physical benefits of yoga for leaders and their teams, meanwhile, are just as compelling, starting with stress management.

“The biochemical effects of calming and relaxing activities actually mop up adrenaline and cortisol, which we all produce in times of stress,” says Bevington.

FLEXIBLE FRIEND The physical benefits also have direct positive effects on business productivity and profitability. “An organisation, like the people who work in it, can get sick,” she says.

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>£100BN

ESTIMATED ANNUAL COST TO UK BUSINESS THROUGH STAFF SICKNESS IN 2012

“Staff absence is a major symptom, but it’s just the tip of the iceberg.

Other symptoms include low morale, high stress, substance abuse, poor sleep patterns and fear.”

She adds that while managing absenteeism is often seen as a way to gain more financial control in a business, it can have unwanted side-effects, such as increases in presenteeism and stress, which then hit productivity and growth.

Bevington believes in a holistic approach: “We help businesses to reduce these costs by improving physical and mental resilience, resulting in a reduction in absenteeism caused by illness, injury and stress, improved cognitive functioning, memory, learning ability and creativity; better productivity and engagement and a reduction in the turnover of talent.”

She and her team of yoga teachers run classes in the workplace and at a number of studios in the capital, with the

content tailored to the size, abilities and needs of each group.

“There is a myth that you have to be flexible and fit to do yoga,” she says. “Yoga helps you develop more flexibility, of body and mind, core fitness, strength and stamina, regardless of your starting point.”

While traditionally perceived as the preserve of a small niche of fitness fanatics, yoga now has an impressive following in corporate and sporting circles. Advocates including AOL, Apple, AstraZeneca, Deutsche Bank and Google have used this ancient practice as a tool to take their performance to the next level. Will you be next?

A study by the University of California at Los Angeles found 12 minutes of daily yoga meditation for eight weeks increased the activity of telomerase (a component of our DNA) by 43 per cent, suggesting a significant reduction in stress-induced ageing.

HEALTH & HAPPINESS

Health and Wellbeing Screening Funded by the LMA for it’s members, Fit to Perform is an enhanced 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.

Dorian Dugmore Perform Director of Corporate Wellbeing

To make an appointment or for any further queries, please call Ali Betson on 01283 576363 or email ali.betson@lmasecure.com

www.spireperform.com

@PerformSGP 57

HEALTH & HAPPINESS

THE ESSENTIALS ESSENTIAL KIT BIG IS BETTER 01 http://bit.ly/1coRvFZ Each new generation of smartphones, tablets and laptops is more impressive than the last, with outstanding picture quality and a growing array of functions.

But while watching downloaded videos, surfing the net or playing games on your mobile device is undeniably handy, nothing quite matches the impact of doing it on a huge TV screen.

The PTV3000 Wireless Display

Adapter uses standard WiFi technology to enable you to you watch whatever is on the screen of your device on your HDTV, without any fiddly cables. Mobile

devices simply need to be Intel WiDi or Miricast supported. Now you can bore your friends with the holiday snaps in style, rather than hunched around your iPhone!

720p HD-quality video, shoots 12-megapixel HD photos, and offers a 170-degree, wide-angle camera lens.

And the technology, which recently won an award from Outside Magazine, is certainly not all glamour and no substance.

The camera automatically adjusts for light levels, has infinity focus

and uses an in-goggle viewfinder, controlled by glove-ready buttons on the side of the frame. The rechargeable lithium-ion battery runs for around three hours at a time.

Oh, and if all that isn’t enough for you, the goggles provide 100 per cent UV protection.

02 SPEC-TECH

www.viewpoint.co.uk

These ski goggles don’t just look like they belong to 007, they also feature the kind of cool technology you might expect Q to kit him out with.

Boutique goggle and sunglasses brand Zeal Optics has created a product that features a built-in GPS system, captures 1080p and

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HEALTH & HAPPINESS

04 TABLE FOR TWO

http://bit.ly/O8bWOS

This sleek and very grown up table football set might dredge up some happy childhood memories. It could also be a great stress-relief tool – you may have lost on the pitch, but at the table you can spin those little men until you win!

The sturdy, full-size Strikeworth Aurora Table Football features a satin black finish, chrome trim and matching table top. It also has a professional dual-ball return system and LED pitch floodlighting, so you can play night-time games – i.e. with the lights off.

GO WITH THE FLOW 03 www.sousvidetools.com Unless you have an obscenely large and well-equipped kitchen, it’s likely that the trend for sousviding is one you’ve left to the professionals. To the uninitiated, sous-viding involves slow-cooking food in a water bath at a constant temperature and traditionally requires the kind of industrial kit most of us would run a mile from.

The Sous Vide Discovery Thermal Circulator makes it possible to sous-vide at home using your existing cooking pots. The device simply clips onto the side and circulates up to 20 litres of water at a constant temperature. It is equipped with a timer and is small and lightweight enough to store away easily.

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HEALTH & HAPPINESS

ESSENTIAL READ

Think Twice by Michael Mauboussin “No one wakes up thinking, ‘I am going to make bad decisions today’, yet we all make them,” says investment strategist and Columbia Business School lecturer Michael Mauboussin in his new book, Think Twice.

Mauboussin explores the science and reality of decisionmaking, set against the backdrop of a number of case studies from fields as broad as finance, big business, the arts and sport. The book will challenge anyone with decision-making responsibilities to look hard at how they make their decisions and the potential negative impact of those decisions should they be poorly executed.

He delivers a remarkably simple model for building a more robust decision-making process, centred on the three pillars of Prepare, Recognise and Apply. The

book is supported by a wealth of research and shines a light on all decision-makers for a variety of faulty traits, including a tendency to favour a traditional insider’s view rather than exploring problems objectively, being unduly optimistic, and having an innate sense of superiority and a faulty illusion of control. Many of the simple tests contained in the book allow the reader to see how their decision-making, even on seemingly simple problems, can deliver sub-optimal results.

His solutions are practical and easy to adopt and he presents a more considered approach to decision-making, including understanding the role of data, the use of external advice and the balance between skill and luck, and he highlights the impact of stress on the decision-making process.

PGA TIPS

Stop the top

Golfers who have a habit of hitting the top of the ball often position themselves closer to it in an attempt to avoid repeating their error.

Big mistake, says Simon Wordsworth, chief executive of the Aspiration Group, fellow of the PGA and R&A qualified referee. To hit the ball perfectly, he says, you need to be the perfect distance away. Here’s how.

Choose any club 3 to 8 iron and lay it on the ground at right angles from your body. The hosel of the club should be next to the ball and the

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head of the club on the far side of the ball – i.e the ball is touching the hosel and the top of the blade. Stand to the ball with your heels level with the butt end of the club. Now you are in the perfect position to hit the ball.

The old adage ‘don’t judge a book by its cover’ naturally appears in a section focused on bias. However, the cover of this book has the following quote: ‘Think Twice helps you gain that mental edge. That’s what I expect from my team and that’s why I hope my competitors don’t read this book’ - Billy Beane, General Manager, Oakland A’s. Oh well, just this once….

ADVERTISING

TIME FLIES Senior management time is arguably the most precious resource of any organisation.

Travelling executives, club management and players alike can waste considerable time getting to and from major airports, checking in, waiting in lounges and enduring tedious delays. That’s why some football clubs are now joining the ranks of other big businesses in chartering private aircraft, in an attempt to turn dead travel time into productive time. On board, managers can conduct team talks and strategy meetings to improve team performance, boost morale or debrief following a win or defeat.

“Unlike commercial airlines, private jets can use smaller suburban airports that are closer to departure and destination points and don’t have the long queues or delays associated with larger urban airports and scheduled flying,” says Paul Richardson, Private Jet Director for Air Partner.

Nicholas Alibey, Travel Manager for Pro Sports Travel, adds that private aircraft charter has become a more viable option for many clubs. “A private charter offers a club greatly reduced journey times, decree over the schedules and, most importantly, a greater level of control with the opportunity of landing at airports closer to home or the away ground,” he says. “The team can travel through normal airport facilities or private terminals, can transport kit and avoid the problems associated with delays on the road and cancellations of scheduled airlines’ flights.”

This can also help keep players motivated and foster a positive team spirit, adds Richardson: “Players arrive at matches fresher and in a better state of mind than if they arrive by road, and as managers determine their own flight schedules, they never miss a connection.”

IN PROFILE Involved in the football industry for many years, Air Partner transports Barclays Premier League players on pre-season tours and training weekends, moves players up and down the country and across Europe following transfer, and returns individual players to their teams after international duty.

The company flies from 2,000 airports around Europe (scheduled carriers are restricted to only 200), which reduces transfer times enormously.

Its team of 200 aviation experts build a rapport with each client and pay close attention to their needs, which is one reason Air Partner has established itself as the world’s largest listed aircraft charter company.

“We only fly a superior fleet of new-generation private jets with experienced, trusted pilots,” says Richardson. With a wide choice of cabin jets with guaranteed aircraft availability, our clients have the control and flexibility to fly on any day to almost anywhere in the world.

They tell us where they need to be and we make it happen.” www.airpartner.com

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HALL OF FAME - IN ASSOCIATION WITH THE FA

DON REVIE OBE JULY 1927 – MAY 1989 Don Revie was one of the most successful managers of his era and adored at Leeds United, where he spent 26 years as a player and manager between 1958 and 1974.

During his time at Elland Road he took the club from Division Two strugglers to Football League champions in the space of five years, winning the FA Cup, Football League Cup and Inter-Cities Fairs Cup along the way.

Under Revie, Leeds developed a work ethic and dedication to fitness and training not seen before in English football. It was an attitude that led to the most successful period in the club’s history and saw him join the pantheon of great British football managers.

He was awarded an OBE in 1970 in recognition of his achievements.

While there were times when rivals criticised Leeds’ style of play, Revie’s record speaks for itself, with seven top-two finishes in the Football League between 1964/65 and 1973/74 as the Whites established themselves as a leading force in English football. Much of that success was built on a neversay-die team spirit, with Revie’s men prepared to put their bodies on the line for their manager.

“Our whole ethos was built on loyalty,” Peter Lorimer, who played under Revie for 12 years, later said of his time at Leeds. “We’d all fight for each other, we’d all work for each other. If someone kicks me,

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he kicks all 11 of us. Every day you’d go to work and it was an absolute pleasure. You couldn’t wait to get in your car and go down to the ground and be amongst the lads.”

Born in depression-stricken Middlesbrough in 1927, football

acted as an escape for Revie and in his formative years he developed a meticulous attention to detail for which he would later become famous. He was heavily influenced

by Bill Sanderson, the coach at his junior side, Middlesbrough Swifts,

HALL OF FAME - IN ASSOCIATION WITH THE FA

who would hold team meetings in his council house and distribute dossiers on local rivals. In the years to come, Revie would distribute similar dossiers to his own charges at Leeds.

After signing for Leicester City in 1944, Revie’s playing career was a slow-burner, but he made a name for himself in the club’s run to the FA Cup final in 1949. He transferred to Hull City later that year before signing for Manchester City in 1951, where he attracted attention as the architect of the ‘Revie Plan’ – a tactic that mirrored the style of the Hungarians and involved Revie acting as deep-lying centre forward.

He was named Footballer of the Year in 1955, making his England debut that same year, and starred in City’s FA Cup triumph in 1956.

He saw out his playing days at Leeds United, becoming player/ manager in 1961 before hanging up his boots in 1963.

Revie developed a

strong youth policy, as homegrown talents such as Gary Sprake, Norman Hunter and Paul Reaney helped take Leeds into the top-flight, but he was also a shrewd operator in the transfer market. His signing of Manchester United’s all-action midfielder Johnny Giles (below) for a cut-price £35,000 proved integral to the success that was to follow.

Leeds were crowned League champions in 1968/69 and 1973/74, finishing runners-up on five occasions during Revie’s reign, and reached four FA Cup finals, winning one in 1972. Revie also found success in Europe, lifting the Inter-Cities Fairs Cup in 1968 and 1971, and reaching the final of the European Cup Winners’ Cup in 1973.

When Alf Ramsey was sacked as England manager after the 1974 World Cup, Revie was the clear frontrunner to replace him, having just led Leeds to the League title.

Impressed by Revie’s no-nonsense managerial style and tactical nous, The FA had found their man and announced him as Ramsey’s successor following Joe Mercer’s short stint in a caretaker role.

After England failed to qualify for the 1976 European Championships, Revie departed for a new role as coach of the United Arab Emirates

midway through the 1978 World Cup qualification campaign.

To this day, Revie is regarded as Leeds United’s greatest manager, having taken them from Division Two also-rans to one of Europe’s most feared teams. In 2010, his former midfielder Johnny Giles summed up the impact he had on the club. “What Don did at Leeds was unbelievable,” said Giles. “Don didn’t revitalise a team. Leeds had no history. So he had to create it from nothing.”

Lord Harewood, Leeds United club president from 1961 until his death in 2011, said of Revie in The Telegraph: “He came with a great feeling of confidence that it would all work because what he’d done elsewhere [as a player] had been very good. Leeds started to wear white, which is what Real Madrid wore. People mocked him and said ‘this is a rugby league part of the world’. That very rapidly changed.

“We soon realised what a wonderful manager he was. He treated his team as family. He took immense care of his players. If the player was from Scotland, he would go up to Scotland to see their family.

He loved them all like his children.

Don’s the most undervalued manager in history.”

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STYLE AND SUBSTANCE

The Barclays Premier League is evolving towards a more technical style of play, reveals Prozone.

PATIENCE AND PASSING One of the clearest indicators of the technical progression of the Barclays Premier League has been the increase in the number of passes per shot. A significant rise from 16.3 to 25.6 since the 2006/07 season is indicative of more patient build-up play and more intelligent movement beyond the ball.

At the same time, the number of goals from set pieces has fallen, dropping from 31 to 28.4 per cent of total goals scored in the Barclays Premier League. This reduction in the quantity of goals from set plays indicates an increased willingness to adopt a more structured approach to build-up and a diminished reliance on direct attacking play.

Taken in combination, these trends suggest that teams are generally moving away from direct football and towards more

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FOULS PER MATCH

28 26 24 22 20

-04 -05 -06 -07 -08 -09 -10 -11 1-12 -13 -14 2003 2004 2005 2006 2007 2008 2009 2010 201 2012 2013 BALL-IN-PLAY TIME 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 10

20

30

40

50

60

% GOALS FROM SET PLAYS 26.9

27.2

27.2

26.1

24.6

23.5

25.1

23.1

20.9

21.6

21.5

-10 -11 1-12 012-13 013-14 -07 -09 -06 -04 -05 -08 2 2 2003 2004 2005 2006 2007 2008 2009 2010 201 PASSES PER SHOT 26 24 22 20 18 16 14 12 10 8 6 4 2 20 0 20 304 04 20 0 0 20 5-05 20 07- 6 0 0 20 8-08 0 9 20 9-1 1 0 20 0-1 1 1 20 1-12 1 20 1-1 12 2 20 -1 13 3 -1 4

Despite the Barclays Premier League having long been accepted as the most physically demanding competition in world football, significant recent technical advancements have gone relatively unheralded.

Having constantly monitored the stylistic development of the competition, the analysts in Prozone’s Performance Lab can now shed some light on how the technical side of the game is evolving and why.

OFFSIDES PER MATCH 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

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CHANGE SINCE EARLIEST DATE FOULS PER MATCH -5.4 -20.0% OFFSIDES PER MATCH -1.7 -27.2% BALL-IN-PLAY TIME 5.1 9.8% PASSES PER SHOT 9.2 55.7% % GOALS FROM SET PLAYS -2.6% technical and patient styles of play. English football may once have been characterised as overly physical, direct and simplistic, but it is not an accusation that can be levelled at current teams, as they continue to raise the technical standard of the competition to unprecedented levels.

FALLING FOUL As the Barclays Premier League has become increasingly technical, so the number of fouls has fallen, as physicality has become a less dominant (though still essential) characteristic of play. Underlining the competition’s move away from what might be considered the traditional British style, in 2006/07 there were 26.1 fouls per game, and as few as 21.5 in 2013/14.

Consistent with the diminishing number of fouls, offsides have also decreased significantly over time.

A fall from 5.7 to 4.5 over the last seven years is likely the result of the new offside law that came into force ahead of the 2005/06 season.

It states that, to be offside, a player has either to touch the ball or be in a position to potentially make physical contact with an opponent.

It is widely agreed that the updated law has enabled more technically gifted players to flourish given the diminished influence of the traditional defensive high line.

As technical football has thrived in the Barclays Premier League, the reduction in fouls and offsides has seen ball-in-play time rise accordingly. In 2006/07, the average for a game was 51.8 minutes, but that has steadily risen, reaching 56.9 minutes at the midpoint of the current season and leading to an increasingly open, flowing game with more space for technical creativity.

CULTURAL SHIFTS While these performance trends are interesting in themselves, it is worth exploring the reasons behind such a recognisable shift towards higher technical standards of play. As previously mentioned, the updated offside law has undoubtedly had an impact, but it’s likely that wider cultural shifts within the game have had far greater significance.

For example, the dominance of the Spanish national team in international football and Barcelona on a continental level has undoubtedly had an effect on tactical thinking throughout world football. The pre-eminence of physically small, technically excellent midfielders and forwards in those teams has forced teams to rethink their strategies and understand the detail of the philosophies that have made these Spanish sides so successful in recent years.

There has also been a globalisation of coaching methods in recent years, a process that has seen more sharing of knowledge and best practice across borders.

This has led to a homogenisation of styles across Europe, with highly technical football taking precedence over more direct approaches, which some now view as outmoded and arcane.

So profound has this stylistic coalescence been that performance data from the big five European leagues (England, France, Spain, Germany and Italy) is now remarkably similar. Indeed, the Barclays Premier League now sees the fewest fouls per game of any of the major competitions.

Such a situation would have been unimaginable just a few seasons ago and highlights the scale of the technical transition the league has quietly undertaken.

FOULS PER MATCH

OFFSIDES PER MATCH

BALL-IN-PLAY TIME

PASSES PER SHOT

BARCLAYS PREMIER LEAGUE

21.5

4.52

56.9

25.6

LA LIGA

28.0

4.70

54.1

27.6

BUNDESLIGA

31.1

4.70

54.8

27.6

SERIE A

29.6

4.20

56.7

27.4

LIGUE 1

28.5

4.94

55.0

30.6 65

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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.”

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LMA NEWS, VIEWS AND EVENTS

DINNER WITH DI MATTEO

In early December 2013, 80 of the LMA’s commercial partners joined LMA member Roberto Di Matteo for a memorable evening atop one of London’s most iconic venues, The Gherkin. The event was held by the LMA in association with lead sponsor Barclays along with senior event partner Castrol and event partners Air Partner, Forte Village, The Telegraph and Virgin Atlantic.

As well as enjoying the amazing views, guests were treated to

stunning food and an exclusive Q&A session with Di Matteo, hosted

by Sky Sport’s Ed Chamberlin. Di Matteo offered some magnificent insight into his experiences as a player and manager and drew great comparisons between the requirements of successful leadership and management in football and business.

A number of other LMA members were present at the dinner, including Steve Clark, Malky Mackay, Stuart

Pearce, Steve Coppell, Alex McLeish, John Hollins, George Burley and Walter Smith, each hosting a table with senior members of the LMA commercial partners.

LMA Chief Executive Richard Bevan said of the event, “It was a great pleasure to hold the first LMA Leadership Dinner at such a fantastic and iconic venue. The LMA looks forward to hosting more of these small, exclusive dinners at stunning venues throughout 2014.”

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PFCA MEMBERS SEMINAR Over 75 managers and coaches from the LMA and Professional Football Coaches Association (PFCA) attended a coaching clinic on 19 February. The event, which was held at the home of West Bromwich Albion, The Hawthorns, was delivered by guest speakers Alan Irvine and Mike Rigg, The FA’s new head of talent identification.

Rigg presented an overview of his role at The FA and his objectives for the development of the England teams in all age groups.

Everton academy manager Alan Irvine then provided a fascinating insight into his career pathway, sharing his experiences at both academy and first team level, as well as the managers who made

most impact on his personal development.

The LMA and PFCA continue to host coaching clinics as a key

element of the leadership and educational activities offered by both associations to their members.

BUDWEISER OPEN TRIALS As part of its sponsorship of the FA Cup, LMA commercial partner Budweiser is holding a programme of regional open trials throughout the UK, opening the doors to the discovery of new talent or the rediscovery of old talent that has slipped through the net.

PFCA member and Newcastle United scout John Carver helped to develop a programme of trials that would allow players to best showcase their abilities.

Once the initial trials are completed, selected players will be invited to St George’s Park, where LMA members and programme ambassadors Steve Clarke and Alex McLeish will be assisted by fellow ambassadors Ray Parlour and David Ginola in selecting the very best talent. Those players will attend a final showcase event at Wembley Stadium, the spiritual

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home of the FA Cup final since 1923, with the ultimate goal of being snapped up by a professional club.

Fellow LMA commercial partner BT Sport will film the journey as part of its FA Cup coverage, which starts in early March.

Richard Bevan, LMA Chief

Executive, said, “We are delighted to be able to support a global brand such as Budweiser with a truly innovative programme of activities, developed around its sponsorship of the oldest and most famous cup competition in the world.”

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WORK EXPERIENCE OF A LIFETIME Working in partnership with the LMA, lead sponsor Barclays has given one lucky LifeSkills student the opportunity to shadow Everton manager and LMA member Roberto Martinez for the day. Nickolas Fowler-Ekar, 17, observed Martinez and members of his backroom staff at work at Everton’s training ground and heard his thoughts on leadership in the Barclays Premier League, particularly the challenges of managing multiple commitments and responsibilities.

Thousands entered the LifeSkills Work Experience of a Lifetime competition hoping to learn from some of the world’s most successful leaders in business, media and sport.

“Nick had an unforgettable experience that we hope will inspire him in the future,” said Danny Reardon, Barclays’ head of corporate affairs. “We believe that young people need access to the world of work to build their skills and realise their potential. That’s why we created the LifeSkills programme and why we’re committed to creating more work experience opportunities through our LifeSkills partners.”

Martinez added, “We’re delighted to be the first football club to offer a Work Experience of a Lifetime via the Barclays LifeSkills programme.

Working for a Barclays Premier League club is a dream shared by millions and this opportunity could help them take their first step into sport. I love this job and am happy to have been able to share my experience and that of my support team with Nick.”

LMA Chief Executive Richard Bevan said, “The LMA is always

“WORKING FOR A BARCLAYS PREMIER LEAGUE CLUB IS A DREAM SHARED BY MILLIONS AND THIS OPPORTUNITY COULD HELP THEM TAKE THEIR FIRST STEP INTO SPORT” eager to engage with the initiatives of our commercial partners, so to work so closely with our lead sponsor, Barclays, and use our tremendous membership in this way is fantastic. We look forward to supporting Barclays throughout the remainder of this season and beyond.”

LifeSkills, created with Barclays,

is a curriculum-based education programme that supports teachers through practical, free resources.

It also provides business support by offering key opportunities to young people, including a work experience matching portal. To find out more and to register for information go to www.barclayslifeskills.com

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FTB PRO COACHING

In early 2014, UK-based contributors of FTB Pro – the largest fan-generated media platform in online football and an LMA commercial partner – competed for the exclusive opportunity of being coached by LMA member and former England, Chelsea, Tottenham Hotspur and Swindon manager Glenn Hoddle.

30 winners were selected at random to attend the session at the London Soccerdome. There, Hoddle and two FA-licensed coaches put them through their paces in a structured training session, during which Hoddle offered his advice and experience on technique and passing. The activities culminated in a number of games, enabling them to put their new-found knowledge and skills into practice.

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Hoddle then held an informal Q&A session with the winners, covering areas such as his development as a coach and, with the 2014 World Cup only months away, his preparations for and experiences of managing at France 1998.

The coaching session was the first of three to be organised by the LMA and FTB Pro as part of their commercial partnership.

“HODDLE AND TWO FA-LICENSED COACHES PUT THEM THROUGH THEIR PACES IN A STRUCTURED TRAINING SESSION”

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IN ASSOCIATION WITH

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THE ROAD TO RIO All coaches and managers know that preparation is key, but for England manager Roy Hodgson, with less time on the training pitch and more time to think about the games ahead, the need to plan carefully is magnified.

As soon as England qualified for Brazil, Hodgson and The FA began plotting their path to Brazil. Before the squad meets up in late May, Hodgson has the difficult task of submitting to FIFA his 30-strong provisional squad, having only seen them play together in recent friendlies against Chile, Germany and Denmark.

The long squad will spend four days training in Portugal, then take on Peru at a farewell game at Wembley before flying to Miami, where Hodgson must settle on his final 23. There, Ecuador and Honduras will provide the opposition as Hodgson, Ray Lewington and Gary Neville put the finishing touches to their plans for Brazil.

“I was clear before that I was looking for Central and South American opposition ahead of the tournament,” says Hodgson.

“Portugal will be a four-day training camp where we won’t have to concentrate too much on the finer tactical points,” he says.

“We’ll be getting our fitness levels up so that when we get to Miami for the final part of our preparation we are ready.”

Once in Miami, says Hodgson, they will be very much in World Cup mode. From there, the team will head directly to Rio de Janeiro, their base for the tournament, before travelling to Manaus for their opening game against Italy.

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Visiting the Amazonian city in February as part of his preparations, Hodgson got a real taste of what England can expect when they arrive, inspecting the 46,000-seater Arena da Amazonia stadium, the training ground and some of the sights.

He was impressed by the stadium, how green its grass was and how well manicured, saying, “I’ve no reason to fear anything here when it comes to facilities.” Neither does he fear the heat, saying it is just something you have to come to terms with: “World Cups are played in the summer. It was hot in South Africa and it was very hot in the US in 1994 [when Hodgson was manager of Switzerland].”

While Hodgson has experience of planning for a World Cup,

having managed Switzerland during their qualification for USA ‘94, much has changed in the last 20 years, not least, says Hodgson, analysis of the opposition.

“Back then it was much more word of mouth and written reports.

We wouldn’t, for example, have had much information on teams like Colombia or Romania; I’d watch them in friendlies and base our strategy on that,” he says. “Now we have PowerPoint, video, images and a wealth of information from numerous games that is collated and edited. It can take many days, but it means we have the right messages to give to the players.”

You can follow England in the build-up to the World Cup and in Brazil on TheFA.com or via Twitter @England

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PARK LIFE

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2

3

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1. Paul Ince was one of 21 UEFA Pro-Licence candidates to take part in media training.

2. The England U16 team played Spain in the opening match of the UEFA Development Tournament.

3. England Deaf and Partially Sighted teams went head to head in the futsal hall.

4. England Rugby training at St George’s Park in preparation for the Six Nations.

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Residential Training Camps at St. George’s Park This easily accessible facility, in the heart of England, is the inspirational home for England’s 24 national teams. With 11 outdoor pitches, a full-size indoor 3G pitch, a suite of rehabilitation and sports science areas, an indoor Futsal sports hall and an on-site Hilton hotel, St. George’s Park provides world-class training facilities for all England teams and a host of other clubs and individual players. St. George’s Park has already welcomed over 70 domestic and international clubs.

Training Pitches: ã©© ©DSJJ©QGXC©DMMR@?JJ©NGRAFCQ© ã©©$GTC©UGRF©LJ©MMBJGEFRGLE©?LB©SLBCP©QMGJ©FC?RGLE ã©©$GTC©L?RSP?J©EP?QQ©NGRAFCQ ã©©$MSP©EP?QQ dž©@PC©QRGRAF©NGRAFCQ ã©©%M?JICCNGLE©NP?ARGAC©?LB©RP?GLGLE©?PC? ã©©'LBMMP© %©NGRAF© ©DSJJ©QGXC© K©V© K©"CQQM©' ", © © dž©@PC©NGRAF©@SGJR©RM©RFC©$'$ © ©QR?P©QR?LB?PB

Sports Medicine Centre: Perform at St. George’s Park is a world-class sports medicine, rehabilitation and human performance facility. Facilities include strength and conditioning gym, rehabilitation gym, human performance lab, hydrotherapy QSGRC © K©QNPGLR©J?LCQ©?LB©NFWQGMRFCP?NW©PMMKQ For more information or to discuss your individual requirements please call

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Follow us @StGeorgesPark

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FAST, FURIOUS AND FUN Everton is one of a growing band of Barclays Premier League clubs putting futsal at the heart of their youth development programmes, as part of the Elite Player Performance Plan.

Yet it is two legends of the managerial world that have been the catalyst for its burgeoning growth at Finch Farm. Academy Head Alan Irvine explains that it was a conversation with Andy Roxburgh, the former Scotland manager and initiator of UEFA’s Grassroots Charter, that saw futsal first introduced at Everton in 2012.

“When he told me that most of the top Spanish and Brazilian players grew up playing futsal I thought, why not look into it?,” says Irvine, who agreed to trial it for the U9-11 Foundation stage as bimonthly sessions in conjunction with the academy’s Schools Release Programme. The exercise proved such a worthwhile experience that Irvine decided to adopt it on a weekly basis. His sides have since excelled at the futsal festivals and tournaments held by the Barclays Premier League this season as part of its Winter Games Programme.

“Our philosophy at the academy is that we want to dominate the possession, control and tempo of games, and be able to play in a

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controlled and systematic way,” adds Irvine. “We want to develop players who are tactically flexible and technically competent, much of which ties in nicely with futsal.”

Everton’s open-minded approach has helped it to impose an expansive footballing philosophy that filters all the way down from Martinez’s firstteam to the Foundation stage. When the Spaniard joined the Goodison club last summer, Irvine was keen to get his thoughts on futsal.

“Not only was Roberto supportive of it, but he thought it a good idea for us to experience a mature futsal set-up and for us to learn more,” says Irvine, who was put in touch with Marc Carmona, the manager of Barcelona’s futsal side.

While Irvine confesses that his appreciation of the sport was limited when he left for Spain, his four-day recce was a great education.

“We came back convinced that there were skills that were transferable to the eleven-a-side game,” he says. “I saw how players developed from a very early age, how the game is all about passing,

receiving, movement and counterattacking and the techniques and skills that young players need to develop to play at the highest level.”

Irvine has now extended futsal to the U12 and U13 teams and believes it provides his charges with new opportunities to enhance their careers.

“It’s a fast game, so you don’t get much time to think,” he says. “At Everton, we want all of our players to be independent decision-makers.

But most importantly, futsal allows the kids to have fun while learning in an elite environment; they will never continue on their development journeys if they don’t enjoy it.”

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Technological innovations are enabling clubs to match the expectations of the crowd and get more revenue from their stadia.

People now expect more from a football match; they want to be entertained not just during the 90 minutes of play, but for two-and-ahalf-hours or more, with replays of goals and incidents, and half-time updates and footage from other matches in the league.

Combined with this is the need of stadium owners to get more revenue outside of the season, which has led to football grounds becoming venues for everything from music concerts to conferences.

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The UK has some of the world’s most advanced sports and entertainment venues, and BT Business has worked with many of them to help define what they need to provide the types of services their visitors now demand.

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This might mean ensuring they have the network capabilities to allow tens of thousands of users to stream video clips simultaneously over WiFi within the stadium or hundreds of televisions, managed centrally, to stream content for commercial purposes or to provide information to visitors.

Systems are now available, for example, that allow venue owners to send tailored content to individual screens in the stadium, from a central location, whether that be updated menus in the restaurants or bars, concession stand offers or directions to manage crowd control.

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A venue needs to get these network capabilities right before it can adopt the kinds of technologies that will improve its visitor experience – whether for football, music or business – and evolve that experience as demands change and new technologies become available.

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