The Manager - Issue 12

The magazine of the League Managers Association

Issue 12 £7.50

chris powell brian little joe mercer lee clark paul simpson hope powell & juergen klinsmann on chris woods

He is always looking for solutions, no matter what the problem”

also inside... creating a culture, on & off the pitch world cup planning: with an oval ball rebecca adlington’s coach is on the line

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Brian McDermott lifts the lid on Reading’s climb back into the Barclays Premier League

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CONTINUING to build THE LMA’S INFLUENCE As we reflect on another enthralling football campaign, there have been many positives. Indeed, it was a remarkable season and an amazing journey both on and off the pitch across all leagues. As avid supporters and lovers of the game, we all felt the surges of adrenaline and high levels of emotion that managers go through.

We celebrated 20 years of the Premier League, a fantastic competition, the biggest continuous annual global sporting event in the world in which more than 1,000 goals were scored this season. In what is arguably the best and most exciting league in the world, more than 13.4 million fans attended matches with average stadium occupancy in excess of 92 per cent for the third season in a row. Across nine months of the year, 380 matches are viewed

Next season referees will be invited to clubs to participate in training sessions to assist with their professional development and training”

in 112 territories worldwide, reaching approximately 650,000,000 households!

Over the past 12 months, we have seen excellent examples of good governance and stewardship of football clubs with Sir Alex Ferguson reaching 25 years in charge of Manchester United and David Moyes reaching 10 years in charge of Everton. That continuity provides the opportunity to develop long-term strategies in clubs and sets an excellent example to others in football. Other examples in the governance of football include the npower Championship clubs’ vote in favour of adopting UEFA Financial Fair Play principles to help ensure that clubs live within their means.

The LMA are also delighted to announce that following continued positive consultation with Professional Games Match Officials Ltd and other stakeholders that next season referees will be invited to clubs to participate in training sessions to assist with their professional development and training. The LMA have a strong position in football and our aim is to continue to take the Association forward to build its influence and profile, and to tackle the challenges that professional football presents.

A main talking point at the end of every season is the level of managerial movement for that campaign. Statistics produced by Dr Sue Bridgewater of Warwick Business School show that 33 managers were dismissed and 16 resigned (nine of those managers having resigned to move to other clubs), resulting in a total of 49 managerial changes across the leagues during the 201112 season.

There are promising signs of a downward trend in dismissals with 33 being the lowest since 2008-09; in the last five years that number has only been lower in the 2007-08 season. However, the overall levels of changes

of football manager remains high, with more than half of all league clubs changing manager during the 2011-2012 season.

Average tenure in 2011-12 again increased to 1.7 years from 1.58 years, another positive sign of better governance in football clubs.

The adoption of UEFA’s Financial Fairplay measures in the Barclays Premier League and now the npower Football League, together with mandatory coaching qualifications and better recruitment choices, may also be bearing fruit.

Although these stats show some promise, there is still much work to be done and the LMA will continue to highlight the importance of continuity to the medium and long-term success of football clubs.

In a summer that will be enlivened by sport, the LMA also look forward to the imminent opening of St George’s Park, which augurs well for a new and exciting era in English football.

The LMA is the Managers’ voice - representing and promoting views of current and former professional football managers SPONSORED BY

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summer 2012

contents kicking off

19 Creating a culture Honing a team ethos, plus Dario Gradi’s influence at youthorientated Crewe Alexandra.

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cover story: Brian McDermott

Leaders: Chris Powell The former England man says strong leadership is key to Charlton Athletic’s renaissance.

After steadily climbing through the coaching ranks at local club Reading, the loyal Royal is now looking forward to his shot at the Barclays Premier League big time, having masterminded a charge to the npower Championship title...

26 History and Heritage Overlooking one of world's most prestigious sporting locations The Old Course Hotel.

INSIDER/OUTSIDER

business section

THE MANAGER MEANS BUSINESS 46 BREAKING NEW GROUND Navigating periods of change can be a tricky time for any business, but strong leadership, the right approach and getting colleagues on your side can yield impressive results.

50 Business profile Leadership expert Steve Radcliffe reveals how to get the best out of your staff.

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Insider Hope springs eternal for the England and Team GB women’s manager, who knows the value of long-term planning and sticking by her footballing philosophy.

OUTsider The 2015 Rugby World Cup in England bids to capitalise on the sporting interest generated by this summer’s Olympics.

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53 On the road… in Manchester Where to stay, eat and visit when business takes you to the northwest’s biggest city.

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summer 2012

contents hall of fame

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Coach’s vieW: CHRIS WOODS

Former England keeper Chris Woods discusses his working relationships with the inspirational figures of Juergen Klinsmann and David Moyes.

back office

70 Joe Mercer At the helm during arguably the most successful period in Manchester City’s history, former Blues captain Tony Book explains how the legendary boss was able to secure a championship title that was to prove so elusive to so many of his successors.

the lma people section

56 Technical area LMA chairman and former titlewinning manager Howard Wilkinson argues that keeping players fresh when the intensity of the game is at an all-time high is vital for teams intent on Barclays Premier League championship success.

58 Innovation in sport Keeping abreast of the latest developments in equipment, techniques, training and preparation can give you a vital edge, says Mark Garaway, a former coach with the England and Ireland cricket teams.

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Leaders: Paul Simpson The former midfielder on swapping a managerial role in this country for coaching in Portugal.

LMA ANNUAL Awards, SPONSORED BY BARCLAYS The big winners at our 2012 Awards Dinner, plus an exclusive with our Special Merit Award recipient.

66 Health and wellbeing Insomnia is a serious problem among football managers at all levels and can adversely affect performance on a day-to-day basis. Read Dr Dorian Dugmore’s comprehensive guide on how to tackle it.

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Leaders: Brian Little From Barclays Premier League to Blue Square Bet North, the life of Brian has been anything but dull.

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POST MATCH INTERVIEW: Bill Furniss Coach of double Olympic swimming champion Rebecca Adlington comes under the spotlight.

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EDITOR

planning ahead The popular Brian McDermott raised a laugh at the LMA Awards night when he went on stage to receive his npower Football League Championship Manager of the Year accolade.

He was inevitably steered towards the new season by Sky Sports presenter Ed Chamberlain, and the challenge of the Barclays Premier League. But, the Reading boss joked that he would actually like to 'press pause' because he was thoroughly enjoying himself, picking up congratulations and awards wherever he went.

McDermott's remarkable contribution to a highlysuccessful 2011-12 season is rightly reflected in this latest edition of the Manager, and we also strive to provide an insight into the methods employed during the year by two of Hot property: Brendan Rodgers' fine record at Swansea City helped him land one of the highest profile jobs in world football with Liverpool.

Editor Terry Bowles

the other big award-winners, Chris Powell and Lee Clark.

Football stops for no-one and already the fixtures are out and the planning for 2012-13 is underway. We’re already racing towards another round of fresh challenges in this highly-competitive world.

For some managers, it’s a case of making a fresh start within pastures new while others will be looking to build on the good work they put in last season. And the aim for all of them as they set off with a blank sheet of paper is to follow the McDermott example and inspire their clubs to success.

Who will be in the hunt for trophies and promotions?

That’s the question destined to get aired time and again as we build up to another campaign and the debates which really are the lifeblood of our glorious game will keep us all engaged, enraged and amused.

Editor for LMA Sue McKellar

The League Managers Association, The Camden Suite, 1 Pegasus House, Tachbrook Park, Warwick CV34 6LW

Publisher Jim Souter Managing editor Sam Bowles

The views and opinions expressed by contributors are their own and are not necessarily those of BowlesAssociates or the League Managers Association, its members, officers or employees.

Reproduction in whole or in part without written permission is strictly prohibited.

Contributors Simon Cleaves; Matt Halfpenny; Alice Hoey; Tony Hudd Photography Action Images; portraitcollective.com Advertising sales Phil Turner 07979 498034 phil@themanager-magazine.com

www.leaguemanagers.com

Nick Hallam 07843 483536 nick@themanager-magazine.com

LMA Director of Business Development Adam Tarrant 07780 953689 adam.tarrant@lmasecure.com Designed & produced in partnership with the LMA by BowlesAssociates bowlesassociates.com

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As always for this issue of the Manager, we’ve set out to deliver a series of thoughtprovoking articles that highlight the key ingredients of leadership, insight and inspiration. Through our Insider/Outsider features for example, Hope Powell, manager of the England Women’s team and Team GB for London 2012, puts a focus on longterm planning. This theme is continued

by Ross Young, the man chosen to deliver the Rugby World Cup when it comes to England in 2015.

Our business features deal with Creating a Culture, using the muchenvied Crewe Alexandra youth policy as just one example of what can be achieved, and also with Transition - looking at how organisations face up to a need to change direction when they sense that there may be choppy waters ahead.

We will always have room to highlight the successes of managers and coaches and the challenges they face going forward but our brief is far wider than that. Enjoy the magazine and we hope it helps set you up for a positive and successful 2012-13 campaign.

On the cover Brian McDermott photographed

by Sam Bowles exclusively for this issue in the Vault at Old Billingsgate, London.

KICKING OFF

£154m

The profit posted by Germany’s Bundesliga to remain Europe’s most profitable league (2010-11).

Barclays Premier League profits were £68 million.

7-a-sides with Chris Sutton, the former Lincoln City boss & England striker managers as I could. The best managers knew which buttons to press to get you going and bring the best out of you. Football is all about the players and if you can get them on your side as a manager, that’s huge.

1. When did you know you wanted to be a manager?

I took a bit of time out after I’d finished playing and did my coaching badges and it was during that period that I decided to go for it. When you’re playing you don’t really think about the long-term future that much, but once I stopped it seemed the natural thing to do. Although it’s not the same as playing, it is the next best thing - but that first job is a real challenge because it takes you out of your comfort zone.

5. What’s the best ground you’ve ever experienced?

I’ve been very fortunate to play all over Europe, including in Barcelona’s Nou Camp and the Olympic Stadium in Munich when Bayern used to play there, but I still say that Celtic Park on a big European night is hard to beat. The atmosphere was electric and made the hairs on the back of your neck stand on end.

2. Which manager has influenced you the most?

I was lucky enough to work with a number of great managers. I started off at Norwich City with Mick Walker and also worked for the likes of Kenny Dalglish, Roy Hodgson, Martin O’Neill, Steve Bruce and Gianluca Vialli. All had their different attributes but I really enjoyed working with Martin O’Neill in the latter part of my career, when I learned a lot. When you’re young you think you know everything.

6. Who was your boyhood hero?

I was born in Nottingham and although I moved away when I was fairly young, Forest were still my team and my favourites were Trevor Francis and John Robertson. I got to know ‘Robbo’ pretty well when we were both at Celtic and he was assistant manager.

I was only young, but I remember him providing the cross for Trevor to score the winner in the 1979 European Cup Final against Malmo.

3. Who’s the best player you’ve worked with?

I played with Alan Shearer, George Weah and Gianfranco Zola, who were all fantastic, but the best for me was Henrik Larsson. He could play right up top or just in behind a front striker, was phenomenal in the air, quick, could go past people, pass and, of course, score goals.

He was a complete player.

7. Who’s your tip as a star of the future as a player or in management?

I think Billy McKinlay, a former team-mate of mine at Blackburn Rovers, could go a long way in management. He’s already first-team coach at Fulham and Northern Ireland’s assistant manager. Having learned much from Roy Hodgson and Ray Lewington, he’s an intelligent bloke and growing in stature all the time.

4. What was the best advice you ever received?

I don’t recall one piece of advice from one manager that stuck out more than any other, but I tried to glean as much from as many

Sam talks stats

warming to it

npowering viewers

A matter of days before winning promotion back to the Barclays Premier League, West Ham manager Sam Allardyce took time out of his busy schedule to attend an event hosted by global consultancy firm Deloitte and 40 of their key global clients. The theme was 'the use of analytics in sport and its impact on performance' and Sam shared some fascinating insights on how sport and football has embraced the use of statistical data in support of managing both individual and team performance, in the pursuit of that extra 10 per cent.

George Burley’s latest managerial challenge has taken him to Cyprus, where he will take control of Apollon Limassol. The 56-year-old has been a boss for more than 20 years, including eight years at Ipswich Town and a spell in charge of Scotland.

Cypriot football is on the up with APOEL Nicosia reaching the quarter-finals of the Champions League last season before losing to Real Madrid.

The Football League Show will run for another three seasons, taking it into its sixth year, after the BBC agreed a new deal. The programme debuted in 2009-10 and will continue in its current hour-long Saturday night slot, featuring action from the npower Championship, League One and League Two. The agreement comes hot on the heels of the rights extension that will see the BBC continue to show Barclays Premier League highlights in its Match of the Day programme until 2015-16.

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KICKING OFF

104

The number of years since Cardiff City’s home strip was not predominantly blue, having announced they will change to red for the start of 2012-13.

PSYCHOLOGY

vintage displayS

A positive approach

AN ELEGANT RED TO SHARE After YOUR FIRST pre-season friendly

WORDS ROBERTO FORZONI

Psychology is still very much associated with negative traits such as depression, anxiety and poor mental health. Rather than looking at ways to deal with these negative aspects, positive psychology takes a ‘flipside’ approach by looking at what makes us healthier, feel better and improve our general well being. Greater well-being enhances learning and positive mood produces broader attention, inspires creativity and generates more holistic thinking.

In his book, Flourish, Martin Selligman describes positive psychology and what he calls ‘well-being theory’ as the study of the five elements of positive emotion, engagement, good relationships, meaning, and positive accomplishments. A handy mnemonic is PERMA. We all enjoy accomplishments in our lives and one of the characteristics of leaders is to strive to improve levels of performance.

However, in terms of our own well-being, how much do we consider the other four components?

Positive emotion and engagement occur when we are engrossed in enjoyable, challenging processes - many activities

that we will do for their own sake and not because of any extrinsic reason. Connections to other people and relationships are what give meaning and purpose to life.

Positive psychology is rooted in scientific evidence that it works. There is much scientific rationale behind interventions that work. Some examples of exercises to promote well-being include the following: • Hunt the good stuff - The benefit of gratitude exercise. Gratitude can make your life happier and more satisfying.

When we feel gratitude we benefit from the pleasant memory of a positive event in our life and simply by expressing our gratitude to others, we strengthen our relationship with them.

• Three Blessings: What went well exercise.

Most of us are not as good dwelling on good events as we are analysing bad ones.

That’s human nature and comes from evolutionary survival techniques.

Another great exercise to help build positive emotions is, at the end of every day, to consider three things that went well and why they went well.

Leaders should not shy away from enhancing their psychological approach to building mentally strong and healthy team members - preparation, sustainment and enhancement are the order of the day. Remember, awareness, language and improved communication can really improve well-being and build mental resilience.

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A CELEBRATORY GLASS ON signing that world-class player Henri Giraud, Fût de Chêne 2000 £130.00 The house of Henri Giraud can trace its origins back to 1625 and is the oldest Champagne house still owned by descendants of the founding family.

Quite simply, this is one of the biggest, richest, fullest and most concentrated Champagnes you will ever taste. The Girauds take their best fruit and apply every technique in the Champagne maker’s book to enhance the richness, fermenting and aging the wine in new oak with its yeast lees for eight years before release. This is extreme Champagne!

Our wines are chosen

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KICKING OFF

82%

The pass completion rate of Manchester United’s new signing, Shinji Kagawa, for Borussia Dortmund during the 2011-12 season, along with 21 goals.

clubs vote for fair play

CAPITAL GAINS FOR LEAGUE CUP

tony holds A TORCH FOR 2012

Chairmen of the 72 member clubs of the npower Football League have backed proposals put forward by Exeter City chairman Edward Chorlton.

They have agreed a blitz on gamesmanship and will be encouraging fair play this season.

The League also want referees to support the initiative by cracking down on players who obstruct the quick taking of free-kicks and steal ground at throw-ins.

The English League Cup will be known as the Capital One Cup from the start of the 2012-13 season after the Football League agreed a new four-year sponsorship deal.

All npower League clubs bar Blackburn Rovers and Bolton Wanderers will be in the first round, with all top flight clubs not involved in Europe in round two. The seven European qualifiers enter the third round.

Stoke City manager Tony Pulis was given the honour of carrying the Olympic 2012 torch as part of the nationwide relay that included a trip through the Potteries.

He was a late replacement for Olympic hopeful, Emma Jackson, who had to withdraw after she received an invitation to race in the Diamond League athletics meeting in Rome.

CITY CHAMPIONS WITH FANS TOO Manchester City have followed up their Barclays Premier League title success by also topping the league of value for fans, according to the ING. The bank’s Direct Value Table compares club season ticket costs with top flight performance and entertainment to produce the rankings.

Wigan Athletic, who escaped relegation with a fine, late-season run, are second best value, with West Bromwich Albion third.

Just under half of fans felt they received good value for money in the 2011-12 season and as a result are seriously thinking about whether or not to renew their season ticket for the next campaign.

But it does seem clubs are listening to their concerns, with more than half of Barclays Premier League teams (12 of the 20) freezing or lowering their season ticket prices this year in an attempt to retain fans.

Two-thirds of supporters (67 per cent) also say that a wage cap for top flight footballers would be a positive move.

Arsenal captain Robin Van Persie topped the ‘Best Value Player’ poll,

followed by Newcastle United striker Demba Ba and Tottenham Hotspur midfielder Scott Parker.

The report’s compilation was overseen

by Dr Steve Kelly from the University of Huddersfield, an expert in sports and club finance and structures.

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What’s the chances? Find out in Luck, published by Bloomsbury.

Is Sporting Success down to STRAIGHT Application OR ARE THERE MORE RANDOM factorS AT WORK? Ed Smith, journalist, author and former Middlesex and England cricketer’s new book ‘Luck’, published by Bloomsbury, provides an intriguing counter-argument to the modern belief that success in sport, or in fact any other field, is due simply down to practice, hard work and mental determination, where working hard and ‘putting the hours in’ allows you to control your own destiny and win.

Smith draws on his own personal experience as a professional sportsman to question the role of luck, opportunity and privilege, coupled with natural talent and ability, as determining factors in personal career success in sport.

He makes a compelling case for the increasing role of natural, innate talent in sport as the globalisation of sport and sporting practice principles narrows the spread of sporting performance.

Smith argues that genetically ‘gifted’ talent will be the determining factor for success in sport in the future, returning to the principles of the early 20th century, when practice was limited and pure ‘talent’ won the medals.

He argues that training, data and practice skills will lessen the gap between the good and the bad and that finding that point of difference by systems and processes will become increasingly difficult.

Smith believes that we have become a ‘fortunocracy’ rather than a meritocracy and he draws fascinating insight from, among others, a Battle of Britain fighter pilot, the Azande tribe of South Sudan, a DNA molecular biologist and Colin Montgomerie.

His argument is compelling and may perhaps give some solace to those who find themselves saying on a Saturday afternoon, ‘we was robbed.’

KICKING OFF

3,600

The distance in km cycled by fanatical Portugal supporter Jorge Franco to watch his country in action during Euro 2012.

it’s peter the great Former Plymouth Argyle manager Peter Shilton joined David Beckham and Sir Bobby Charlton on the Wembley pitch ahead of England’s recent friendly with Belgium to be presented with a special cap.

The trio were honoured by UEFA as players who had reached the milestone of playing 100 times for their country.

In addition, the widows of former England captains Bobby Moore and Billy Wright were present to accept the honour on behalf of their late husbands. Caps will be awarded to all those who have reached the landmark across the European continent. Shilton, boss at Home Park between 1992 and 1995, won a record 125 caps for his country between 1970 and 1990.

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The LMA were saddened to hear the news of the death of Dennis Signy OBE in early June, aged 85.

He was best known for his work as a chairman of the Football Writers’ Association.

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It wasn’t just on the field that a treat was served up at this year’s FA Cup with Budweiser Final.

Delaware North Companies (UK), who are Wembley’s longterm catering partner since the stadium re-opened, worked tirelessly to ensure the 89,103 who watched Chelsea edge out Liverpool 2-1 were well fed and watered. Their efforts threw up a feast of mind-blowing stats…

SAD PASSING OF DENNIS

20,000

Food, glorious food (& drink)

The npower Football League have agreed to return to seven substitutes per club per game from the start of next season, the number already used in the Barclays Premier League.

60,000

Peter Shilton on the Wembley turf with FA Chairman David Bernstein

seven-up for league clubs

Pints of beer drunk on the day, along with more than 40,000 bottles

Hot dogs, burgers & portions of fish & chips consumed

Chefs employed across the stadium’s 98 different kitchens

Club Wembley members served at 32 different food & beverage outlets

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ADVERTISEMENT: finance & investments

A Spotlight on gender in sport & business Barbara-Ann King from Barclays, an executive leader in wealth management and in the field of investments, provides expert insight into the growing role and influence of an established but sometimes overlooked market.

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Whether talking about FTSE 100 companies or Barclays Premier League football, gender and leadership can be an emotive subject fuelled by perceptions of boardroom bias and untapped opportunity. The number of women involved at all levels in football, and in sport in general, is growing rapidly.

This development reflects a broader trend of changing social dynamics as more women build businesses and rise to the top of their profession.

A greater number of women are earning wealth directly and are making spending decisions of their own and on behalf of their families. Women across the globe now account for 80 per cent of purchasing decisions and according to the World Bank, women will control a GDP that is bigger than that of India and China by 2014.

This growing role and influence of women is a trend that has implications for those involved in football, as well as for companies and organisations across the board, Pulling back from the ‘diversity’ angle of the discussion to focus on logical, rather than emotive thought is something that all businesses and organisations keeping ahead in the 21st century should be encouraged to do, to avoid being ‘sidelined’ or stuck ‘on the bench.’ As a leader in an ever-challenged industry of financial services, our driver in understanding men and women as market segments is simple – it’s good business.

Placing the emphasis on this area as a market forces us to be introspective and consider market differences as they pertain to how best to service our diverse client base. The retail industry has been doing this more obviously for generations, cultivating its

products and services to appeal to women, or to men, or both, and constantly addressing needs with deep customer insight.

Other industries, like ours, do this when exploring new country territory. When we consider a business in India, we hire local people with local knowledge to help us understand the idiosyncrasies of the market and its social and economic drivers. We set up offices there and try and embed ourselves deeply in the fabric of the country so to be accepted. So, why not in gender? Even in the field of sport that may have a ‘typically’ male dominated following, women may well be behind a number of purchasing decisions such as whether that coveted season ticket falls within family budget priority and so this could be marketed in a way to appeal more to

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them. This also raises a valid point that from the perspective of managing your personal finances, involving your partner or spouse in your conversations with advisors and engaging them in your financial decisions may be a wise and beneficial approach.

In wealth and investment management, our ability to deeply understand clients and their families is a key focus and a foundation for the quality of our proposition. It is for this reason that a year ago we embarked upon a concerted approach to understand the female economy. Several bodies of research point to an industry ‘own goal’ – by historically focusing largely on male clients, women have expressed dissatisfaction with the way financial services deal with them.

The barriers to entry include a lack of

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Composure and self control in male and female respondents Composure:

39%

I get stressed easily

Self control:

Women across the globe now account for 80 per cent of purchasing decisions” translation of the jargon - rich, complex language used to describe products - an inability to tailor communication methods to respond to time-poor lifestyles and failure of advisors to address women in the right way, or indeed at all, often missing the fact that their role as “the other half” of a client relationship means they are key influencers.

With a period of introspection we have examined gender and attitudes to financial decision-making to provide us with a base case for how we better address these challenges. Our white paper “Understanding the Female Economy: The Role of Gender in Financial Decision Making and Succession Planning for the Next Generation” suggests that the variations in how women and men think, behave and take action in their financial decision-making have far-reaching implications. The main findings of the report are as follows: The difference between you and me is...

As the chart above demonstrates, in relation to financial decision-making, women admit to a propensity to become stressed, which is related to a greater desire for financial discipline or self-control when it comes to their finances. This desire for discipline among female respondents increases the more wealthy they are. Understanding the cause of the stress and ensuring informed dialogue with our clients to deepen education is key.

It feels a bit risky to me…

The findings of the research show that men are more willing than women to take risks to seek higher returns (31 per cent of women versus 49 per cent of men). Similarly, only a

Female Male

29% 45%

I want greater financial discipline

39%

0

Source: Ledbury Research

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third (33 per cent) of women surveyed class themselves as risk takers, compared to nearly half of men (49 per cent). Biological studies also support this, linking testosterone to financial risk taking. Sociologically, women tend to see wealth as a source of security rather than opportunity. Working carefully on long-term as well as short-term planning can help women invest more confidently.

Wait and see…

In relation to investments, the research found that women are less likely to deploy strategies to time the market and, in line with this, are less likely to think that they buy and sell investment more than they should. These are helpful traits for longer term portfolio management and should encourage women who are investing for the first time.

Information Overload

The findings show that women express greater interest in financial control strategies linked to their desire for more self-control over their financial decision-making. The research found that when it comes to investing, women are more likely to avoid information about that market that might lead them to deviate from their long-term investment strategy. It found they are also more likely to believe in the effectiveness of rules, for example, waiting a few days after making a big financial decision before executing it. Understanding what they are doing means that despite perceived lack of confidence, women, no more than men, do not delegate financial decisions easily.

In our experience, women delegate through informed dialogue and building trusted relationships with advisors so that they can understand more deeply. Here we see the need for financial services to translate otherwise complex language in a clear and efficient way which makes for much stronger client relationships.

While we are all individuals, this research reveals that men and women engage with both their personal and business finances differently. As an organisation, we have responded to this, offering a more holistic

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approach that works for the growing number of women who are starting up a business, running their own successful ventures or managing their own finances and those of their family.

The report helps us recognise that biological and social traits in men and women are different and so, as we have both genders in our client base, the need to understand and respond to the differences is paramount to success.

In an information age with rapidly changing social dynamics, leaders - and particularly those in organisations that have traditionally been built up by men with men in mind - need to consider how well they understand the female economy as well as the growing influence of women in business and leadership. We also need to consider whether management teams and leaders reflect the make-up of our clients and are meeting the differing requirements of individual clients.

Gender is the oldest market segment we serve so we think we know it, but reflection is needed to answer business demands. As the poet Kavanagh said, perhaps now is the time to find “the newness that was in every stale thing.”

To access the Barclays white paper please visit: www.barclayswealth.com/about-us/ sponsorship/uk/understanding_female_ economy.htm Barclays is a major global financial services provider engaged in personal banking, credit cards, corporate and investment banking, and wealth and investment management.

As a leading global wealth and investment manager, Barclays provides international and private banking, wealth planning, trust and fiduciary services, investment management, brokerage services and research to private and intermediary clients across the world. find out more by contacting Paul De La Salle on +44(0)203 134 3136 or Paul.DeLaSalle@barclays.com

SPORT MOBILE

CREATING A CULTURE

Success in the ultra-competitive environments of business and sport is far from easy to come by, but creating a sense of unity and purpose in the workplace greatly enhances those chances. Forging the right culture can have a hugely positive impact in multi-national companies yet can be equally effective in the npower Football League - as the long-serving Dario Gradi has continually proven by keeping Crewe Alexandra a cut above rivals of a similar standing... ›

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CREATING A CULTURE

The culture of an organisation is what makes it more than just the sum of its parts, and can make the difference between success and failure.

WORDS ALICE HOEY

Welcome to our world

Why do some organisations seem to stronger the culture will be.”

Creating a strong culture starts haemorrhage staff while others are powered along by long-standing, loyal employees? with knowing what you stand for as an the leaders – your ethos, goals and what organisation Why does one company struggle to getFollow its people to do the bare minimum while you expect from your people. You then another sees them go above and beyond have to communicate that throughout the organisation, from top to bottom. what is contractually required?

A key factor is organisational culture, The result is often a happier workforce without which it is difficult, if not that is more emotionally attached to their impossible, to fully engage your employees. employer, and feels they have a vested That in turn can lead to lower morale and interest in its success.

John Lewis is a prime example of a productivity, higher staff turnover and recruitment costs, and a greater risk of company that has achieved just that, says Symondson, now a partner at James Caan’s error, fraud and damage to reputation.

Culture influences what employees Hamilton Bradshaw Venture Partners. think and do, how they work and what “John Lewis invests in its people and values they see as acceptable practice, and projects them as partners within the business,” he an image to prospective investors, partners said. “If we had more organisations like that in the UK, we’d see more smiles, better and customers.

Welcome to our world

Follow the leaders

But culture is a tricky thing to pin down, variously described as ‘everything that has gone and is going on in your organisation’ to ‘the way we do things here’.

According to Dave Symondson, an ex-MD and owner of a financial industry company that he grew from zero to over £15m turnover in six years, culture is the process by which the organisation encourages improvement and refinement of its people.

“A company that wants to grow and build a great brand must have a culture that all stakeholders buy into. When that’s right, you find they fit like a glove,” he said, adding, “The more you include all stakeholders in the process notice the

balance sheets and a thriving economy.”

It’s also important to ensure that any new recruits to the business are a good fit, an approach that serviced apartments firm SilverDoor takes very seriously. “During the recruitment process, we pay special attention to how interviewees’ personalities would fit within the company, because if we can imagine them working well with other members of staff they’re likely to stay for longer,” said managing director Marcus Angell.

“We also improve employee engagement through appointments with specialists who help us understand our strengths, weaknesses and personality types.

Regular social events also allow everyone to get to know each other, improving the way we work together.”

This approach has paid dividends; the company enjoys a staff turnover lower than

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the national average and made the top 20 Best Small Companies to Work For in the Sunday Times 2012 survey.

“Maintaining high staff morale has always been a priority,” said Angell. “It also creates a close-knit team of staff who know the industry and the company well.

Ultimately, this helps us provide our clients with a better service.”

The role of the leader in all of this is, of course, key. Any staff engagement initiative or activity needs a champion if it is to succeed and it falls to the manager to lead the way and set the right example.

“In all successful sports teams and organisations it starts at the top,” said Symondson. “To create the foundations at the highest level and then obtain ‘buy-in’ from everyone within the organisation.”

Despite impacting on employee performance, turnover and productivity, corporate culture is still not a priority in many companies. “More often than not, decisions are made in the boardroom, based on reactive situations rather than an understanding that having the right people with the right culture can lead to prosperity,” he said. He points to a recent BIS review, which showed only 29 per cent of employees are motivated. “Imagine what that statistic would be if organisations got their culture right.”

And culture matters now more than ever. “Organisations with tough conditions but that have great cultures always flourish eventually,” said Symondson. “The more time you invest in getting it right, the more you will succeed.”

CREATING A CULTURE

Where kids are king Developing cultures within football that are genuinely sustainable happen only rarely but the achievements of Crewe Alexandra and Dario Gradi over the past 29 years are testament to what can be done.

When the former PE teacher was handed the reins in June 1983, Crewe’s top target at the start of each year was to avoid having to apply for re-election to the Football League. His brief, quite simply, was to find a way of breaking that mould.

If you get them in young, you can teach them the right discipline from the start and they don’t pick up bad habits”

Gradi chose the only way he knew – playing football on the floor – and decided the best way was to school his own players, rather than rely on old pros who were either incapable, or unwilling, to play the way he wanted. Crewe climbed into midtable in his first season, but it was the longterm planning that was to yield far more significant rewards.

It was an incredible achievement when they climbed all the way up to the Championship but even more significant was that a conveyor belt cranked into action that is still producing top-class talent to this day.

Gradi slowly but surely created an environment where every member of the staff, from boardroom to teenage starlet, knew that kids were king. “If you’re doing something like this, it has to come from the manager.

You have to stick to your beliefs, as I did mine,” said the 70-year-old, who launched the club’s youth set-up on just £30 a week.

“A lot of teams can’t play through their midfield, but you have to have players who do it from a young age. You can’t just expect them to start doing it in adulthood. That’s why our kids can do it – because they always have. If you get them in young, you can teach them the right discipline from the start and they don’t pick up bad habits. We’ve had the

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David Platt is one of the many star names that have flourished under Dario Grady’s tutelage; offering a word of advice to Anthony Tonkin in 2006.

13-year-olds train with the first-team. We take that kind of thing for granted, but it brings camaraderie and breaks down the barriers.”

The regular sale of star players has kept Crewe solvent and competitive ever since, allowing them to compete against far wealthier clubs with bigger fan bases. Though not all strictly youth team graduates (albeit most are), David Platt, Geoff Thomas, Neil Lennon, Rob Jones, Danny Murphy, Robbie Savage, Seth Johnson and Dean Ashton have all thrived under Gradi’s tutelage. Nick Powell, who recently joined Manchester United, is the latest successful export.

Now back in his role as director of football focusing on youth after a second stint at the helm, he says picking the right coaches is vital. “I don’t want clones, but then I don’t want them getting the players to whack the ball from back to front,” he said. “Our coaches are former players who understand the philosophy, which works very well.

“Ultimately, I know what is going on with our young lads and always have. So did Alex Ferguson when he put the likes of Giggs, Beckham, Scholes and the Nevilles in the team – and look what they achieved.”

LEADERS: CHRIS POWELL

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LEADERS: CHRIS POWELL

Turning the tables Chris Powell had a magnificent first full season in management as Charlton Athletic stormed to the npower League One title but, as the former England defender explained, a change of personality was required before he arrived at that point.

WORDS TONY HUDD photography portraitcollective/sam bowles

If being thrown in at the deep end is the best way to learn, Charlton Athletic manager Chris Powell can certainly claim that he earned his blue riband the hard way.

Last season, the Addicks dominated npower League One on their way back to the npower Championship. Not only did they take the title by a country mile, becoming the first team in the country to clinch promotion, but in doing so Powell also propelled them beyond the 100 points mark as they became only the ninth club to accomplish that feat.

Along the way, he collected three Manager of the Month awards and unsurprisingly was named LMA npower League One Manager of the Year. The annals of Charlton history will show the team registered a club record 20 cleansheets plus another record - 15 away wins.

And needles to say, he is in dreamland after a success-saturated first full season in charge.

It was, however, all in stark contrast to the previous campaign, when the 42-yearold managerial freshman was subjected to a gruesome initiation after returning in January 2011 from Leicester to succeed Phil Parkinson.

After winning his first four games, a run of just two wins in the next 19 presented a test of character with which only those with something more to offer than an ability to select a team would cope, as echoes of discontent rumbled around The Valley.

It became of little or no consequence that Powell spoke with the authority of a man who knows the game as well as he clearly does. Never mind the fact that he boasted 750 appearances; had been promoted with five different clubs; been chairman of the Professional Footballers’ Association and possessed five England caps.

He had also enjoyed three separate spells as a player with Charlton. Yet the fans who adored him began to question his ability to manage. Common among accusations levelled was that he was “too nice” - that he would be a “soft touch” in the dressing room.

His detractors, though, couldn’t see the steely glint that flashes across his

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eye whenever he perceives something as being wrong.

As if to make a point, by the end of August he had made 18 new signings.

By the end of the season that number had risen to 25. Powell didn’t stand on sentiment. There was no more “Mr Nice Guy” as Charlton underwent the biggest and fastest face-lift in the club’s history.

The transformation was nothing short of remarkable as they hit the ground running on the opening day of last season and set - and maintained - a scorching pace. But how does a man, finding himself gradually backing into a corner, suddenly discover the strength to achieve what he did?

Powell produced one of his trademark smiles as he recalled: “When I returned from Leicester and won a few games, people were saying it was easy but deep down I knew it wouldn’t be. The squad wasn’t right for what I wanted to do and the way I wanted us to play.

“On reflection, that difficult start was a blessing in disguise. I needed that to give me clarity on what I had to do in the summer regarding the amount of surgery that was required.”

Carl Jenkinson’s sale to Arsenal brought in urgently needed transfer funds and the board - led by Tony Jimenez and Michael Slater allowed him to restructure. “We’ve got good owners,” he said. ›

LEADERS: CHRIS POWELL

Chris Powell feels strong leadership skills have helped his development at Charlton; playing for England against Spain in 2001.

“They fulfilled their promises and allowed me to get on and do what I needed to do.

Without the new owners Charlton would be in a sorry state, and it’s important supporters know that because the club sailed perilously close to administration. I had to become creative and use free transfers. Those unable to deliver what I wanted moved on.”

Powell demanded his new-look side played a more expansive game with players passing and moving. Every last percentage was extracted from set-pieces, and on the training ground extra-time was put in on the delivery of free-kicks.

On match days that work paid off handsomely as skipper Johnnie Jackson and Yann Kermogant produced spectacular free kicks from distance to clinch crucial wins against Sheffield Wednesday, Sheffield United, Yeovil, Rochdale and Wycombe. Those light touches of Latin would have produced drooling adulation down South America way. Charlton were truly the self-styled set-piece kings of npower League One. Also key to the transformation was that off the field, Powell assembled his own back-room team. Former Charlton player and South London schoolteacher Alex Dyer left his job as West Ham reserve team coach to become assistant manager.

Damian Matthew stepped up from Academy coach to first team coach, while

Charlton legend Keith Peacock took the role of football advisor.

“Alex is different to me,” said Powell.

“That’s one of the reasons I brought him in. In terms of personality, managerial teams need to complement each other in a dressing room.”

Charlton are a club whose community dragged them up by their bootlaces, yet Powell sensed supporters, who endured crushing disappointment from the loss of cherished Premier League status, were feeling detached - and he was determined to do something about it. He doesn’t mince his words on the subject. “The club was lost, it wasn’t the club I knew and played for. There was a feeling of despondency around the place and players told me they thought it was rudderless.”

In seeking a solution to strengthen the bond between supporters and players, the team coach was rendered redundant on away days. Instead, the players travelled with the fans by train. “We didn’t book our own carriage, we booked seats all together and mingled. It keeps you in touch with reality. None of the players have exaggerated ideas of their own importance.”

Another key change was to make it clear that when it comes to addressing the manager, he was no longer ‘Powelly’. He explained: “They call me Gaffer. I know it’s a bit of an old word, but it represents something. I told everyone I was still the same person, with the same emotions but with a different role. I’ve got a job to do and I needed that to be understood. It is.”

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When it comes to tactics, the Gaffer abides by an old football adage... the one about strikers winning games and defences winning championships. He said: “Having a settled side is a key ingredient for any successful side. Having a settled defence was our bedrock - and that’s what keeps coming back when I reflect on last season.”

It certainly was a remarkable turnaround in fortunes - not just for Charlton but equally so for Powell - but what of the forthcoming 2012-13 campaign? With 10,000 season-tickets sold, expectations at The Valley are already at flood level.

Again that trademark smile as he said: “I know how the game is. I know I must keep striving to improve as a manager and to improve all aspects of being a manager. I quickly realised that in dealing with players you must demonstrate man-management skills, leadership skills and coaching skills.

You’re forever learning how to keep on board those players who are not in the side.

But I love every aspect of the job.

“So far as the new season is concerned, there are no promises or predictions from me, except to say that we need to consolidate as an npower Championship club. We’ve seen what similar size clubs like Norwich, Southampton and Reading have done and of course, it would be terrific to match their achievements.

“But we are Charlton Athletic. We are what we are and can only do what we see fit as a club. We’ll deal with next season on its merits and see where it takes us.”

LEADERS: CHRIS POWELL

They call me Gaffer. I know it’s a bit of an old word, but it represents something.

I’ve got a job to do and I needed that to be understood.

It is”

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old course hotel, golf resort & spa

St Andrews is a name synonymous with golf around the world, but it’s the Old Course Hotel facilities, not just the sense of history, that Director of Sales & Marketing Helen Parker believes makes a visit so special.

Driving for perfection

WORDS terry bowles

Maybe the Old Course Hotel, Golf Resort & Spa does have a flying start on competitors because of its unique location alongside the 17th hole of the most famous golf course in the world. But that alone won’t satisfy the discerning clients who flock to enjoy the facilities on Scotland’s East Coast.

People travel from all over the world to enjoy the golf on offer at St Andrews - not just on the Old Course for those lucky enough to get one of the coveted tee times but also on any of the 10 other courses in the immediate vicinity.

And staff at the Old Course Hotel have skilfully mastered the art of laying out the welcome mat, and providing the type of special service that fits perfectly with the overall experience of a lifetime.

Helen Parker, the Hotel’s Director of Sales & Marketing explained: “It’s a fact that we do have a unique selling point with our fantastic location but you don’t earn a rating of Five-Red Stars for that alone.

We’ve worked incredibly hard to build our reputation and maintain it and we are fortunate to have owners who are constantly striving to raise the bar.

“Kohler Co. is a very exercised and engaged company who want to invest in the product. You only have to look at the exciting Hamilton Grand project currently taking place behind the 18th green for evidence of that and within the hotel we are continually investing in our product. Last year, the ground floor lobby, library and conservatory were completely refurbished and a brand new spa room installed.

“People do flock to stay at our hotel including a high percentage of visitors from the States and other parts of the world and our highly-trained associates strive at all times to ensure the most memorable of experiences for all our guests.”

On most weeks of the year there’s a real celebrity buzz around the hotel. Many of the world’s best golfers stay there when major

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tournaments take place at St Andrews - the venue every five years for The Open - and you frequently see stars of stage and screen passing through the corridors.

Manchester United took up residence there ahead of the big shoot-out to decide the Barclays League title and as Helen explained, celebrities find that it’s a perfect venue for getting away from the crowds.

She said: “It’s ideal for groups that we have a purpose-built conference wing with its own private entrance so, for example, if football clubs want to stay here they can do so with privacy. It’s also a big plus in the respect that St Andrew’s as a town is used to having celebrities around.”

The hotel picked up no less than four Scottish Hotel Awards in May - including Hotel Restaurant of the Year and Honeymoon Hotel of the Year - to confirm its ranking as one of the UK’s premier places to stay.

It features 144 lavishly equipped bedrooms and suites, award-winning restaurants and the

HAMILTON GRAND One of the most iconic and photographed buildings in the world, it overlooks the 18th green of the Old Course and for the small matter of £7.6 million, the penthouse suite remains available.

Times have changed since the building provided accommodation for students of the local university and the remarkable transformation of Hamilton Grand to create 26 luxury residences is almost complete.

Kohler Co., owners of the Old Course Hotel, launched the project in 2009 and drew up their plans after consultation with the people of St Andrews, who understandably wanted to know that one of the town’s most famous landmarks would be sensitively developed.

Helen Parker, Director of Sales, Marketing & Real Estate at the Old Course Hotel, explained: “The goal was to restore Hamilton Grand and create a dwelling that will make the people of St Andrews proud. It offered a unique real estate opportunity for those who want to own a home in the birthplace of golf and we are pleased to be returning a piece of Scottish history to its landmark status.”

Residences range from two, three and fourbedroom apartments to the penthouse, with its expansive 360-degree views and a private balcony. Prices start at £1.3 million.

Residents will experience award-winning hospitality with butler service, valet parking and a golf concierge. Hamilton Grand will also feature a Grill Restaurant and Bar, open to the public, and a Members’ Library on the ground floor. For an added premium, a private chef and sommelier is available to cook in the comfort of residents’ apartments.

We do have a unique selling point with our fantastic location but you don’t earn a rating of five Red Stars for that alone” HELEN PARKER

Kohler Waters Spa, which is the first of its kind outside the USA. St Andrews is recognised across the world as the ‘home of golf’ and legend has it that the game was born on the current site of the Old Course in the 12th Century when shepherds used their crooks to knock stones

into rabbit holes. From little acorns...

Although a stay at the hotel does not guarantee a game on the hallowed turf, one of the local courses - The Duke’s - is owned

by Kohler Co. and although relatively young, it is already regarded as a heathland masterpiece and is listed in the Top 100 Courses in the UK by Golf World Magazine.

St Andrews is special - on and off the courses - and Helen Parker said: “We’re very aware of the responsibility we have to maintain a reputation built up over many years and what we offer at the Old Course Hotel fits perfectly.”

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the insider

Name Hope Powell Born Lewisham Position England Women team manager; GB Women team manager Career highlights Making 66 appearances and scoring 35 goals for England; winning the FA Cup three times, including a double with Croydon; guiding England to the European Championship Final as manager; being honoured with an OBE in 2002 and CBE in 2010

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the insider

Precise planning, patience and continuity have been key to England Women’s recent revolution, though long-term manager Hope Powell, who will also boss Team GB at London 2012, insists she still has work to do in delivering her overall vision.

Even if we did win the World Cup it wouldn't be enough.

Only if we win it 10 Listening to Hope Powell talk eloquently try to drill into the squad. I always want and at length about football management, to be better.” or 15 times would what hits you harder than a Muhammad After being hooked on football at an early Ali right hook is her unquenchable thirst to age, Powell made it her mission to make a I be happy, which is be the best. Her determination and drive is living from the game, even though at that time, there were no female professionals. the attitude I try to simply intoxicating.

It’s not over-egging it to say that in her She became a capable attacking midfield 14-year tenure as the manager of England player, influential for both club and country. drill into the squad” Women’s team, she has transformed beyond All the time, however, she was also showing WORDS Matt Halfpenny PHOTOGRAPHY portraitcollective/sam bowles

all recognition their standing, so much so that they are now one of the leading world powers, sitting ninth in the FIFA rankings at the time of writing.

During that journey from also-rans to potential tournament winners, Powell has been a pioneer for the women’s game, having starting out playing with her brother and other boys in the streets and ‘ending up being a lot better than them.’ She was the first woman to take the UEFA Pro Licence, the first woman to manage the England Women’s Team and has managed her country in more matches than any other national manager, including the late Sir Walter Winterbottom.

As far as the FA and the general public are concerned, Powell has done a wonderful job. Yet the former Millwall Lionness is far from satisfied. The 45-year-old – born in England men’s glorious 1966 World Cup winning year – will not rest until she has something tangible to show for her efforts in the shape of a major trophy in the cabinet.

Even then, she will demand more. She wants nothing less than for England women to dominate world football for years to come. “I was devastated when we got to the European Championship final in 2009 but didn’t win it, and I don’t like to talk about it even now,” said Powell. “In the World Cup last year we got to the quarters and that was never enough. Even if we did win it wouldn’t be enough. Only if we win it 10 or 15 times would I be happy, which is the attitude I

the kind of foresight that was to later stand her in good stead by planning for the end of her playing days, taking her first coaching qualification at 17.

Powell said: “When Ted Copeland was in charge of the England squad he told a few girls that he wanted to mentor them to become coaches. That never quite materialised, but it did make me realise that I would like to be involved in coaching. I coached various teams; boys, girls, men, women, disabled teams and I went to America for three months just to get even more experience.”

But the stakes rose significantly when Powell took a call from the FA in 1998 to say they wanted her as England Women’s team manager. Not only that, but they saw her as the ideal candidate to change the whole organisational structure of the women’s game right through the age levels. It was a role she was delighted to take on, with the backing of the LMA’s chairman Howard Wilkinson.

“Howard was instrumental, allowing me to put a plan into action,” said Powell. “He asked me what I needed and took it to the FA board and made sure I got it. He also pushed me to do my Pro licence and was something of a mentor.

“When I started we just had a senior team and the crux of under 19s. Now we have seniors, 23s, 20s, 19s, 17s 15s, a centre of excellence and a good structure. Quite a few in my support team are ex-players and people who have been hand-picked. Some have been with me for 10 or 11 years, so you build a relationship. It’s been a clear

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philosophy that we made together.”

It’s been a long-standing frustration of Powell’s that the women’s game still struggles for exposure, with the media being there ‘for the major Championships, but not when we play in Blackpool.’ So the irony is not lost on her that such a lack of scrutiny – the type that is so intense in the men’s game – has enabled her to implement a longterm strategy without fear. Glenn Hoddle, Kevin Keegan, Sven-Goran Eriksson, Steve McClaren, Fabio Capello and Roy Hodgson have shared the equivalent male role during the period of her England reign.

She said: “The environment of women’s football is very different to men’s and thankfully, at the start, it wasn’t resultsorientated. If it was, I’d probably not still be here. I brought in young players and started afresh and we went to Norway and lost 6-0, but there was no panic. I was given time, which allowed me to build a sustainable programme.”

Powell has a very clear vision on how she intends her teams to play and also her role as a leader. She’s a tough cookie and insists it has to be that way. “I never compromise myself and my beliefs,“ she said. “I will always let people have a voice and it’s okay to disagree, but when I’ve thought about it, I have the final say. You have to set the boundaries, that you can do this, but not that. If you cross the boundary, I simply will not pick you - and there and no compromises.

“I like the players to have ownership of ›

DELIVERING PERFORMANCE INSIGHTS • Performance Analysis • Player Recruitment • Research & Consultancy Official Technical Partner

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the insider

their development and success. I believe that as a leader you don’t have to always lead from the front. I think you can lead from the side, from behind, and allow people to lead themselves.”

With European Championship qualifiers against the Netherlands in June and Croatia in September sandwiched either side, Powell is to lead Team GB Women into this summer’s London 2012 Olympics alongside men’s manager Stuart Pearce, who she knows well from being on the same Pro Licence course.

As the eyes of the world are to focus on the capital, Powell is keen to put on a good show for the many millions of television viewers and said: “What it can offer women’s football in terms of kudos, profile and legacy is absolutely fantastic. It will help us get some more coverage in the media as our game is the

opening event of the Olympics and there are no other events on that day.”

But what of the distant future? Not surprisingly, Powell knows exactly what she wants. “I’d like to be the technical director of women’s football in this country,” she said. “I want to be able to take focus on all of the squads and really engage with our disability squad, who need more support.

“The women’s game is in danger of reaching a plateau and I don’t want to let that happen, so I want to influence lower down the pyramid with women’s super league clubs and grass roots. We’ve done well in women’s football, in spite of hurdles, and I want to keep pushing the progression.”

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Hope Powell has always stood by her beliefs no matter what management has thrown at her; on the ball for England during her playing days.

The london business forum Hope Powell was a recent guest of the London Business Forum at the Blue Fin Building. The LBF, a partner of the LMA, runs fun and insightful events covering a range of business issues. Since being founded in 2002, their events have featured some of the world’s top business leaders and thinkers, including Sir Richard Branson, Jack Welch, Professor Lynda Gratton, Tom Peters and Sir Terry Leahy. Their events are designed to provide an inspirational boost and are packed full of innovative and practical ideas that attendees can implement in their own organisations.

the outsider

England is poised to become the centre of the sporting universe when the Olympic Games eventually get underway this summer after so many years in the planning - and the international spotlight will again be aimed in our direction in September and October of 2015.

Ross Young, the man charged with responsibility for the operational delivery of the Rugby World Cup, discusses his vision for making it the best tournament in the sport’s history.

WORDS MATT HALPENNY portrait portraitcollective/sam bowles

A problem shared is a problem halved so the saying goes, and experience has taught Ross Young that it’s a philosophy he will do well to employ in his quest to help deliver the best Rugby World Cup yet.

Around half a million visitors are set to hit these shores to support the event in 2015, with in excess of four billion expected to watch the action on television across the world. Ensuring everything fits into place at the right time is a huge undertaking that could boggle the mind if contemplated for too long, yet the chief operating officer, who will be working closely with chief executive Paul Vaughan to ensure everything goes to plan, remains undaunted.

England were chosen as hosts in July 2009, and there is still more than three years to go before the tournament kicks off. But Young is already getting to grips with his task, including his biggest challenge of putting the right team together within the parameters of an operating budget that is dwarfed by events such as the Olympics and FIFA World Cup. Approximately 9,000 people are overseeing the implementation of the London Olympics. In comparison, Young will have no more than 130 full-time staff at his disposal once the RWC 2015 kicks off.

It’s a staggering disparity, but the Scotsman is nevertheless quietly confident that with detailed, strategic planning and by keeping his select staff motivated, England will host an event of which they can be proud.

“Whenever there is expectancy there is pressure,” he said. “The important thing is making sure that you set achievable targets when you are looking to drive an organisation. For example, we know we are not going to sell 4.5 million tickets across the 48 matches so there is no point aiming that high. We’ve set the target to get as close to three million as we can, with the previous two tournaments attracting

well over 95 per cent occupancy rates.

“If you set realistic targets then getting people to buy into your philosophy to achieve them is a lot easier. Once you have got people on board, it is then a collective pressure that is shared because everyone wants to be successful. Even though we are a major sport and growing exponentially, we have to cut our cloth accordingly in terms of resources for organising the World Cup. At the moment there are 15 of us and by the end of next year we hope that will be up to 60.

After that, and at the start of the tournament it will rise to 120 or 130 at the most.

“What we have to do is keep those people we do have involved and enthused. We need to maintain engagement from them because there are times when they are going to have to put in long hours... it is definitely not a 9am to 5pm job.

“We all understand that three years down the line this will no longer be our job. But it is going to be hugely satisfying while it lasts and everyone knows they have that incentive of raising their profile while they are involved.

As long as we stick to our targets, then we shouldn’t let the pressure build.”

To accommodate the widespread interest in RWC 2015, the decision was taken during

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Broadcast rights from Rugby World Cup 2011 in New Zealand were sold in virtually every country across the globe.

the bid phase to host a large number of pool matches away from traditional rugby grounds. Several football stadiums are under consideration, while currently only Leicester’s Welford Road and Gloucester’s Kingsholm are being contemplated from the Aviva Premiership, along with Twickenham.

Venues will be contracted during this year and announced along with the match schedule in the spring of next year.

Young appreciates that managing the relationship with the football authorities involved is a key part of his brief and added: “We have got Twickenham, Cardiff, Wembley and the likes of Old Trafford, the Sports Direct Arena and, possibly, the Olympic Stadium, which are fantastic, iconic venues. We have engaged with the FA and the Barclays Premier League in recent months and it is hugely encouraging that we have their enthusiastic support.

“We don’t want to be seen as a threat to football and are working to ensure RWC 2015 does not have a negative impact on the football season, and integrates with the Barclays Premier League, ›

If you set realistic targets then getting people to buy into your philosophy to achieve them is a lot easier”

Name Ross Young Born Edinburgh Position Chief operating officer, Rugby World Cup 2015 Career highlights Playing for the Metropolitan Police in the old amateur First Division of English rugby; playing a central role in Harlequins FC’s switch from the amateur to professional era; overseeing the successful Rugby World Cups of 2003 (Australia), 2007 (France) and 2011 (New Zealand)

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UEFA Champions League and the Capital One Cup. There is still a misconception that every player is 22 stone and slides around in the mud, ripping up the pitches, but now the game is played much faster and is less attritional in areas such as scrums.”

To the layman, the Olympics would seem the ideal platform from which Young could draw leadership inspiration - and he certainly has respect for the way Lord Seb Coe and his team have managed the ‘greatest show on earth.’ However, he believes it is unrealistic to read too much into preparations for July and August because, while there are parallels, the two are also fundamentally different animals.

“It takes a lot of time and effort just to go into the tendering process, let alone deliver the Games, so I take my hat off to the London team,” said Young. “Of course, we would like to pick up on their knowledge and experience and we have some good London 2012 contacts, but I would say it’s more similar to the football World Cup - a single sport event in multiple locations rather than the Olympics, which is multiple events largely in one location.”

Having worked on the last three tournaments for the International Rugby Board in Australia (2003), France (2007) and New Zealand (2011) as first commercial operations manager and then as general manager, Young is optimistic his experiences will stand him in good stead.

Forced to give up on playing in his midtwenties after reconstructive knee surgery, he turned his hand to sports administration and worked for Harlequins in their club transition from amateurism to the professional era before stepping into the international domain.

Young said: “The bar has been set pretty high, but previous tournaments did have things that could be improved upon. We’re trying to learn the lessons from the past. If

stakeholders - the players, fans, the media and sponsors - come back to us after it’s finished and say we could have done X or Y better, then I will be disappointed.

“It helps that the rugby fraternity is quite closely knit, but just having rugby heads with you to put on this tournament is not going to work. You need good business brains as well as people from the world of sport.”

Part of the host’s responsibility is to continue to grow the sport, not just away from the rugby hotbeds at home, but also in countries who have only recently taken up the game. It’s something that is always high on the agenda of the RFU and IRB. Legacy, just like the Olympics, is a key issue. Almost every country in the world broadcast action from New Zealand last October and Young is determined to provide the platform to build on that increasing awareness.

“There are countries that are the backbone of the competition - the ‘home nations’, plus South Africa, New Zealand and Australia - but one of the big things is helping those on the periphery to compete and grow,” he added.

“There were 2.2 million spectators across 48 games at RWC 2007 in France, an average of 44,000, which is right up there with the FIFA World Cup. Even so, rugby has a reasonable way to go in terms of worldwide development, but examples such as Georgia pushing Scotland hard in the last tournament shows progress.

“Another major aim of RWC 2015 is to keep prices affordable, so it gives everyone the chance to taste what rugby is all about.

The Olympics is a big shop window, and we have to try to capitalise on that major event euphoria as we take our event to different parts of the country.”

To keep up to date with all of the tournament latest, visit rugbyworldcup.com

Venues to inspire Rugby World Cup 2015 is sure to capture the imagination and organisers are looking to work with various parties to give as many people as possible access to matches. Here are some of the stadiums that may play a part in 2015, with a final list expected in spring next year...

Wembley Stadium Capacity: 90,000 The home of English football is the second biggest stadium in Europe.

Twickenham Capacity: 82,000 The home of English rugby and the largest dedicated rugby union stadium in the world.

The Olympic Stadium Capacity: 80,000 Showpiece venue for this summer’s 2012 Olympic Games designed by Populous.

Old Trafford Capacity: 76,000+ Home to Manchester United and the largest domestic stadium in England, often used for the Stobart Super League Grand Final.

Millennium Stadium Capacity: 74,500 The national stadium of Wales, regularly hosting rugby union and football internationals. sports direct arena Capacity: 52,387 Newcastle United’s home stadium since 1892.

Anfield Capacity: 45,276 Iconic home of Liverpool FC, famed for its European football matchday atmosphere.

Elland Road Capacity: 37,900 The home of Leeds United FC, currently members of the npower Championship.

St Mary’s Stadium Capacity: 32,689 Opened in August 2001, the stadium is home to newly promoted Southampton FC. Ricoh Arena Capacity: 32,609 The home of npower League One Coventry City FC, popular for non-football events.

Welford Road Capacity: 24,000 The home to Leicester Tigers and the biggest stadium in English club rugby.

Can England, beaten finalists in 1991, go one step further on home turf at the Rugby World Cup 2015?

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Kingsholm Capacity: 16,500 The home to Gloucester Rugby, members of the Aviva Premiership.

EDGE10

EDGING AHEAD WITH ELITE PLAN Clocking up the miles over the past few months has been crucial to the success of EDGE10 as Olly Andrews and his team tour the country, explaining to clubs that a ready-made solution to their Elite Player Performance Plan challenges is now available.

Although Berkshire-based EDGE10 initially built their reputation on the development of world-class Sports Performance and Medical Technology software programmes that enable clubs to capture and retain information relevant to those areas of work, they can now offer a Full Management Tool.

And with all academies currently undergoing an audit that will see them given a classification that determines the amount of funding they will receive from the Barclays Premier League, there’s a huge drive to comply with the evolving requirements of the Elite Player Performance Plan.

The plan is a long-term strategy designed to take Barclays Premier League Youth Development to the next level and is the result of consultation between the Barclays Premier League and its clubs, representatives of the npower Football League, the Football Association and other key stakeholders.

Olly Andrews, EDGE10’s chief executive, explained: “The Management Tool is the platform that will underpin the EPPP and although the Barclays Premier League originally wanted to select a preferred supplier over the first couple of months of this year and have the system in place by the summer, the time-lines were too tight.

“We’ve been inundated with academies wanting our system to show the auditors how far ahead of their competitors they are, and the extent to which they comply with the requirements. Essentially clubs are using EDGE10 to help them achieve their desired category classification, which

EDGE10 is an essential tool that will help us be compliant with the EPPP. It has taken our analysis, organisation of players and coaching to the next level” DAVE WRIGHT, stoke city academy manager

in turn dictates their funding level.”

EDGE10 already have deals in place with numerous academies from the Premier League to npower League Two and the challenge is to convince others - and the Barclays Premier League - about the

invaluable contribution that they can make.

EDGE10’s club management system covers areas such as personal data, attendance records log books, performance clocks, match analysis, coaching sessions, match statistics, scouting/recruiting reports, medical system, third-party data (integration with GPS, heart-rate monitors etc), squad administration, education and welfare to name but a few. The analysis and reporting engines automate otherwise timeconsuming processes, while the alert and communications functionality ensures all relevant parties are kept up to date with whatever they need to know.

The Player Portal allows players to receive alerts, reports (opposition analysis, post match analysis etc), itineraries, player assessments (6 and 12 week reports) as well as electronically filling out questionnaires, whether they be self-assessment forms or simply hours played and trained away from the club. That information is automatically fed back into the system without any intervention from anyone else.

Olly added: “EDGE10 underwent a comprehensive audit to ensure compliance with all known UK regulations and certifications which also covers the capturing, storage and distribution of data on minors. As a result of our market-leading position we are proud to be working with some of the biggest clubs in the world, while the various technologies we offer are also used in other sports such as rugby, athletics, golf and motor racing.”

If you want to discover more about EDGE10 or discuss your requirements, visit www.edge10. org or contact Olly Andrews on 01344 747100 - or via email at olly.andrews@edge10.org

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leaders: brian mcdermott

Home is where the heart is The rule of thumb used to be that if you lose in the Play-off Final, you’re destined to struggle the following year. In Reading’s case, they won the npower Championship instead. Brian McDermott explains how he helped to break the mould.

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leaders: brian mcdermott

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leaders: brian mcdermott

WORDS SUE McKELLAR PHOTOGRAPHY PortraitCollective/Sam Bowles

Identifying and relating to the fabric of an organisation are key components in achieving and retaining success. In football, a defined club culture is knowing how to accelerate their growth and help retain their most valuable assets.

For Brian McDermott, his understanding of the Reading culture runs deeper than most. Born in Berkshire, he is the only current Barclays Premier League manager to be managing his local club; an accolade in which he takes great pride. Combined with his understanding of his club’s foundations is McDermott’s commitment to continuous communication and the need for the human touch. Such an approach saw a united Reading turn 2011’s npower Championship Play-off Final disappointment into promotion to the Barclays Premier League in 2012.

The Manager magazine speaks exclusively with the LMA Championship Manager of the Year...

the club went under. I then went on to manage Woking and when I lost my job there I received a phone call from Reading manager Alan Pardew, who asked me to do a bit of scouting. I’d never actually done any scouting before but I went on to become Reading’s chief scout. So my career does feel like it has just fallen into place. However, I have always worked hard to do the best I possibly could in whatever role I was doing.”

achievements for me personally last season was after we won promotion to the Barclays Premier League at Nottingham Forest.

Every single member of my squad and staff were in the dressing room together, everyone was really, really pleased for each other and there were no divides, which I view as very important. That is a culture that we have tried to deliberately create at Reading and we have a real strength between the staff and the players.”

What lessons did you learn from those early management experiences with Slough and Woking?

“They were tough experiences because I was working part-time, the facilities weren’t great and it was never easy. I learned that management is something that you have to work hard at every single moment of every single day. You have to speak to people and communicate regularly, which I didn’t do particularly well when I was younger... but I do now.

It’s important to recognise any areas that you can improve on and you either learn or you don’t. Like everyone I have made mistakes in the past and that’s part of life.

My approach is to make sure that I learn quickly from mistakes and try to improve through what I read and by speaking with both business and football people.

“If a player reaches the point of knocking on my office door with a problem I feel disappointed that I haven’t seen that coming through good communication and dealing with any discontent he has before it gets to that stage. Good communication is extremely important to me too because everybody needs to feel good about themselves. Whatever the issue, it is important that you always put yourself in someone else’s shoes.”

From the outside you seemed to adapt to becoming first-team manager of Reading very smoothly. How big did you find the step up?

“I was relieved when I was appointed as Reading manager because I did feel that I was the right man to do it, with the right people around me, and I felt comfortable in the job. I would not have taken it if I didn’t think I could do it or if I thought it would put me under strain to a ridiculous level. You get to a certain age when you know what you want. My first management job at Slough was when I was in my thirties and I had a lot to learn. I was 48 when I became Reading manager and I’d paid my dues. Not too much surprises me any more in football and you just have to be prepared and ready. At this stage of my life, I am.”

You started your playing career with Arsenal and concluded it at Slough, punctuating it with a number of other UK clubs as well as playing overseas in Sweden and China. At what stage did you realise you wanted to manage?

“I know this is a strange thing to say, but to be honest, many things in my life have fallen into place rather than been pre-planned. I was working for Slough’s Football in the Community scheme where I was happy enough. The club’s first-team manager left and I was given my first job as a manager. My first taste of management with Slough went wrong because basically

As well as Reading’s chief scout you were also in charge of the under-17’s, under-19’s and then the reserves, winning regional and national titles. Knowing the culture and ethos of Reading at all levels must be of great benefit to you as firstteam manager...

“I know the club off by heart and when I took the job here I knew the players, staff, and the supporters and how we play so that was a big plus for me. I was born up the road from Reading and raised in Berkshire so I know the area really, really well and it’s an important part of my life.

“One of the most important

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What is your approach to management?

What is your philosophy on and off the field?

“My philosophy is that I have a formation that fits the players that I have.

I haven’t got a formation that depicts that I am a 4-4-2 man or a 4-3-3 man. I know the players and I try to fit whatever formation is right for them. We have a culture here that I’d say was set up by Alan Pardew in 2000 where we have an attacking, athletic side with two wingers and that is what we try to produce here. I am pragmatic when I need to be and I will play the system that I feel is right.

“Off the pitch my philosophy is to try and treat people as I’d like to be treated.

When I have to leave players out I try to tell them why and sometimes there is no real reason other than it is just a gut feeling.

I am as honest with them as I possibly can be and I always have the conversation.

The night before I tell players they are not playing I have a sleepless night because it takes a lot of energy to try and pick the team and get it right.”

I learn quickly from mistakes and try to improve through what I read and by speaking with both business and football people”

How do you motivate your team?

“We will do a pattern of play on a Thursday or Friday and I will have a game plan which will be very, very succinct and everybody will know their jobs which is first and foremost. It is very much a team ethic where nobody wants to let their team-mates down and everybody has to buy into that. As far as motivation is concerned, I’m not a teller or a shouter. I am a manager who suggests things more than anything else. I always make sure that we have total clarity.”

You were Swedish ‘Player of the Year’ in 1984 and also played for a year in South China. How have those experiences

41

shaped your approach to managing overseas players?

“When I was Reading’s chief scout I was also Reading’s liaison officer and I’d collect overseas players from the airport when we’d signed them. I always made sure that I looked after them. It was really important to me that when they came to this country they knew that they were coming to a club where they knew they were going to be looked after.

“I can’t now do that myself as manager but we still have a structure in place and make sure players from different cultures are well looked after. I experienced that myself when I went to play in Sweden. I had a chap there who looked after me ›

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leaders: brian mcdermott

really well, which I always appreciated and I learned from that.”

In any business identifying talent is crucial. You’ve had real success during your time at Reading unearthing absolute gems like Kevin Doyle, Shane Long and Stephen Hunt...

“We’ve had success in identifying talent at Reading and it’s not just me, it’s Nick Hammond, Steve Shorey and a team of people who have really done a great job for us. We’ve had to survive that way and in the last three or four years we’ve had to sell to survive. The likes of Doyle and Long have gone to ensure the future of the club. We are hopeful now that this is a new era for the club. We’ve returned to the Barclays Premier League, which is massive for us, we’ve got new ownership, which is really important, and now we want to take the club on another step. It’s amazing what you can achieve on and off the field with a team ethic and people all pulling in the same direction.”

In the main, the role of director of football hasn’t transferred well into the English game but at Reading it is successful.

How important is Nick Hammond’s role to you?

“Nick is very, very important and he takes a lot of pressure off me. My assistantmanager Nigel Gibbs and all my coaching

to earn promotion as champions?

“I had to mend myself first and it was very important for me to get myself right before I dealt with the players.

I didn’t think too much good would come out of that Play-off Final defeat, but in hindsight it has. At the time I had just lost the biggest game financially in world Brian McDermott’s aim for ‘total clarity’ in setting up his Reading side helped football and not too them to the npower Championship title; holding aloft the winners’ trophy. many teams recover from that. It’s important not staff are also very important people for me to make excuses and just get on with your because they are very talented and I let job because nobody wants to hear excuses. them get on with their jobs. Nick does the When we lost five games on the spin at the player contracts and a lot of things around start of last season I realised that we had to the training ground and the stadium. get over the disappointment of the Play-off We speak regularly and talk about player Final and get on with our job quickly. The transfers and the director of football role problem we had was we all kept looking works well at our club. I don’t know back to that Play-off defeat and what could how they do things at other clubs, but I have been. So, we got together as a group wouldn’t want to be without my director and my approach was to concentrate on very much living in the moment; looking of football.” forward on a day-by-day basis, giving the You described your Play-off Final defeat best that we had in training or during a to Swansea as ‘your worst moment in game. Too often, many people focus on football’. How did you rally your team the end of the journey and forget to live and yourself to recover from the inevitable in the moment and enjoy the journey as it ‘fragility’ you must have all felt and go on is happening.”

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half-time

JUST CHAMPION Roberto Mancini, Massimo Battara and Brian Kidd go wild with delight as Sergio Aguero’s dramatic stoppage time winner sees Manchester City defeat QPR 3-2 and pip rivals Manchester United to the Barclays Premier League title.

The first top-flight Championship success for the club since 1967-68 brought a triumphant end to the Italian’s second season in English football. Just minutes earlier it had looked destined to end in frustration, with the Blues trailing their 10-men visitors 2-1. After 44 years of disappointment, all of City’s woes were forgotten in a second…

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half-time

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IT

would be easy to assume that, during a recession and with the future of Europe hanging in the balance, UK businesses would be sitting tight and riding out the storm.

In many cases, though, their survival strategies are much more proactive.

Far from playing it safe, some companies are spreading their risks by diversifying into new fields of business or markets, or expanding existing operations to exploit new or untapped opportunities.

Some are even changing direction entirely and going boldly outside their normal comfort zones.

These kinds of business transition can be highly beneficial, especially when tough economic conditions mean your existing revenue streams are limited. By putting its eggs in a variety of baskets, a company can ensure its income is more regular and reduce its chance of failure. And, as well as helping to turn struggling firms around, transition into new areas can help already successful businesses make the most of their brand and exploit new opportunities for growth.

Tesco is a classic example of the latter - a corporate giant that has sufficient financial clout and a large enough customer base to be able to gamble on a host of business diversifications. As well as its supermarkets, Tesco now owns petrol stations, sells kitchens and recently launched Tesco Bank as part of its ever-expanding reach. Partly in response to its traditional market becoming increasing saturated, the company is spreading itself and its risks increasingly thinly.

Whitbread, meanwhile, which had brewed beer since the mid-18th century, left its brewing heritage behind entirely in 2001 to focus on the hospitality industry.

While it was a bold move that raised a few eyebrows at the time, it clearly paid

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off; Whitbread is now the UK’s leading hospitality company with major brands that include Costa Coffee, Premier Inn and Beefeater Grill.

All hands on deck

But, while making changes such as these can make good business sense, they are not without their challenges. Many people - including employees, customers and investors - are uncomfortable with change, and are likely to be even more wary in uncertain times, when stability is hard to come by.

“It is important that leaders understand how to deal with people who naturally resist change,” said Mark Maitland, a creative psychotherapist and confidence coach. “Change generates fear, which people react to, so an ability to inspire people and generate the motivation to deal with fear is crucial.”

There are, he said, important emotional and psychological skills that leaders need ›

ENSURE IT'S PLAIN SAILING

• Encourage creativity to overcome potential resistance to change • Ensure staff are sufficiently trained to handle any new venture • Communicate plans clearly with all concerned • Demonstrate a strong, clear belief in your overall strategy

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NEW NEW NEW GROUND GROUND GROUND If you plan on taking existing staff with you into your new venture, it is also essential they feel comfortable in their new roles and are given all the necessary training and support to fulfil them” outside of their normal functions when dealing with change. “It’s essential, for example, to encourage staff to become creative,” he added. “This moves people away from being stuck, frustrated and bored, which can lead to negative cycles that manifest as resistance to change. The process itself, on becoming creative and moving into creativity, is part of the ability to move in a new direction.”

Adapt and grow

If you plan on taking existing staff with you into your new venture, it is also essential they feel comfortable in their new roles and are given all the necessary training and support to fulfil them.

“Whatever the change, it needs to be effectively communicated and distilled throughout the company to ensure a common approach,” said Ambius, one of the more innovative brands of parent company, Rentokill. Best known for pest

control and washroom hygiene services, the company has expanded to provide a range of services, including those of Ambius - everything from plants and ambient scenting to interior landscaping. The business’ transition also coincided with a tough economic climate.

“We were essentially re-inventing our business and required a common way of talking about this transformation,” explained president Jeff Mariola. “It was important to me personally to re-energise our staff about the changes and to ensure that when they woke up in the morning, they wanted to come to work here. That meant I needed to invest in their learning and development to ensure they felt fully skilled and supported to perform well in this environment.”

The company created a bespoke learning and coaching programme for its staff, putting the performance of its people at the heart of its transformation. This

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ensured it had the right skills, the mindset and had the structures in place to support the transformation effectively.

Of course, it’s not only your own team with whom you will need to communicate closely when major changes are afoot.

Customers, investors, suppliers and people who have in the past championed your brand can all get cold feet if they feel you are abandoning your traditional business or going too far off-piste.

The manager must, therefore, be a highly skilled and diplomatic communicator, able to reassure all of the organisation’s stakeholders and get them on-side and motivated towards the business’ new goals.

Regardless of how sound your business plan is, success will be impossible without everyone’s buy-in. Yet that may not be easy, especially if you want to take the organisation in a radical new direction that others don’t immediately see the sense in.

To a large extent, a manager’s ability to win the necessary support will depend on how solidly they are already trusted and respected as a leader.

A good leader will lead the charge, showing a strong and unwavering commitment to the organisation’s strategy and inspiring all those around them during the change. And of course, they must plan and oversee the effective recruitment, retention and development of their team in order to cope with the new challenges ahead and hit the ground running in the new business.

Organisations that decide to change direction, whether as a means of survival or growth, do so with a large element of risk.

But, well planned and with a great leader at the helm, it is often a risk that pays off.

business profile

Leading from the front We may not all be born leaders but as Steve Radcliffe explains, adopting the right approach can certainly help to develop leadership qualities that will make a real difference within the working week.

Steve Radcliffe is a man on a mission. For more than 20 years he has coached top chief executives in the world of business, Whitehall and charities, cutting through the jargon and finding practical answers.

His specialism is helping people to grow as leaders.

As a former chief executive himself, he knows the value of getting leadership right and what a difference it can make. “I’ve seen how effective leadership in all walks of life can help organisations and teams succeed and individuals achieve more than they thought was possible,” he said.

“But in whatever organisation I walk into, I find people limiting the difference they could make. It’s either because they

don’t see themselves as leaders or they don’t know how to grow themselves as leaders.”

What’s happening, Radcliffe claims, is that too much of the leadership industry is making the topic seem way too complicated and, even worse, often presents it as something only for a chosen few. In response, he devised a simple, no-nonsense approach to leadership development that he calls Future – Engage – Deliver (FED).

He explained: “The essence is that first, when you’re being a leader, there’ll be something in the future you want to create.

You can call it a goal, vision, ambition, dream, whatever you like, but it’ll be something that matters to you. Second, you won’t just be telling others about that future, you’ll be engaging them so they want to build that future with you. And third, you get on and deliver it.”

But if it is that simple, why does the world seem to need leaders wherever you look? The answer, he believes, is that all of us have ways of limiting the impact we could have. By sticking to the principles of FED outlined below, he knows leaders can thrive.

you made the biggest difference you could?’

As he said: “Why not find someone to ask you? It might help you take bigger strides to the future you want.”

Don’t we all want to often, according to Radcliffe, too many be part of a two-way Rather than being excited about and building Too people limit how well they could be bringing the future, many of us are pulled into the others with them. He believes they are stuck dialogue that has us for mire of today. We put in the hours, but do in the ‘old model’ of leading which was about spend the time we should on those few ‘communicating at’, ‘talking at’ and ‘telling’. feeling included and we matters that will make the biggest difference He added: “They haven’t moved into the new space in which people nowadays want future we want? valued? So ‘engage’ to theRadcliffe recently spoke at the Foreign to be engaged. Don’t we all want to be part Office to all British Ambassadors, of a two-way dialogue that has us feeling rather than ‘tell’” suggesting they find someone to ask them included and valued? It’s the same for others.

Engage

Future

STEVE RADCLIFFE

every Friday afternoon: ‘This week, have

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So ‘engage’ rather than ‘tell’.”

Deliver

Many of us hold back in the Deliver phase, insists Radcliffe. “When you want to deliver something and you’re going for it, you make big requests of others and have what I call ‘robust dialogue’ - that is a full, straight conversation which moves things forward,” he said. “But take note of where in your life and work you hold back. Where are you not having the straight conversation?”

The good news is that Radcliffe has seen that leadership is like many things in life we get better at it with practice. So get clear on what aspects of leadership you’re going to consciously practice. Will it be Future, Engage or Deliver?

PROFILE: STEVE RADCLIFFE After a successful career as a marketing director and chief executive, Steve Radcliffe has become one of the country’s foremost authorities on leadership.

The Oxford University graduate has worked with some of the biggest individuals and organisations in the worlds of sport, business and government, where high-profile clients have included The Civil Service, Alliance Boots, Unilever, Hasbro Europe, First Direct, The BBC, Aviva and The Football Association.

After starting out on his own as a leadership coach, he now heads up Steve Radcliffe Associates, where he works with a select group of consultants.

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Radcliffe’s book - Leadership: Plain and Simple - has been the number one book of more than 80,000 offered

by Amazon in a search for ‘leadership’ and he features on the Thinkers 50 website of top business thinkers. A second edition of his book is due out in July.

Away from work, Radcliffe has followed home town club Wigan Athletic from non-league football and Springfield Park to the Premier League and the DW Stadium.

For more details visit steveradcliffe.com

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On the road in... Manchester In the first of our essential city mini-guides, designed to help you feel at home on your next scouting trip, we land in Manchester. In each edition we’ll turn our attention to a different part of the country and we start in one of the powerhouses of modern football...

SLEEPING BEAUTY Malmaison, hotel, city centre

Make no mistake, this boutique venue stands out from the crowd, as General Manager Grant Mckenzie explains.

“You can rest assured that nothing is left to chance to ensure you enjoy staying with us,” he said.

“It may seem obvious, but it’s essential for all of our guests to have a great night’s sleep and an invigorating shower in the morning. That’s why we have the finest Egyptian cotton linen, luxury firm mattresses and power showers in all our rooms.

“Complimentary wi-fi internet has become a basic standard and expectation of our guests and our recent addition of unlimited access throughout the hotel for guests has been greatly received.

“We have become well known for our luxury toiletry range, created bespoke for Malmaison by Arran Aromatics, shower gel, body lotion, massage oil and bath oils - all of which our guests are encouraged to take away and enjoy at home.

“Our rooms are designed to meet the needs of all our guests, whether it be business or leisure stays, with an extensive range of room styles and suites. We have recently refurbished half of our bedrooms to give a much lighter feel, while half of our rooms remain true to the original Malmaison feel of dark, soft tones and rock and roll suites.

“All rooms are equipped with lounge chairs and spacious work desks to suit all needs. The only difficulty is your choice of room - a cinema suite, Romeo and Juliet super suite, with plunge bath in the lounge, or Moulin Rouge…the choice is yours.

“Don’t forget, we put the ‘show’ into ‘show business’ with our super function facilities, catering for up to 100 guests for private events, dinners and football clubs.”

Opening: all year around.

1 Gore Street, Manchester, M1 3AQ. Manchester@malmaison.com 0161 2781000

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Business

On the road in... Manchester

Culture vulture Lowry Arts Centre, Salford Quays The landmark building hosts the largest collection in the world of LS Lowry’s art, which is open free to the public, but there is plenty more to see as a changing programme of photography, sculpture and painting also features within its walls. That’s not to mention two theatres and an additional performing arts space that host a whole manner of entertainment, including musicals, dance, opera, comedy, ballet, children’s shows, jazz, folk and popular music acts.

Opening (galleries): Sun to Fri 11am to 5pm; Sat 10am to 5pm. Pier 8, Salford Quays, M50 3AZ. info@thelowry.com 0843 2086000.

Eastern Promise Yang Sing Restaurant, Chinatown “Make Happy those who are near, and those who are far will come,” is one of the Chinese proverbs on Yang Sing’s website that perfectly encapsulates their search for excellence. Situated in the city’s Chinatown, their delicious Cantonese cuisine, served in beautiful, contemporary surroundings, has seen them championed locally and nationally - and win a plethora of awards. Yang Sing is ideal for those who want a taste of the Orient, rather than traditional fayre, at the end of a long, hard day.

Opening: Mon to Fri 12noon to 11.30pm; Sat 12noon to 12.15am; Sun 12noon to 10.30pm. 34 Princess Street, Manchester, M1 4JY. info@yang-sing.com 0161 2362200.

Just for kicks National Football Museum, Cathedral Gardens So how exactly did our national sport become so popular? Find out at The National Football Museum, which aims to explain how ‘the people’s game’ became such a key part of England’s way of life. There is a huge collection of memorabilia and literature from home and abroad, as well as the chance to get interactive.

From Sheffield FC to Lionel Messi, it’s all here.

Opening: Mon to Sat 10am to 5pm; Sun 11am to 5pm. Cathedral Gardens, Manchester, M4 3BG. info@nationalfootballmuseum.com 0161 6058200.

Getting in the swing Manchester Golf Club, near Middleton If the golf bag is in the boot, then a round at a venue voted in the UK’s top 100 courses in a recent internet survey could be a fair way to while away a few hours. Just a 20-minute drive from Manchester City Centre, the club welcomes visiting players, with the opportunity to book on-line.

A long course, it’s renowned for its testing last four holes.

Opening: Every day; tee times from 6am. Rochdale Road, Middleton, Manchester M24 6QP. secretary@mangc.co.uk 0161 6433202.

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GROUND SPOTTING Starting out from Malmaison, there are six Barclays Premier and npower Football League clubs within easy reach:

Manchester United Manchester City Oldham Athletic Bury Rochdale Bolton Wanderers

1.6 miles 3.2 miles 7.6 miles 8.3 miles 13.8 miles 17.6 miles

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BACK OFFICE

technical area powered by

LMA chairman, Howard Wilkinson, looks at how the requirements for winning the League Championship have changed significantly over the years - and he has the facts to prove it.

When Liverpool won their first Championship in 1965-6, they used 14 players. Five were ever-present, and one had less than five starts. Fifteen years later, in 1978-79, they used only 15 players, with four ever-presents and two with less than five starts. By 1989-90, the last time they won the title, they had used 21 players only two being ever-present, although four had less than five starts.

Turn the clock back to 1992-93, Sir Alex Ferguson’s first title season at Manchester United, and there is a similar trend. He used 20 players, three were ever-present and four had less than five starts.

So why the change? Are players more injury prone, are they ‘softer’, has selection become a more complicated exercise? The list of questions goes on. What we do know is that while the process of team selection seems to have changed dramatically, the team can still have only eleven starters.

To make some sense of it all, it’s useful to put yourself in the manager’s chair and try to see what he’s thinking at the beginning of the season.

First of all, he has to decide what he thinks may be accurate and reasonable targets - for him and the players at his disposal. Second, he will need to prioritise these. Clearly, in the Barclays Premier League, survival is the bottom line. The rewards for playing in the Premier League are by far the most lucrative and playing in the top-flight guarantees a realistic crack, depending on who you are, at the UEFA Champions League, Europa League, the FA and the Carling Cups.

All good managers know their very best team. In Bill Shankly’s day, he’d start the season with a wishful hope that his best 11 would play every game, because he knew they would physically cope and be able to produce their top level for each game. Now,

managers know that’s not possible. Given the huge changes in the way the game is played, today’s manager knows it would be impossible for his on-field players to play every game and still produce their top level of performance each time.

He cannot just concern himself with injuries as a cause for player unavailability.

Now, he knows his job is to know his best team, but at the same time recognise that his ability to achieve the targets he sees as reasonable will depend on his ability, with the assistance of his support staff, to get top performances from a squad of players over the whole season. Why? It’s because the physical, psychological and emotional

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demands have changed dramatically, especially over the last 10 years.

Prozone Sports, who are used by many clubs in the Barclays Premier League as the basis for much of their match analysis, have produced some fascinating statistics.

They’ve established that over the last 10 years, while there has only been a 0.5 per cent increase in the total distance covered by teams during matches in the Barclays Premier League, the distance covered at high intensity is up by a massive 33 per cent. Since 2009-10 alone, there’s been a 13 per cent increase in the sprint distance covered by teams, and in the last five years the average number of high intensity

BACK OFFICE

Alex Ferguson lifts the FA Premier League trophy after winning his first title in 1992-93, along with assistant Brian Kidd.

Below left: Liverpool’s Bill Shankly at Wembley with fellow legend Brian Clough.

Sir Alex Ferguson and his peers have the benefit of a far more effective scientific and medical back-up team” activities performed in a match has increased 13 per cent.

It’s this high intensity stuff that makes all the difference. Players are fitter, stronger and more powerful than ever before, and consequently the tempo of games has become higher, with a marked impact on all except centre-backs. It’s also important to note the importance of mental

considerations - keeping minds fresh and alert. Sports psychologists continue to marvel at the way top players in this country are able to peak as frequently as they do.

To counter the negative effect of all this on performance, the individual monitoring, measuring and testing of players, together with a very individual approach to the production of fitness programmes, allows managers and staff to better and more accurately manage each player. As well as these physical and mental considerations, the manager will also have to make big judgements as to which players and which teams are best suited for certain games and different tactical approaches.

Another piece of analysis carried out by Prozone Sports revealed that the high intensity work aspect of teams showed a noticeable decline after December. We also know that injury occurrence rises in this second half of the season and it is significantly greater than in those countries where there is a winter break.

The game has always evolved and good managers have adapted with it. Bill Shankly and Sir Alex are both “greats,” but different times call for different solutions. Shankly would look at the season and ask: “How will I get the best out of my best 12 or 13 players?” Sir Alex Ferguson however, out of absolute necessity, has to think on a much wider plane, more likely in terms of 20 or

57

more. While Sir Alex and his peers have the benefit of a far more effective scientific and medical back-up team, as with Shankly it’s the ability, having taken all these factors into consideration, to make the right calls based on insight, experience and intelligence which really makes the difference.

Prozone is the world leader in the field of Performance Analysis offering advanced solutions for team analysis and player scouting. Established in 1998, Prozone has built a reputation as the world’s most respected and reliable performance analysis service by consistently providing the most objective performance insights through a combination of our expertise, cutting-edge technology, and innovative solutions. Today, Prozone supports over 240 professional clubs in 39 countries and delivers performance information on over 60,000 players from 50+ leagues and competitions worldwide. Call +44 (0) 113 244 9296 or email lma@prozonesports.com to see how Prozone can assist with your specific needs. www.prozonesports.com

BACK OFFICE

Pushing the boundaries Standing still in world-class sport is simply not an option and, amid the drive to be the best, technology, training methods, techniques and equipment are constantly evolving. Cutting-edge innovations are still the domain of a select few, but as the England cricket team’s former analyst and coach Mark Garaway explains, others are becoming more and more accessible.

WORDS Matt Halfpenny

When such fine margins are the difference between winning and losing, it’s little wonder that there’s a relentless search in sport for anything that can give an extra edge. History shows mankind has always played games competitively, with the obvious knock-on effect that participants, or those coaching them, have sought to ‘invent’ ways of enhancing their chances of success.

In modern, organised sport, perhaps the most obvious examples of innovation are the breakthroughs in techniques, such as 1968 Olympic gold medal winner Dick Fosbury’s ‘flop’ - dropping over a high jump bar backwards rather than trying to straddle it sideways - and German ski jumper Erich Windisch, who jumped with arms by his side, rather than out in front, for greater aerodynamic form.

Other significant changes have come in terms of equipment. Metal racquets and clubs have replaced wood in tennis and golf - helping to hit balls harder, further and with more spin - while skin-tight shirts were developed for the England rugby team to make them harder to tackle, on the insistence of then coach Sir Clive Woodward.

The technology which has helped to better a sportsman’s tools of the trade has had a significant impact in other areas too.

Few will forget 1992 Olympic gold medal winner Chris Boardman’s Lotus Type 108, tested in a wind-tunnel, that revolutionised the art of bike design, and the rate of change in Formula One with DRS and KERS, two of the latest specialist systems employed, is almost as rapid as the cars themselves.

Nowadays, no stone is left unturned by the sporting elite in pursuit of an extra ‘one per cent’ and the results can be very rewarding - as illustrated by the England cricket team’s rise to the top of the Test world rankings. Mark Garaway, a former member of that coaching set-up, believes a major

catalyst for the pushing of boundaries was the introduction of Twenty20 cricket to the county circuit in 2003.

The former Hampshire wicketkeeper, who now coaches at Millfield School and is also a director at cricket technology specialists PitchVision, advocates that keeping abreast of the latest innovations can benefit a range of sports at all levels.

Utilise new technology

Technology has come on in leaps and bounds in the last few years and there are masses of training aids to consider. Garaway said: “I use Ubersense video analysis to look at batting and bowling techniques to spot things that you could miss with the naked eye. You can get it on an iPad and slow it down to 100 frames per second.

“PitchVision uses sensors to plot where the ball has travelled, helping bowlers with their lengths and batters work out if they are hitting balls into gaps. A Fusion Skyer propels the ball into the air higher and faster for catching practice, while the Fusion Multi-Stump allows the ball to travel through in fielding practice, meaning drills are not stopped halfway through.

“The Sidearm allows coaches to throw the ball faster and with less strain, allowing you to do 1,000 ‘throw downs’ a day. At the top level Hawkeye and TrackMan allow for precise analysis, with the latter revealing Graeme Swann spins the ball at 2,200-2,300 revolutions a minute.”

coming off the bat at different angles and paces so eventually he could hit the stumps time and again,” said Garaway. “With Stuart Broad and James Anderson we worked on fielding in the deep and I would hit the ball from the middle - so many coaches hit the ball from anywhere on the ground - to get them accustomed to the trajectory a ball might be hit in a match. It’s a case of train hard, play easy.

“It’s key to work with players on their individual development. If you consult with the player and are specific, it will generate a better response. And with anything innovative, it is not going to be an instant success. It has to be practiced to become part of the fabric of what you do.”

‘Train hard, play easy’

Training drills now have less emphasis on running through cones and are more about being functional and specific, simulating match situations.

“With England’s Paul Collingwood fielding at backward point, we practiced potential run-outs by getting the ball

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Make use of the best equipment

Bats have changed substantially in cricket during the past 10 to 15 years, which highlights how important it is to keep an eye

BACK OFFICE

Practice that mimics a match situation has helped England cricketer Stuart Broad significantly improve his boundary fielding; Chris Boardman’s hi-tech Lotus bike propelled him to Olympic gold in 1992. Opposite: Mark Garaway has worked with both England and Ireland’s cricket teams.

on innovation in sports equipment.

Garaway said: “Some of the bats kids use now at our school are better than when I was playing as a pro. Bats used to be pressed for durability but are now less so, which makes for greater performance but means they won’t last as long. You get some that pick up like a bat weighing 2lb 6oz when they actually weigh 2lb 11oz. That’s one of the reasons why you see the ball being hit harder more consistently than ever before.”

Monitor changes in technique

New sports techniques can be highly productive if used properly. Destructive Australian batsman Matthew Hayden studied the way baseball players struck the ball so powerfully and adapted it for cricket, as did West Indian Chris Gayle. Garaway has seen it first hand on a trip to the US and said: “What excited me was the way the batters loaded all their weight on the back foot and then transferred that through the ball. It became apparent that the technique could also be applied in cricket to hit it much, much further.

“I’ve also seen a video online of Nick Faldo, who was asked to strike the ball in a different way to normal. Within two shots he hit the ball miles. Here was a multiple major winner who had honed his technique over many years and suddenly he saw a new light on things.”

Make sure it works

As big a difference as some sports innovations can make, don’t innovate for innovating’s sake.

“It can be an easy mistake for any coach to make,” said Garaway. “Always be cautious and make sure that you test any new idea out to see that it works consistently. If it’s not convincing, it will be picked up by players and de-motivate them. When I worked with Andrew ‘Freddie’ Flintoff he was rightly very demanding, so I knew I had to get it right before making any changes.”

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‘Prozone Power’ has become increasingly influential across football over the past 14 years and as the Manager discovered, the system’s now viewed by many in the game as an indispensable analytical tool.

Performance Analysis: Easing the Pressure A thoroughly globalised game that attracts the huge personal fortunes of investors and the scrutiny of a worldwide audience, the rewards for success and the costs of failure in football have never been higher. Under pressure to meet expectations and subjected to the moods of an uncompromising media, the need for strong and effective leadership among managers is clear.

Speaking to The Telegraph on the subject of pressure last year, Newcastle United manager Alan Pardew said: “Comparing my earlier time in the Premier League to now, the emphasis seems to be that much more on the manager for good and bad, and I don’t think that’s healthy or right.” Operating in an environment that demands instant results, a strong network of support and the capacity to look at the game from different perspectives are becoming crucial elements of coaching at the top level.

Having supported managers with performance-enhancing solutions for more than 14 years, Prozone provides clubs with an indispensable analytical tool as well as an important objective business measure. For those looking to more effectively manage their assets and find advantages in a fiercely competitive industry, Prozone’s service can be invaluable.

For the last five years Prozone’s development has been overseen by Barry McNeill, its current managing director.

Having previously been employed as a consultant at top clubs such as Arsenal and Manchester United, McNeill is well qualified to offer an insight into how performance analysis can help managers complement their own skills and enhance the development of their teams.

“Prozone’s service is geared towards supplementing the subjective intuition of managers with objective statistical insights,” said McNeill. “Performance analysis is not designed to question the expertise of coaching staff - it is part of a wider consultancy process. Our aim is to engage organisations with the benefits of analytics and enable them to use information in a way that is tailored to their specific needs.”

McNeill also speaks of how performance analysis can enhance managerial leadership by facilitating the establishment of a wellbalanced coaching team.

“The recruitment of analysts provides managers with an extended support network.

This assists with the balancing of a wellrounded coaching strategy and the initiation of new ideas. When analysis is used as part of a clear strategic approach it improves the coaching environment and helps staff to maximise the output of their players. In turn, it also gives them the ability to quickly find practical solutions to the performance challenges they may face.”

As football continues to attract the

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examination of the modern media and the lucrative attention of big business, the scrutiny managers are exposed to will likely continue to increase. While that pressure can never be completely dissipated, services such as those provided by Prozone enable coaching staff to make better-informed decisions and effect significant positive change over time.

When analysis is used as part of a clear strategic approach it improves the coaching environment”

Barry McNeill, prozone managing director

back office

coach’s view

Top goalkeeper coach Chris Woods is now plying his trade on both sides of the Atlantic and, as he explained to the Manager magazine, he couldn’t resist the opportunity to enhance his coaching education further.

WORDS Sue McKellar

When Juergen Klinsmann was appointed Head Coach of the US National Team he wasted no time in assembling a coaching staff of multi-national expertise. Among those he selected was former England goalkeeper Chris Woods.

With Everton’s blessing, Woods seized the opportunity to join the US National Team, while continuing with his role of 13 years as the Merseyside club’s goalkeeper coach.

Between 1985 and 1993 he made 43 appearances in goal for England and, in a twist of fate, he made both his international debut and final appearance against the United States.

For Woods, his role as US Goalkeeper Coach presents the opportunity to both expand his coaching knowledge and work with German legend Klinsmann.

“I am always looking to learn and improve as a coach,” he explained.

“I take great pride in my role at club level with Everton and now have this great opportunity to prove myself at international level. As a coach as soon as you come in from a session you have meetings to look at strategy and make sure that you know what your next sessions are going to be; it’s pretty full on and I find that stimulating. I’m in a situation with my US role where I’m left to get on with my area of expertise, although obviously I do run things by Juergen in the same way that I would do with David Moyes.

“He’s inspiring and innovative to work with and wants the very best for the players. Like most managers, he leaves no

stone unturned and if there is something new that he can bring in to give them that extra little bit of edge, then he will embrace that. He’s very enthusiastic and I see a lot of similarities between him and David Moyes, who is always fresh in his approach and keeps training sessions interesting and stimulating for his players. They are both very focused on what the job is and what their aim is.”

For the US National Team, the combination of Woods’ experience as a former England international and an experienced Barclays Premier League goalkeeper coach is a major asset.

“We were looking for a goalkeeper coach that understands both, the US Soccer landscape as well as being connected to the highest level of the game in Europe,” Klinsmann told the Manager magazine. “We invited Chris onto our

Juergen Klinsmann believes Chris Woods ‘understands the American mindset.’

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staff last spring and realised that he adds a lot of quality and knowledge to our team. The fact that he already works with Tim Howard, our number one goalkeeper and one of our team leaders, makes the relationship even more successful.

“Chris played himself in the American MLS and understands the American mindset with all its different facets. He has a clear understanding of how football has developed over the last decades and has had a huge influence alongside David Moyes on the development of Tim Howard to one of the top five goalkeepers in the world.”

Trust and rapport are cited by Woods as crucial ingredients to working with goalkeepers at club level and take on increased significance at international level where there is less time to form such important bonds.

“First and foremost I work with the men’s national team but my remit is to build up relationships with USA goalkeepers and goalkeeper coaches as well,” said Woods. “I like to work hard and technically I like to put in a lot of work with the goalkeepers.

As a player I always wanted to be the best I could be and that mirrors my philosophy as a coach. I like to think what I’m showing and telling them is helping to mould and improve the goalkeepers that I work with.

I always ask them ‘try and take on board what I have got to say but if it doesn’t work for you then give me feedback.’ I don’t force my views on ’keepers and say ‘you’ve got to do it this way’. I am very open to two-way communication.” ›

A thirst for learning has enabled Chris Woods to work on the international scene with the US as goalkeeper coach; on the bench with Everton manager David Moyes.

PHOTO Thomas Eisenhuth/ isiphotos.com

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FITNESS = PERFORMANCE = RESULTS.

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back office

Chris Woods has played a key role in the development of Tim Howard, for both club and country.

“What I do with Tim Howard at Everton has transferred well to the US team where I have put it into practice.

The goalkeepers I’m working with in America, like Bill Hamid, Sean Johnson, Nick Rimando and Brad Guzan, now have a feel for how I work. In general goalkeepers are good people who like to work hard and if you work hard on the training ground it pays massive dividends in games. I like to keep all of the ’keepers that I am working with engaged. It’s the one position on the field that there isn’t an awful lot of rotation in, so it’s important to keep the players that are not playing

He [Woods] has an on-going desire to learn new things and is very open-minded to different and new approaches in professional football” juergen klinsmann

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motivated, confident and happy so that when their chance arrives they are ready.”

While the continuity of Woods’ relationship with Tim Howard is of significant benefit, it also presents Woods with an added challenge.

“Obviously for the other US goalkeepers in the squad my sessions and approach will differ from what they are doing at their clubs,” explains Woods. “But Tim Howard and I are working together continuously for club and country so I need to constantly devise new ideas to keep him fresh and alert. It’s so important to keep players fresh in their minds. You can’t go out and do the same sessions day after day as their mindset will be ‘oh no, not the same again’. It’s a challenge to keep sessions fresh and that really appeals to me.”

As both a player and a manager Klinsmann worked with some of the finest goalkeepers in world football and Woods is clearly held in high regard by his international boss.

“I admire his quality of work, his wide variety of exercises and his calm way of communicating to the ’keepers,” enthused Klinsmann. “He reads the game extremely well and while analysing it he is always looking for solutions no matter what the problem could be. He has an on-going desire to learn new things and is very openminded to different and new approaches in professional football. On top of that he has clear values in life and is a tremendous ‘giver’ as a person.

“It’s simply an honour to have him on the US National Team Coaching staff. We certainly have a very diverse staff with him as an English coach, the assistant coaches Andreas Herzog (Austrian) and Martin Vasquez (Mexican/American), fitness coach Masa Sakihana (Japanese) and myself.”

It’s 16 years since Woods played in the MLS and he can acknowledge the progress of the US game during that period - and its potential in which he will play his part in shaping.

He explained: “The calibre of the US team is very good. More and more Americans are playing in the European leagues. I played for Colorado Rapids in the inaugural season of the MLS in 1996 and the game has moved on and improved massively since that time.

“The bond that all of the players have within the US team is really good and they are very professional. The culture within the squad has a European feel to it, which I can relate to what we are doing at Everton.”

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health & wellbeing Dr Dorian Dugmore, founder of the LMA’s Fit to Manage Programme, offers advice to those who find it a real challenge to enjoy a good night’s sleep.

THE SLEEP GAME

For the League manager, today’s game carries with it challenges off and on the pitch. An ever-growing conflict reported by many managers assessed during the “Fit To Manage” programme is the difficulty they have in simply getting a good night’s sleep.

Selection problems, survival problems, constant stress and time management issues are just a few of the ‘culprits’ affecting a good night’s sleep.

Add to that the long hours, family commitments and balancing managing with life outside the game and you have a cocktail guaranteed to cause its fair share of sleepless nights.

SLEEP LOSS

The effect of sleep loss depends on the amount of sleep you have lost, age, personality and even the time of night you lose the sleep. The delta sleep, the first 4-5 hours are vital to repair the body’s systems and replenish your energy reserves.

Studies show that the loss of even one night’s sleep is likely to result in fatigue, irritability, inability to concentrate and mood shifts. Long repetitive tasks will suffer the next day after a poor night’s sleep compared with shorter more interesting tasks.

GETTING A GOOD NIGHTS SLEEP TIPS TO AVOID INSOMNIA

If your sleeplessness arises from worry, grief or panic, take just five minutes to write the problem down and list potential solutions and outcomes so that an air of reason is brought to the problem. Then take the sheet of paper/notebook and place this away from the bedroom, helping to distance the problem from a good night’s sleep.

Don’t drink alcohol or smoke immediately before bedtime because both disrupt sleep.

Avoid eating a heavy meal in the evening especially close to bedtime, as you are asking your body to metabolize food and trying to rest and wind down at the same time, a recipe for sleep disruption.

Don’t drink large amounts of liquid before bedtime, or you will again disrupt your sleep to go to the bathroom.

Eliminate caffeinated beverages after the morning or early afternoon. It will invigorate you and affect your “delta repair sleep”.

Don’t bring work to bed, don’t bring your mobile phone to bed, and if you can’t fall asleep after 20 minutes, don’t lie there trying to force sleep. Get up, make a warm drink and then practice the meditation technique highlighted in “Sleeping from the Heart”.

SLEEPING FROM THE HEART

THE ALCOHOL NIGHTCAP

This might lull you to sleep, but it won’t produce a good night’s sleep. In fact, it is more likely to produce light, unsettled sleep. Add to this dehydration and thirst during the middle of the night after alcohol, plus an increased likelihood to suddenly snap awake with the potential for irritable heart rhythms, and the nightcap can leave you drained and sluggish the next morning.

Firstly focus on your heart and try to imagine a deep and sustained slow rhythm to its beat. Visualisation of this effect will often help to slow and regulate its rhythm.

Then concentrate on breathing in and out, using slightly deeper and more sustained breaths compared with your usual respiratory rate. It helps if you imagine you are actually breathing through your heart.

Again visualisation is the key.

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THE FIRST 4-5 HOURS ARE YOUR ‘delta sleep’ - vital to repair the body’s systems & replenish your energy reserves

Finally, as you do these, choose an emotional experience you associate with relaxation and tranquility and try to imagine you are actually living that experience there and then. You will be amazed how this helps you to be calm and more likely to fall to sleep.

Don’t watch the clock during the night.

If it’s a digital luminous clock face, set the alarm so you feel confident you will wake and then turn the clock face away from you.

Spend an hour relaxing before you retire, doing something away from football.

As great a game as it is, diversity will add balance and help you chill. Read, listen to music, try to have relaxed conversations, but take your focus away from the intensity of football if you can.

Create a relaxed atmosphere in the bedroom. Use dimmed lighting, lavender

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sprays on the pillow or aroma therapy lavender smells in the bedroom which aids sleep, take a relaxing warm bath before you retire. The whole approach is simply to wind down ready for sleep.

Try, whenever possible, to keep to a regular schedule that tunes the biological clock to sleeping and waking states, regulating what are called your Circadian Rhythms.

Keep a cool bedroom. That is more conducive to sleep.

Prior to bedtime drink chamomile herb tea, which can have a soothing effect. Also Pomegranates as a supplement or in juice form are great for improving sleep patterns.

NAPPING

Napping strikes half of us either intentionally or it just happens naturally.

The urge strikes often mid-afternoon after lunch, so avoid big lunches. Also our bodies

experience a slight drop in temperature mid-afternoon, part of our internal biorhythms inducing a sleep-like state. If you have to nap: • The ideal nap time is between 2-3 pm.

• Don’t start regularly napping to deliberately catch up on lost sleep.

• Afternoon naps can give you just enough deep sleep to feel refreshed.

• Nap for 40 minutes maximum, (the “40 winks principal”). Any more leaves you feeling groggy.

sleep but they should only be taken with the advice of a physician and should only be used in a very temporary way to help restore your natural sleep patterns without having to continue with such medications.

Remember, sleep is as important as the right diet and moderate, regular exercise to cope with the busy lifestyles and pressures of being a football manager.

SUMMARY

If you continue to have sleep problems then you may benefit from some medication to help you fall asleep like L Tryptophan - an amino acid. The body converts this to serotonin, a neurotransmitter or brain chemical that helps regulate sleep. There are many such medications that can help you

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Dr Dorian Dugmore founded the LMA’s ‘Fit to Manage’ programme, which is run in association with Wellness International at the adidas Wellness Centre in Stockport, and funded by the Barclays Premier League.

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WHO WILL BE TOP OF EURO CLASS? Since their creation in 1960, the UEFA European Football Championships have seen a host of talents light up the international scene. Castrol EDGE Performance data suggests that UEFA EURO 2012 will be no different.

Tournament favourites Spain have an incredible glut of stars to call upon, but the one who stands alone is Barcelona’s diminutive playmaker, Xavi Hernandez, the ‘Player of the Tournament’ four years ago.

His importance to Spain’s tiki-taka system can be seen by the fact that he averaged 145 touches and 134 passes per 90 minutes during qualification, both of which are competition highs. With Cesc Fàbregas and Andrés Iniesta to call upon as well, Spain’s pass completion rate during the qualification campaign was unsurprisingly superior to all others at 82.4 per cent.

However, interestingly, Castrol EDGE Performance data shows that Germany - not Spain - had the most creative players during

Castrol EDGE Performance data shows that England have won 75 per cent of their competitive matches without Rooney, compared to only 66 per cent with him”

Two ends of the career spectrum: the UEFA Euro 2012 stats of Spain’s experienced World Cup winner Xavi Hernandez and the energetic Alex Oxlade-Chamberlain are sure to make for interesting reading.

qualification. Mezut Özil and Thomas Müller created 27 and 32 chances respectively, many of which were snaffled by Miroslav Klose. In fact, Klose appears to save his best form for his country, scoring against all of Germany’s opponents during qualification. With Mario Gomez also at their disposal, Germany will arguably pose the greatest threat to Spain’s chances of success.

Nevertheless, the data suggests that the Netherlands have the most prolific strike partnership in Europe, securing the highest goals per game ratio - 3.7 - in the qualification campaign. That was largely due to competition top-scorer Klaas Jan Huntelaar, who scored 12 goals with 48 per cent of his shots - well above the 13 per

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cent competition average - being partnered with the Premier League’s top scorer, Robin van Persie, The Netherlands should progress from a tough Group B, which also contains Germany and Portugal.

Castrol EDGE Performance data also shows that Italy’s Mario Ballotelli has the potential to light up the tournament. Often criticised for his behaviour last season, his proclivity for goals cannot be questioned, with one every 102 minutes in the Premier League - second only to Newcastle’s Pappis Cisse. Similarly prolific is Karim Benzema, who has become France’s key player since Laurent Blanc took over as manager. During that time, he has achieved more goals (5) and more assists (4) any other player for Les

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Bleus. He will therefore be crucial if France are to put their 2010 FIFA World Cup debacle behind them.

Meanwhile, England manager Roy Hodgson was challenged to find a way of coping with the loss of Wayne Rooney for the first two games of the tournament.

Rooney’s form last season for United was impressive but it’s surprising to note that England have actually fared better without him. Castrol EDGE Performance data shows that England have won 75 per cent of their competitive matches without Rooney, compared to only 66 per cent with him.

England’s Alex Oxlade-Chamberlain is another starlet to watch out for. His direct approach for Arsenal in the 201112 Barclays Premier League has generated considerable praise and Castrol Edge Performance data confirms that the 18-year-old has made a successful dribble more frequently than any other player completing a run every 21.4 minutes.

Of the ‘keepers, Gianluigi Buffon was the most impressive during qualification, the Italian veteran achieving four clean sheets and saving 93 per cent of shots on target. Indeed, with the likes of Andrea Barzagli and Giorgio Chiellini in defence, the Italians had the best defensive record during qualification, conceding only two goals in total.

A number of young hopefuls will also be out to make a reputation for themselves this summer, not least Germany’s Mario Gotze. Despite being only 19, the German schemer created 94 chances from open play over the past two seasons - the fourth best in the Bundesliga.

Denmark’s Christian Eriksen also defied his age with some remarkable performances in the Champions League for Ajax. The mercurial Dane averaged three key passes per game in Europe’s Premier domestic competition, reportedly attracting the attention of Manchester United. He will be crucial to Denmark’s chances of progressing from Group A. Having taken into account the attributes of the tournament’s star players, the Castrol EDGE Tournament Calculator suggests that the semi-finals will be between Spain and Germany, and England and the Netherlands. It concludes, however, that the qualities of Xavi & Co. will be enough to secure the UEFA EURO 2012 trophy for Spain. As was the case in the 2010 FIFA World Cup, they will most probably overcome a tenacious Netherlands in the final.

Dave Jones’ flying start to his stint in charge at Sheffield Wednesday saw him head up the Castrol LMA Managers’ Performance table for the fourth and final quarter of the season as The Owls pipped neighbours Sheffield United to automatic promotion from npower League One to the npower Championship.

Not far behind came Brian McDermott, whose Reading side secured a place in the Barclays Premier League after winning the npower Championship with a superb late surge. Roberto Mancini, of last-gasp Barclays Premier League winners Manchester City, and Sir Alex Ferguson, of city and title rivals Manchester United, are next in the list, with another Barclays Premier League-bound manager, West Ham’s Sam Allardyce, completing the top five.

Every competitive game counts towards a manager’s individual score in the table. Points are awarded for victories and draws, with results away from home scoring higher. Points for cleansheets and goals scored accumulate throughout the season, while a team’s winning margin also counts towards the total (TT).

lma managers’ performance table P Pts 1 Dave Jones 12 170 Sheffield Wednesday

TT 142

2 Brian McDermott Reading

13

157

121

3 Sir Alex Ferguson Manchester United

12

144

120

4 Roberto Mancini Manchester City

12

139

116

5 Sam Allardyce West Ham United

14

160

114

5= Danny Wilson Sheffield United

14

160

114

5= Steve Davis Crewe Alexandra

13

148

114

8

12

132

110

8= Roberto Martinez Wigan Athletic

11

121

110

10 Nigel Adkins Southampton

12

131

109

11 Graham Turner Shrewsbury Town

14

150

107

12 David Moyes Everton

14

146

104

12= Keith Curle Notts County

12

125

104

14 Alan Pardew Newcastle United

11

113

103

15= Steve Evans Rotherham United

13

131

101

15= Paolo Di Canio Swindon Town

14

141

101

17 Ian Holloway Blackpool

13

129

99

17= Chris Powell Charlton Athletic

12

119

99

17=

Arsene Wenger Arsenal

12

119

99

20 Paul Sturrock Southend United

12

115

96

Kenny Jackett Millwall

KEY P Games played in this quarter Pts Points won TT Total Castrol LMA Performance

points accumulated

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lma HALL OF FAME

Gentleman Joe was coolness personified hall of fame in association with WORDS TERRY BOWLES

The timing is perfect after Manchester City’s thrilling title triumph to pay tribute to Joe Mercer - one of a very rare breed of people who won the League Championship and FA Cup as both a player and manager.

You don’t see many pictures of Joe Mercer without a smile on his face - and he would certainly have been beaming in May when Vincent Kompany stepped forward to receive the trophy that confirmed Manchester City as Barclays Premier League champions.

The last time City did that, a little matter of 44 years earlier, Mercer was the man at the helm at Maine Road and together with Malcolm Allison, he created one of the most exciting teams of the generation.

It was only two years earlier - in 1966 that Mercer had led City out of a lengthy spell in the doldrums to reclaim a place in the top flight. And maybe it’s a portent for today’s light-blues that once they got their hands on the Championship trophy, they developed into an irresistible force for years to come.

The likes of Colin Bell, Francis Lee, Mike Summerbee, Neil Young and Tommy Booth had no difficulty taking a step up from the Second Division. In fact, they were very much at home in the top flight and after beating Leicester City in the final of the FA Cup in 1969, the following year they beat Gornik of Poland in another final to take the European Cup Winners’ Cup. The League Cup also found its way to Maine Road as one success quickly followed another and although it didn’t last - these things seldom do - Mercer’s part in that

glorious era will never be forgotten.

The great irony was that he had previously spent six years at Aston Villa, where the job was such a challenge that he made himself ill. They did become the firstever winners of the League Cup in 1961 but financial restrictions were such that life was always a struggle and soon after returning to Villa Park after suffering a stroke, he found himself out of work.

It was certainly a gamble by City a year later when they offered him the chance to make a comeback and Mercer’s wife, Nora, and friends did their best to talk him out of it on health grounds. But the man who was always renowned for his shrewdness had a plan.

Well aware of his physical limitations, he appointed a young upstart to run things on the training ground and the contrast in personalities between Mercer and Allison could hardly have been greater. The mildmanner Mercer preferred to do things on the quiet while Alison, whose own playing career had been cut short by illness, was an up-front character who was determined to make his mark in the game.

If ever there was a case of ‘oppositesattract’, this was it. Between them, they signed the right players, developed a playing style that won hearts as well as points - and even the neutrals adopted City as their favourite second-team. One of the inspired signings at the start of that era was Tony Book, an experienced right-back who had previously worked with Allison at Plymouth Argyle, and he moved north for £35,000.

All these years on and Book, who now lives in retirement at Sale in Cheshire, can still remember that period very vividly. He recalled: “Malcolm obviously knew all about me and when I heard City were looking for a right-back and that I was in the frame, it was really exciting. The problem was that I ›

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lma HALL OF FAME

mercer file: • Born at Ellesmere Port in Cheshire in August 1914, he was the son of a former Nottingham Forest and Tranmere Rovers player - also called Joe. • He lost seven years of his playing career to the War, during which he served as a sergeant-major in the army and figured in 26 war-time internationals.

• Signed by Arsenal for £9,000 at the age of 32, he captained them through a period of great success, winning the Footballer of the Year Award in 1950.

He was 41 when he played his final game.

• During his time at Arsenal, he continued to run his grocery business in Wallasey and became known as the ‘Footballing Grocer’.

• He suffered from Alzheimer’s disease in later life and died in 1990 on his 76th birthday.

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lma HALL OF FAME

Malcolm could be very headstrong and looking back, I don’t think it would have worked for City had it not been for Joe’s calming influence” was approaching my 32nd birthday, which was a concern to Joe. But when Malcolm reminded Joe that he was 32 when he moved from Everton to Arsenal and he went on to play for another eight years, he backed down on that argument.

“You couldn’t help but like Joe. He was an absolute gentleman and I’ll never forget how we met in London to complete the signing and then went together to Wembley to watch England play Uruguay in the opening game of the ’66 World Cup.” It was to be the start of a fantastic period in Book’s life. He was, of course, destined to have three spells as manager of City in years to come and - just as Mercer had at Everton he turned out for City for eight years, making 244 appearances.

“I just dropped straight into it,” he added.

“Joe and Malcolm had got together a group of players who loved playing football and it was a fun place to be. There was a nucleus of kids who had come up through the ranks - like Neil Young, Glyn Pardoe, Mike Doyle and Alan Oakes - and they also bought brilliantly with the likes of Colin Bell, Mike Summerbee, Tony Coleman and Franny Lee. “When I first got to Maine Road, Joe was still a bit under the weather but he came through it superbly and although Malcolm was a very forceful character, we always knew who was the boss. It was one of those situations where the chemistry between them was perfect. Malcolm could be very headstrong and, looking back, I don’t think it would have worked for City had it not been for Joe’s calming influence.

“He was a brilliant PR man for the club

and had a lovely way about him. Although he left Malcolm to run things on the training ground, he was always there and was quick to put an arm around us when we needed it.

He bred confidence into the players. The year when we won the Championship, there was a lot of tension around the place by mid-April.

But Joe was coolness itself. He never flapped. He just went about his business as usual. He was a terrific bloke to work for and, as a manager, I would put him up there with the best.”

Mercer’s reign at Maine Road lasted for six years - from June 1965 until May 1971 - and he remains one of a very select band of people who won the League Championship and FA Cup as both a player and manager.

Although seven years of his playing career was lost to the War, the tough-tackling lefthalf helped Everton win the FA Cup (1933) and the Championship (1938-39) during a 14-year spell at Goodison Park. He then shocked the football world by making a fresh start with Arsenal in 1946, playing his part in two Championship successes and an FA Cup triumph in 1950.

In management, he struggled to make an impression with his first two clubs - Sheffield United and Aston Villa - but such was the respect that he commanded in the English game that when World Cup-winning boss Sir Alf Ramsey stepped aside from the England job in 1974, the FA turned to Mercer. He acted as caretaker-manager for eight games until Don Revie took over.

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Still smiling: Joe Mercer with Norman Hunter at an England training camp in 1974; Malcolm Allison and Tony Book were key to City’s success; gone, but not forgotten... Mercer is remembered at Manchester City’s Etihad Stadium.

leaders: paul simpson PEOPLE SECTION BROUGHT TO YOU BY

portuguese man of RAW TALENT Paul Simpson has packed a lot into his career - 650 League appearances for nine clubs and six spells in management - and although currently embracing a fresh challenge in Portugal, his message home is... “I’ll be back”. words TERRY BOWLES

Paul Simpson plans at some stage to have another crack at management, but for the time being he’s on a mission to feed young talent into the professional game.

The former Rochdale AFC, Carlisle United, Preston North End, Shrewsbury Town and Stockport County boss is running the academy for VisionPro Sports at the coastal Portuguese resort of Rio Maior, some 70 miles north of Lisbon, and as he says, it’s broadening his experience while also giving him chance to re-charge the batteries.

VisionPro provides scholarships for talented 16 to 18-year-olds, offering the training, support and guidance they need to help them make the grade as professional players. The organisation has the backing of numerous top managers and players including the likes of Mark Hughes, Ian Wright and Mikel John Obi. Simpson explained: “VisionPro was previously based in La Manga, where it was run by Mark Lillis and Bobby Davison, but relocated a few months ago to a centre in Portugal that was built in 2004 for the European Championships. It’s a tremendous facility that includes a 6,500-seater stadium with a top-class surface, an indoor arena and an Olympic-size swimming pool. Couple that

with the climate and we couldn’t ask for more in terms of a working environment.”

He added: “We’re not quite like the Glenn Hoddle system in Spain because he looks for lads who have been released by League clubs at 18 and tries to give them a second chance, while we aim at the 16-18 age range. We’re looking for school leavers primarily.

“We had 18 lads last season, mainly English and Spanish and one from Hungary, but have been working hard on our recruitment programme. A few of the lads have just left us because they didn’t quite meet the standards we expect and our new intake will include three more from Hungary and a couple of Portuguese.

“The ultimate aim is to showcase them to professional clubs. We are developing a strong network of contacts to bring in ›

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leaders: paul simpson

That winning feeling… Paul Simpson celebrates with captain Kevin Gray after guiding Carlisle United back into the Football League thanks to a Conference play-off final victory over Stevenage Borough at the Britannia Stadium in May 2005.

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leaders: paul simpson

We’ve already had a couple of clubs asking if our lads can go and train with them. It’s early days but in terms of what we are trying to achieve, it’s very encouraging” good-quality youngsters and equally, we need to develop good contacts to get the lads placed with clubs when the time comes.

“Our offering is fully-funded and a number of Barclays Premier League players and managers have invested in the scheme.

They act as mentors. We send them videos of our matches and in many cases they come out to the centre to get involved in coaching sessions and give advice to the lads. It’s all about offering the youngsters a future.”

Simpson famously shot to stardom at a tender age, making his League debut for Manchester City as a 16-year-old and winning England caps at Youth and Under-21 levels, but not too many players take that route. The majority go through years of hard work under the guidance of skilful coaches before finally making the breakthrough, and the VisionPro scheme is designed with that in mind.

Already the signs are promising. In the closing weeks of last season, the VisionPro squad earned a draw when they went to play their counterparts from Sporting Lisbon and they also recorded a 5-2 win against the Benfica Under-16 team.

Added Simpson: “We’ve already had a couple of clubs asking if our lads can go and train with them. It’s early days but in terms of what we are trying to achieve, it’s very encouraging.”

On the personal front, the scene is a far cry from being at the sharp end of promotion and relegation battles at the likes of Spotland, Brunton Park or Deepdale, so how does it compare for the man who played League football for 24 years and scored 150 goals?

“I came here in February and I’m really enjoying it,” he explained. “It’s a fantastic place to work and I want to get my teeth into it. I’ve had a couple of calls from England about possible jobs but I’ve taken on this project and I aim to see it through.

“I had nine years of management, which I really enjoyed, but I must admit that at times I found the fickleness really difficult to take. Although people talk about long-term targets when you take on a job and say they

In action for Derby County in 1996.

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will give you the time to develop things, it doesn’t always turn out that way.

“I’m only 45 and my thinking is that I will give this a ‘right good go’ for a few years and see what happens. Maybe then I’ll feel I want another crack at management in England and I’m sure the experience of working in Portugal will serve me well.

“It has been a big change for me to go from being at the sharp end of the progame to working with 16-18 year-olds - and the fact that the main part of my football job is coaching. But I started out working with young players and there’s immense satisfaction in helping them to develop.

“Within the Academy we obviously need to take on the parental role and that’s part of the challenge. I’ve always been ‘big’ on discipline and setting good standards and although things have moved on a lot since I started out with Manchester City, some of the old-fashioned methods are still the best.

“Although I made my debut for City at 16 and signed professional a year later, they insisted that I continue with my apprentice’s duties through to the age of 18 and that did me no harm, whatsoever. It was all part of the education.”

There’s aren’t too many ‘negatives’ in Simpson’s life at present but as he admits, mastering the Portuguese language is proving to be his biggest challenge. “Fortunately,” he added, “I’m surrounded by people who speak very good English but it has made me lazy. I can just about get by if I’m ordering a coffee, a beer or glass of wine.

“But I’m determined I will master it and now that the lads are off for about six weeks, I fully intend to ‘blitz’ it.”

LMA EVENTS

lma annual AWARDS DINNER at old billingsgate

Alan Pardew acclaimed it as “the highlight of my managerial career” after being crowned as the League Managers Association’s Manager of the Year for 2011-12 at the 20th Annual Awards Dinner, sponsored by Barclays.

The Newcastle United boss, who was also named as Barclays Premier League Manager of the Year, was rewarded for playing a leading role as they exceeded all expectations by finishing in fifth place.

“It’s an incredible honour,” he said. “The fact that it is decided by votes from fellow managers means this really is as good as it gets.”

The awards were handed out on a glittering evening at London’s Old Billingsgate as a record turn-out of more than 800 past and present managers, football dignitaries, commercial partners and guests celebrated last season’s achievements in style.

It turned out to be a right-Royal occasion because apart from former Reading boss Pardew taking to the stage, current manager Brian McDermott was named as npower Football League Championship Manager of the Year, and predecessor Brendan Rodgers narrowly missed out on the main award.

But Pardew was the big winner and LMA chairman Howard Wilkinson said: “Alan’s achievements are there for all to see.

I’m often asked: ‘Where are all the English coaches?’ My answer is: ‘We have plenty of them. They just need an opportunity.’” ›

All the winners • Barclays Premier League Manager of the Year & LMA Manager of the Year sponsored by Barclays Alan Pardew, Newcastle United • npower Championship Manager of the Year Brian McDermott, Reading • npower League 1 Manager of the Year Chris Powell, Charlton Athletic • npower League 2 Manager of the Year Paolo Di Canio, Swindon Town • Budweiser FA Cup Manager of the Year Roberto Di Matteo, Chelsea • LMA Special Merit Award sponsored by npower Lee Clark, Huddersfield Town • Barclays Community Sports Award Ros Cramp • LMA Service to Football Award sponsored by npower St John Ambulance

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Alan Pardew: LMA Manager of the Year & Barclays Premier League Manager of the Year

Brian McDermott: npower Championship Manager of the Year

Chris Powell: npower League One Manager of the Year

Paolo Di Canio: npower League Two Manager of the Year

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LMA EVENTS

Record breaker: Special Merit Award winner Lee Clark There are always plenty of strong contenders for the LMA’s annual npower-sponsored Special Merit Award, but no one could deny that former Huddersfield Town manager Lee Clark was a worthy winner this year after he guided the Terriers through a record-breaking unbeaten run of 43 npower Football League games.

Clearly it takes ability to produce such a remarkable show of consistency. But other qualities are also required and, as Clark reflected on the achievement, ‘respect’ was a word that kept cropping up.

He said: “Doing what we did showed the quality we had in our squad as well as the togetherness and never-say-die attitude we showed in abundance. To think that 43 matches is just three short of a full season is phenomenal and something that possibly won’t happen again.

“The players do the hardest bit but you don’t achieve something like this without a huge amount of hard work behind the scenes. To be mentioned in the same breath as a man like Brian Clough, and the team he had at Nottingham Forest, is magnificent.

“Our confidence was always good and there was never any complacency. We recognised that the next game was always the toughest. We achieved the record by respecting our opponents and concentrating on going about our business one game at a time.

“We achieved the consistency by taking things day-by-day through the culture I set out. I never waivered from my philosophies - even when we had an indifferent result we kept doing the same things.

“When you put the same thoughts and philosophies into players’ minds every single day it just becomes natural for them. New signings came in, saw how the players trained and quickly bought into our approach. You need players to respect and trust each other, be able to look each other in the eye and run through a brick wall for each other on a match day.

“My philosophy is to get a bond and a sub-culture with the players - to get a group who respect each other. They don’t all have to be best friends, I don’t think that’s possible, but you can still have a fantastic team spirit with a healthy respect for each other.”

Lee Clark: Winner of LMA Special Merit Award sponsored by npower

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LEADERS: BRIAN LITTLE

little mix

An eclectic CV matched by few serves notice that Brian Little’s journey through management is quite some story. Now he’s eager to add another chapter...

WORDS MATT HALFPENNY

Twenty five years, ten clubs, six divisions, three promotions and a cup win… Brian Little really has done it all in management and he insists he’s not finished yet. Few are more experienced than the 58-year-old, who has clocked up more than 900 senior games as a boss to date, but his passion for the game is undiminished.

From the Barclays Premier League to Blue Square Bet North, the former striker has fine-tuned his expertise in traversing the professional and part-time game since starting out at Wolverhampton Wanderers in 1986 as, ephemerally, a caretaker-manager.

After a recent break from the game, Little has strimmed the hedge and mowed the lawn enough times to have induced an itch to get back involved in the game he has always loved to a greater degree than commentating on UEFA Champions League matches for the media. And he believes that having kept his finger on the pulse over the past few months, his bank of knowledge would be a valuable resource for a number of npower Football League clubs.

“I’ve been in football since the age of 15 and I’m not about to do something completely different now, especially when it’s something I’ve always enjoyed,” he said. “‘You can’t buy experience’ is a simple phrase, but it’s true. There are the Alex Fergusons and Arsene Wengers who are unique for their

longevity and the way they have brilliantly capitalised on their experience. There are also people who have not necessarily done all they want to in the game, and can still pass on the benefit of their experience. I’d put myself in that category.

“I’ve had a couple of setbacks along the way, which tends to happen when you don’t turn down a challenge, but I’ve had many more highs with promotions and cup runs, and I would love to get back involved in some capacity. I’ve brought in some decent players over the years and maybe would be a good person to bounce ideas off.”

Little’s dedicated service to Aston Villa saw him spend his entire playing career there before he was forced to retire at 26 because of injury after winning one England cap. He went on to become youth coach - after a stint working in the club shop - and eventually returned, following spells assisting at Middlesbrough and in charge at Darlington and Leicester City, to become the manager.

It’s hardly surprising, then, that he holds the Birmingham club close to his heart, particularly as he won the League Cup during his tenure, beating Leeds United 3-0 at Wembley in 1996. Apart from Steve McClaren, who won the League Cup with Middlesbrough in 2004, that makes him the last Englishman to win a major domestic trophy. Yet the affable Geordie insists he also

Brian Little gets his hands on the League Cup as Aston Villa manager after a 3-0 victory over Leeds United in 1996.

has fond memories from management spells all around the country, with Hull City, Stoke City, West Bromwich Albion and Tranmere Rovers also on his list of employers.

He said: “I really enjoyed my Villa period, but I was proud of my time at Hull, when I got them into the play-offs during administration. Ryan Taylor was a regular under me at Tranmere and now he is a firm favourite at Newcastle, I won two

Little by LittLE A distinguished 25-year career in management Prem Champ Div1 Div2 Conf Prem Conf North

1986

First job as Wolves caretaker manager

1989

1994

Gets first full-time job at Darlington

1991

1986

Lands Leicester City job

Appointed to Middlesbrough coaching staff

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Re-joins Aston Villa as boss

LEADERS: BRIAN LITTLE

promotions in a row at Darlington, plus I had success at Leicester. All things like that make it really worthwhile.”

But which is harder? Challenging at the very top against the big boys or building from scratch when the cupboard, financially, is all but bare? Little has seen life at both ends of the spectrum.

“The pressure at the top is constant, day to day, with the media and the fans always holding you to account,” he said. “With television, the game is even more global now, but you do have good facilities and cash to work with. At the other end of the scale, you don’t have the same budget, plus the facilities are not the same, but the scrutiny is not so intense.”

It’s often been argued it’s becoming harder and harder for players to make the step up from the lower divisions into the npower Championship and Barclays Premier

League, but Little is clear in his view it’s still more than possible. Furthermore – having worked at both Wrexham and Gainsborough Trinity – he believes there is plenty of talent in the non-league game too.

Little said: “You only have to look at Norwich’s team this season to see it can be done effectively. The lower leagues will always be a breeding ground, but it’s the ones who have the right mentality and attitude who go on to play at a higher level.

“It will be interesting to see how Jamie Vardy (who has signed for Leicester City from Blue Square Bet Premier champions Fleetwood) goes. He’s clearly naturally gifted but his biggest challenge will be getting his preparation right week in, week out.”

Little has seen the way clubs are run change dramatically since his early days and his philosophy is that while delegation is now

essential, strong leadership from the man at the helm remains imperative for success.

“For me, there has to be a chief... a focal point through which everything at a club flows,” he added. “It’s good to delegate and to have different people giving their opinions, but it doesn’t work, in my experience, if there are lots of people making the decisions.

The manager should make the big decisions because he’s the one who knows everything that is going on across a club, right down to knowing if a player’s children are not very well.”

One of the founding LMA committee members when at Darlington, Little has served alongside the likes of George Graham, Graham Taylor and Ferguson, which he admits ‘was a little daunting at first.’ He said: “If you have any problems then it’s fantastic to have something like the LMA there to support you and back you up.”

2003

Named Tranmere manager

1998

Appointed as boss of Stoke City

2007

Takes reins at Wrexham

1999

2009

Appointed boss at Gainsborough

Takes job at West Brom

2000

Moves north to Hull City

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post match interview

london calling Bill Furniss, coach to 2008 double Olympic swimming champion Rebecca Adlington, takes our call....

Rumour has it swimmers are early risers... what time did you get up this morning?

I was up at just before 5am and we started Rebecca’s training at 6.15am. We do two hours each morning and then another two in the evening, making 10 sessions per week. On top of that we also do three to four gym sessions.

There are often competitions at the weekends, where the warm-up can start at 7am, so there’s not much room for lying in bed.

After such hard days, are you too tired to catch ‘The Apprentice’ on television?

Rebecca normally goes to bed about 9 o’clock and I won’t be much later, so not really. It does affect your social life and I tend to end up going to bed earlier and earlier as the week goes on. At least Rebecca manages to get a power nap for a couple of hours in the day. It’s a lot of hard work, so she needs it.

Wednesday morning is heaven because that is the one guaranteed time of the week I get to myself.

Talent helps, but I have a saying…

‘Work beats talent when talent doesn’t work’”

Rebecca Adlington has become one of the stars of world swimming with the help of long-term coach Bill Furniss.

You spend so much time with Rebecca, do you ever fall out?

I can honestly say that in all the 12 years I’ve been working with her, I think we’ve only ever had one bust-up. I’ve had other swimmers tell me to get in and have a go if I think I can do any better, but not her – she wants it so much. If anything the biggest problem is holding her back and saying that’s enough for one day. She understands that we are there to do a job and the intensity is there with her training all the time. She only gets annoyed when others don’t have the same attitude.

Is the main part of your role now to keep Rebecca in a good place mentally?

That is part of it, but it is the whole package, from planning every session and her schedule, to watching every stroke she does. It’s not just what you’re doing at the pool… you know about everything they are doing. Because of that, you can ‘read’ who you’re coaching and know exactly what they are thinking - when they need pushing and when to hold back to get the best out of every situation. That’s a relationship that builds over time.

How has your role in coaching Rebecca changed down the years?

It’s become less autocratic and more democratic as the years have gone by - more of a partnership now. When you are working with someone who becomes a world-class athlete, you have to make that shift. There’s obviously going to be a different dynamic working with Rebecca than an age group swimmer and you have to be prepared to move along the spectrum.

So is it quite unusual for a swimmer to still be with their first coach?

Absolutely - very unusual. More often than not, as people get better, they change coaches and she could work with anyone in the world, pretty much anywhere in the world.

But even though the facilities she uses aren’t the best, she’s still here in Nottingham with me because I think she values the relationship we have and how we work well together.

Do you know from an early age that a swimmer has a chance of making it big?

You can’t really pick them out from that early on, but I think by the time they are 16 or 17 you do realise if someone has got that bit of something special. By that stage, some people are never going to improve beyond a certain point no matter what you work on with them. The really successful people in sport continue to improve technically, physically and mentally all the time.

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Is it more about talent or training in finding the world beaters?

Talent helps, obviously, but I have a saying…

‘Work beats talent when talent doesn’t work.’

If you don’t work hard at it, then someone who has talent and puts the effort in is going to beat you. Rebecca has got this innate capacity to push herself. It’s in her DNA. She’s a perfectionist and is driven to be the very best. My job is to help her along with that and make sure that technically, physically and physiologically she is in the right place.

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