The Manager - Issue 1

theManager Spring 2009

the

Manager The magazine of the League Managers Association

Issue 1 £5.00

Small steps Plus: PHIL BROWN

SAM ALLARDYCE Darren ferguson barry fry TONY PARKES

moyes’ magic the everton

boss on getting more from less KEEP ‘EM RINGiNG: TILLS AND TURNSTiLES PRICELESS – HOW MUCH IS YOUR TEAM WORTH? BACK FROM THE BRINK: HOW TO FAIL WELL PETER REID & GIANFRANCO ZOLA on the value of foreign exchange

comment editor

Face the challenges, set realistic expectations and then learn from what transpires. Because what doesn’t kill you makes you stronger The past quarter-season has been nothing if not turbulent. And some stark lessons will, or should, have been drummed home: our businesses and clubs, their competitive positions and the security of our revenue and our jobs are all incredibly fragile.

Complacency is dangerous; it’s time to rally the team.

When the results don’t go their way, good leaders are in their element. Given half a chance, they’ll relish the challenge to bolster team morale, communicate shifting strategies, and keep pushing for the wins. At times like this, managers need a thick skin and brass balls. They may need to make some bold, often unappetising, decisions in order to ease cashflow or put an end to a painful goal drought. They take the brunt of the pressure when competition is fierce, and are first for the chop when customers, owners and stakeholders aren’t satisfied.

But customers, owners and stakeholders should have faith in them. Everton’s David Moyes is fortunate to have had that support. Despite never having had the kind of budgets available to the big four clubs, his team are fighting it out with the best of them. In this maiden edition of The Manager, we ask Moyes what many small businesses need to know right now – how do you get more from less?

Some managers will inevitably fail; others already have. Perhaps their club or company wasn’t robust enough to compete in the tough new environment. Maybe they made decisions too late or with too much haste. Perhaps the team around them was simply not motivated or experienced enough to deliver the goods.

Speaking at a recent League Managers Association charity dinner, Stuart Pearce said, “The best managers see a problem before it happens. That takes experience.”

And, as we discover in this issue, experience comes not only from the highs in life, but from the lowest of the lows. Sam Allardyce and Phil Brown are among those to recall how the troughs in their career made them better managers.

As if businesses aren’t facing enough challenges this year, the negative British attitude to failure is compounding their problems, says Lord Digby Jones in our exclusive interview. At a time of recession and relegation, positive psychology has never been more important. Face the challenges, set realistic expectations and then learn from what transpires. Because what doesn’t kill you makes you stronger, and success out of failure is all the sweeter.

Alice Hoey Editor

Published for the LMA by Caspian Publishing Ltd. Opinions expressed by contributors are their own. Reproduction in whole or in part without written permission is strictly prohibited. Publishing enquiries: 020 7368 7177 Fax: 020 7368 7178 www.caspianpublishing.co.uk Editor: Alice Hoey Group editor: Keith Ryan Account manager: Tina Franz Creative director: Nick Dixon Art editor: David Twardawa/Clare Meredith Production manager: Karen Gardner Business development director: Frances Hughes Founder and communications director: Matthew Rock Founder and editorial director: Stuart Rock Picture credits: Action Images/Getty Images/Alamy/Rex Features/ istockphoto The League Managers Association The Camkin Suite, 1 Pegasus House, Tachbrook Park, Warwick CV34 6LW Tel: 01926 831 556 Email: lma@lmasecure.com www.leaguemanagers.com For annual subscription (£20 for four issues): 020 7368 7200 Fax: 020 7368 7201 or subscribe online at www.themanagermagazine.com

leader chief executive

On behalf of the League Managers Association (LMA), welcome to the first edition of The Manager for 2009.

This year has already presented some considerable challenges. Volatile global economics and instability in once bullet-proof industries have meant that all of us – whether politician, senior figure in business or football manager – have had to rethink how we do things.

Clubs and their owners are by no means immune to the problems manifesting themselves in other industries.

The LMA’s members – managers in the top four English leagues – face much the same challenges as any business: exchange rate movements significantly impact on the import and export of talent; and a deep and prolonged nationwide recession has a knock-on

There are times when need to find new ways to ride out the storm.

This issue of The Manager provides a real insight into how some of the countries, most successful leaders in football respond when times get tough. And they industries and have in their toolbox a wide range of skills to do the job effectively. From budgeting and recruitment to communication, the multi-faceted nature of individuals the manager’s job is something we aim to highlight in this magazine.

There are times when countries, industries and individuals must embrace must embrace change in order to survive and grow. Football is no different. England’s bid change in for the 2018 World Cup is admirable, but in the shorter-term the order to survive development of the National Football Centre will be vital for the future success of the game. Of course, change is often met with resistance and can and grow. be difficult to implement. But it is at times like these that consensus Football is no thinking, focused on one clear objective, is essential in order to achieve a positive outcome. different In recent months, the LMA and the Professional Footballers’ Association effect on fans’ spending power and, therefore, on clubs’ core revenue.

Football managers, like their counterparts in other business sectors, will

have come together with managers and players to form a working party to review the systems and processes in refereeing and decision-making. The objective is not to find fault or assign blame, but to table proposals for improvements in the system. This will lead to better decisions on the pitch. We look forward to working with the game and all its stakeholders to effect positive change and embrace new thinking. Doing so has never been more important, in any business.

Richard Bevan the league managers association

Keep up to date with the latest news and events about the League Managers Association at www.leaguemanagers.com

spring issue the line-up

08

20

12

08 david moyes

36 team game

the Coca-Cola Championship?

The Everton manager has achieved

There are more than 11 people in a

ProZone investigates.

the holy grail of business – support,

football team. Meet the key players

longevity and success – and all on

at Plymouth Argyle.

40 the caretaker 12 bouncebackability Few career assents are without

56 pass it on The work of The Prince’s Trust

limited resources. We ask how.

The job of interim

demonstrates the powerful role that sport can play in the community.

manager has become

their tumbles. But, say Sam

highly valued in

58 park life

Allardyce and Phil Brown,

business. And,

Spotlight on the state-of-the-art

failure can be a very positive

says Blackpool’s

facilities at Middlesbrough FC’s

thing for development.

Tony Parkes, it

Rockliffe Park.

16 priceless

50 can be a great career move.

As bonuses are slashed in the anything from big business when

44 what’s in a name?

it comes to valuing their assets.

Darren Ferguson and Barry Fry

With Lawrie Sanchez.

are proof that the director of

City, could football clubs learn

24

football model can work.

20 lord digby jones Why British businesses need foreign

46 the professionals

talent and positive leadership.

A head teacher, an air traffic controller and a football

24 thick and thin

manager have more in common

How to keep your customers loyal

than you might think.

and spending through a recession.

50 foreign exchange 28 stargazing

Experience of work abroad has

Could you spot the rare talent in a

become a major plus on the

room full of wanabees? We meet the

pitch and in the boardroom.

men who can.

Gianfranco Zola and Peter Reid

62 lma news

speak from experience.

Highlights from the LMA’s inaugural

32 under the spotlight

president’s dinner with Fabio Capello.

To a good leader the media is a

54 divided we stand

valuable tool, says The FA’s

What do Barclays Premier League

64 season’s best

Adrian Bevington.

teams do differently from those in

Who were the high achievers?

The Manager

Kickingoff

FROM THE MOUTHS OF MANAGERS: POSITIVE PSYCHOLOGY

News and views from the season so far

HOW TO DEFY A DOWNTURN their significantly increased revenue.

Be prepared for any eventuality: “Experience tells

Meanwhile, two of the three new

me we could go [to the opponent] next week, get a

entrants to the Money League,

deflected shot off someone’s backside and be out of

»

WHAT CAN WE LEARN FROM DELOITTE’S 2007/08 FOOTBALL MONEY LEAGUE?

Fenerbahce and VfB Stuttgart, made Football is a growth industry

it due to the revenue boost from

All but two of the clubs in the Money

competing in the Champions League.

League increased their revenue in the

TV rights can also be great for

2007/08 season, with every one in the

cashflow. Broadcast revenue from

top 20 generating more than ¤100m.

the Barclays Premier League – which generates a higher value of broadcast rights than any other football league – were largely responsible for the third new entrant, Manchester City.

Europe is the market leader All of the top 20 clubs in Deloitte’s Money League are European, seven of them English. This would have been higher were it not for the pound’s depreciation against the euro.

Clubs can’t be complacent Paul Rawnsley, director in Deloitte’s Sports Business Group, said, “The unique nature of the football industry will enable major clubs to be relatively resistant to the economic downturn. Clubs’ match attendances are holding up

increased by six per cent to £3.1bn,

well and clubs in each of England,

three times that in 1996/97, when the

Germany, France and Spain have TV

first Money League was published.

deals secured well into the future at enhanced levels.” But he added that

Revenue isn’t just about results

clubs will have to work hard on their

Bayern Munich, now in fourth position,

matchday and commercial revenue

was the biggest climber in this year’s

streams in the next few years.

top ten, despite not competing in the

It’s worth remembering that this

Champions League. Bayern’s revenues

year’s Money League uses figures for

were boosted by its acquisition of the

the 2007/08 season, which fell largely

club’s home ground, the Allianz Arena.

before the economic downturn kicked

Winning, of course, does help.

in. It won’t be until the results for

Manchester United’s triumph in the

the current season, and more so the

Barclays Premier League and UEFA

2009/10 season, that the impact of the

Champions League contributed to

recession on clubs will become clear.

The Manager

Many firms are responding to the downturn with positive talent management: 55% are developing more in-house talent 45% are focusing on essential development 43% are continuing to recruit key talent 35% are increasing focus on employee retention (Source:CIPD)

»

Combined revenue of the top 20 clubs

The FA Cup” Sir Alex Ferguson, Manchester United

Upside

Downside So far this season: 28 football managers have lost their jobs Bournemouth and Portsmouth are each on their third manager

Deal with criticism of individuals positively: “My team is more than the sum of its parts” Jose Mourinho, Inter Milan Avoid complacency:

WHO’D BE ON YOUR TEAM?

According to a survey by business networking site BT Tradespace, the celebrity that small businesses would most like on their payroll is TV presenter, author and allround intellectual wit Stephen Fry (above). Nearly half of those polled picked Fry for their side, with Sir Alan Sugar coming a distant second with 23 per cent of the votes.

Third place went somewhat surprisingly to singer and presenter Cheryl Cole, beating the BBC’s economics tsar, Robert Peston, by an impressive four places. While one might think Peston would come in particularly handy during a recession, Cole would certainly get your firm noticed. Imagine if they worked for you:

1 Stephen Fry – next year’s Christmas quiz is going to be tough!

2 Sir Alan Sugar – hate firing people? Stick Sir Alan in HR 3 Cheryl Cole – under her spell, clients will sign just about anything 4 Lewis Hamilton – 100 per cent punctuality, guaranteed 5 Simon Cowell – the new face of the business, whether you like it or not 6 Kelly Brook – free tickets to the rugby!

7 Robert Peston – just follow his advice so he can’t say “I told you so” 8 Peter Kay – corporate entertaining will be a doddle from now on 9 Victoria Beckham – well, the staff uniform could do with a re-design 10 Jamie Oliver – in the canteen. Bing, bang, bosh – happy workers

Don’t even suggest it is an easy game. Look at it this way. A greyhound sees a rabbit, which starts running. The greyhound fancies a bit of snap, but the rabbit fancies his life.

Who runs the hardest?

The rabbit. That’s my view on life Mick McCarthy (above), Wolverhampton Wanderers Ask for commitment: “[The team] have to sleep in the kitchen, drink only water and have proper food. I tell them to send their wives away and have a very good sleep. They have to live like monks” Mark Wotte, Southampton Lay down the challenge: “Nobody’s going to trip over the finish line. You’ve got to be going at full pelt to be playing in the top division” Steve Coppell, Reading Say it like it is: “There are two scenarios. It’s an anagram. If I get promoted I’m a god, and if we don’t I’m a dog” Mick McCarthy

by Roberto Forzoni, performance psychologist and consultant www.robertoforzoni.com

The Manager

Kickingoff

FROM THE MOUTHS OF MANAGERS: POSITIVE PSYCHOLOGY

News and views from the season so far

HOW TO DEFY A DOWNTURN their significantly increased revenue.

Be prepared for any eventuality: “Experience tells

Meanwhile, two of the three new

me we could go [to the opponent] next week, get a

entrants to the Money League,

deflected shot off someone’s backside and be out of

»

WHAT CAN WE LEARN FROM DELOITTE’S 2007/08 FOOTBALL MONEY LEAGUE?

Fenerbahce and VfB Stuttgart, made Football is a growth industry

it due to the revenue boost from

All but two of the clubs in the Money

competing in the Champions League.

League increased their revenue in the

TV rights can also be great for

2007/08 season, with every one in the

cashflow. Broadcast revenue from

top 20 generating more than ¤100m.

the Barclays Premier League – which generates a higher value of broadcast rights than any other football league – were largely responsible for the third new entrant, Manchester City.

Europe is the market leader All of the top 20 clubs in Deloitte’s Money League are European, seven of them English. This would have been higher were it not for the pound’s depreciation against the euro.

Clubs can’t be complacent Paul Rawnsley, director in Deloitte’s Sports Business Group, said, “The unique nature of the football industry will enable major clubs to be relatively resistant to the economic downturn. Clubs’ match attendances are holding up

increased by six per cent to £3.1bn,

well and clubs in each of England,

three times that in 1996/97, when the

Germany, France and Spain have TV

first Money League was published.

deals secured well into the future at enhanced levels.” But he added that

Revenue isn’t just about results

clubs will have to work hard on their

Bayern Munich, now in fourth position,

matchday and commercial revenue

was the biggest climber in this year’s

streams in the next few years.

top ten, despite not competing in the

It’s worth remembering that this

Champions League. Bayern’s revenues

year’s Money League uses figures for

were boosted by its acquisition of the

the 2007/08 season, which fell largely

club’s home ground, the Allianz Arena.

before the economic downturn kicked

Winning, of course, does help.

in. It won’t be until the results for

Manchester United’s triumph in the

the current season, and more so the

Barclays Premier League and UEFA

2009/10 season, that the impact of the

Champions League contributed to

recession on clubs will become clear.

The Manager

Many firms are responding to the downturn with positive talent management: 55% are developing more in-house talent 45% are focusing on essential development 43% are continuing to recruit key talent 35% are increasing focus on employee retention (Source:CIPD)

»

Combined revenue of the top 20 clubs

The FA Cup” Sir Alex Ferguson, Manchester United

Upside

Downside So far this season: 28 football managers have lost their jobs Bournemouth and Portsmouth are each on their third manager

Deal with criticism of individuals positively: “My team is more than the sum of its parts” Jose Mourinho, Inter Milan Avoid complacency:

WHO’D BE ON YOUR TEAM?

According to a survey by business networking site BT Tradespace, the celebrity that small businesses would most like on their payroll is TV presenter, author and allround intellectual wit Stephen Fry (above). Nearly half of those polled picked Fry for their side, with Sir Alan Sugar coming a distant second with 23 per cent of the votes.

Third place went somewhat surprisingly to singer and presenter Cheryl Cole, beating the BBC’s economics tsar, Robert Peston, by an impressive four places. While one might think Peston would come in particularly handy during a recession, Cole would certainly get your firm noticed. Imagine if they worked for you:

1 Stephen Fry – next year’s Christmas quiz is going to be tough!

2 Sir Alan Sugar – hate firing people? Stick Sir Alan in HR 3 Cheryl Cole – under her spell, clients will sign just about anything 4 Lewis Hamilton – 100 per cent punctuality, guaranteed 5 Simon Cowell – the new face of the business, whether you like it or not 6 Kelly Brook – free tickets to the rugby!

7 Robert Peston – just follow his advice so he can’t say “I told you so” 8 Peter Kay – corporate entertaining will be a doddle from now on 9 Victoria Beckham – well, the staff uniform could do with a re-design 10 Jamie Oliver – in the canteen. Bing, bang, bosh – happy workers

Don’t even suggest it is an easy game. Look at it this way. A greyhound sees a rabbit, which starts running. The greyhound fancies a bit of snap, but the rabbit fancies his life.

Who runs the hardest?

The rabbit. That’s my view on life Mick McCarthy (above), Wolverhampton Wanderers Ask for commitment: “[The team] have to sleep in the kitchen, drink only water and have proper food. I tell them to send their wives away and have a very good sleep. They have to live like monks” Mark Wotte, Southampton Lay down the challenge: “Nobody’s going to trip over the finish line. You’ve got to be going at full pelt to be playing in the top division” Steve Coppell, Reading Say it like it is: “There are two scenarios. It’s an anagram. If I get promoted I’m a god, and if we don’t I’m a dog” Mick McCarthy

by Roberto Forzoni, performance psychologist and consultant www.robertoforzoni.com

The Manager

»

cover story

Moyes’magic Under the leadership of David Moyes, Everton have found consistent success and a place among the biggest clubs in the country. Yet they have a fraction of the resources.

What’s the secret to exceeding expectations on a budget? interview: Sue mccann photography: Richard Gleed Q You were still a player when

always hoped that one day I would

you got your first management

be a manager and I thought I could

job, but you certainly weren’t

get myself noticed. As well as

unprepared. How important

equipping me with the necessary

was that?

skills for the job, the courses were excellent networking opportunities.

A I had made a real effort to get

Preparation is absolutely

out there and improve myself. I

essential. When your first chance

qualified as a coach when I was

at management comes along you

about 23 years old, but continued

are judged very quickly. Lose the

to attend coaching courses for

first six games and you could be

several years after that. I enjoyed

out of a job. It’s important to be

the learning experience, which

prepared so you can get off to a

came as much from being around

good start.

people in the football industry as the courses themselves.

While it wasn’t necessary, I

Q Have you always been immersed in, and dedicated to, football?

took both the Scottish and English qualifications to show that I could

A It has always been my hobby as

be a coach in both countries.

well as my profession. Ahead of

Initially, I completed the courses

the World Cup in France in 1998,

to become a better player, but I

I wrote to a few national sides to

The Manager

The Manager

»

cover story

Moyes’magic Under the leadership of David Moyes, Everton have found consistent success and a place among the biggest clubs in the country. Yet they have a fraction of the resources.

What’s the secret to exceeding expectations on a budget? interview: Sue mccann photography: Richard Gleed Q You were still a player when

always hoped that one day I would

you got your first management

be a manager and I thought I could

job, but you certainly weren’t

get myself noticed. As well as

unprepared. How important

equipping me with the necessary

was that?

skills for the job, the courses were excellent networking opportunities.

A I had made a real effort to get

Preparation is absolutely

out there and improve myself. I

essential. When your first chance

qualified as a coach when I was

at management comes along you

about 23 years old, but continued

are judged very quickly. Lose the

to attend coaching courses for

first six games and you could be

several years after that. I enjoyed

out of a job. It’s important to be

the learning experience, which

prepared so you can get off to a

came as much from being around

good start.

people in the football industry as the courses themselves.

While it wasn’t necessary, I

Q Have you always been immersed in, and dedicated to, football?

took both the Scottish and English qualifications to show that I could

A It has always been my hobby as

be a coach in both countries.

well as my profession. Ahead of

Initially, I completed the courses

the World Cup in France in 1998,

to become a better player, but I

I wrote to a few national sides to

The Manager

The Manager

»

cover story

request access to their

job, but at times it’s just part

training sessions; I wanted

and parcel of this business.

to observe different

I have learned that even the

coaching methods. Only

best managers have to face

Scotland said yes, but I

bad times. If a World

travelled to France anyway

Cup winner like Luiz Felipe

to watch some matches,

Scolari can lose his job after

see the different styles of

less than seven months, then

play and learn. I have gone

we are all susceptible.

Money isn’t everything.

If you work hard enough, there are other ways of getting there

on to do similar things Q You’ve consistently

since then.

challenged the big four clubs,

The Scottish Football Association and the

despite having comparatively

Professional Footballers’

modest spending power.

Association both helped

What’s your secret?

me out during a period when finances were a bit tight, and I’ll always be thankful for their help.

Q You’ve been in management for ten years. How have you adapted your style since the early days?

A As a player, I used to take notes

We do well with what we have and we reward that success

on any training sessions or drills

A We’ve worked hard at Everton to make the right recruitment decisions. Like the majority of football managers, I have limited resources, so I look for value for money and try to get the best out of what I have.

When I first came to the club, I knew that there wouldn’t be much money available, so I simply asked

that I enjoyed. I still look back at

not someone who gets too high

to be allowed to develop the

them today. Since then, things have

when you win and too low when

team. The board agreed and the

changed – the profile of the game,

you lose. I have been very fortunate;

result has been a period of stability

the longevity of managers – but the

my chairman at Preston set a great

and growth.

same principles of coaching can

example to me, and at Everton I

still be adjusted and applied to the

have been allowed to get on with

had was taking Everton into the

modern game.

Probably the biggest thrill I have

my job. Interference from club

Champions League qualifiers. Every

One of the biggest challenges

chairmen and owners has become a

year people say it can’t be done, but

for a manager today is leading a

real problem for some managers. My

I felt, and still feel, determined to

team of players from all over the

advice to aspiring young managers

prove them wrong.

world. You have to adapt your

is to interview the chairman, rather

management style, and respect the

than let him interview you.

needs of foreign players as they

When Everton managed to break in with a modest budget it showed

In 2005, Everton beat local rivals Liverpool to a place in the Champions League qualifiers.

than we do, and this has to temper

techniques that could give my

spirit. I respect the players and

our expectations.

team the edge in football’s

expect it back from them in return.

that money isn’t everything. If you

competitive marketplace.

try to fit into an unfamiliar culture

Q You battled relegation in your

work hard enough and enjoy a

Q How would you describe your

and practices. Over the years, I

second season as Everton manager,

little luck, there are other ways of

management style?

have become more relaxed and less

but the board stuck by you…

achieving success.

intense as a manager. I think that

We have pride in ourselves

I never take my position as

and how we do our jobs, and try

Everton manager for granted.

to be disciplined and controlled,

As well as reviewing my team’s

while showing the supporters

A Whether in football or any

performance following a game,

that we are playing for them.

transition comes with confidence

A The chairman and I knew we

Q Success raises expectations. How

business sector, as a manager you

I assess my own. I examine the

Friendship comes from winning

and experience.

needed to turn the club around. I

do you deal with that?

have to believe in your own ability

decisions I made and then try to

and from mutual respect.

and be able to convey your ideas to

learn from that.

wanted to bring in some younger

We have a low turnover of

Q How important is the relationship

players, and that was always

A It’s a manager’s job to raise

between a manager and the board?

going to create a period of

expectations, as it means you’re

Q How do you get a team to work

business model. We don’t break the

instability. We had one bad season,

doing well. Expectations have risen

embrace change and adapt your

at their best – is it about fear,

bank on wages or expensive players,

A The manager’s relationship with

but I never felt that my job was

at Everton over the last five or six

approach accordingly. I believe

respect, pride or friendship?

but we do well with what we have

his chairman is probably the most

under threat during that time.

years and I see this as progress.

in ongoing self-development and

your team.

It is important to recognise and

players, partly because of our

and we reward that success. The

important of all. You need someone

It’s not easy to read and hear

Realistically though, other clubs

am always on the lookout for any

A Giving the players a framework

team will always be more important

who can support and work with you,

speculation that you might lose your

have greater financial backing

new training methods, tactics or

of all of those things breeds team

than any individual.

10 The Manager

The Manager 11

»

cover story

request access to their

job, but at times it’s just part

training sessions; I wanted

and parcel of this business.

to observe different

I have learned that even the

coaching methods. Only

best managers have to face

Scotland said yes, but I

bad times. If a World

travelled to France anyway

Cup winner like Luiz Felipe

to watch some matches,

Scolari can lose his job after

see the different styles of

less than seven months, then

play and learn. I have gone

we are all susceptible.

Money isn’t everything.

If you work hard enough, there are other ways of getting there

on to do similar things Q You’ve consistently

since then.

challenged the big four clubs,

The Scottish Football Association and the

despite having comparatively

Professional Footballers’

modest spending power.

Association both helped

What’s your secret?

me out during a period when finances were a bit tight, and I’ll always be thankful for their help.

Q You’ve been in management for ten years. How have you adapted your style since the early days?

A As a player, I used to take notes

We do well with what we have and we reward that success

on any training sessions or drills

A We’ve worked hard at Everton to make the right recruitment decisions. Like the majority of football managers, I have limited resources, so I look for value for money and try to get the best out of what I have.

When I first came to the club, I knew that there wouldn’t be much money available, so I simply asked

that I enjoyed. I still look back at

not someone who gets too high

to be allowed to develop the

them today. Since then, things have

when you win and too low when

team. The board agreed and the

changed – the profile of the game,

you lose. I have been very fortunate;

result has been a period of stability

the longevity of managers – but the

my chairman at Preston set a great

and growth.

same principles of coaching can

example to me, and at Everton I

still be adjusted and applied to the

have been allowed to get on with

had was taking Everton into the

modern game.

Probably the biggest thrill I have

my job. Interference from club

Champions League qualifiers. Every

One of the biggest challenges

chairmen and owners has become a

year people say it can’t be done, but

for a manager today is leading a

real problem for some managers. My

I felt, and still feel, determined to

team of players from all over the

advice to aspiring young managers

prove them wrong.

world. You have to adapt your

is to interview the chairman, rather

management style, and respect the

than let him interview you.

needs of foreign players as they

When Everton managed to break in with a modest budget it showed

In 2005, Everton beat local rivals Liverpool to a place in the Champions League qualifiers.

than we do, and this has to temper

techniques that could give my

spirit. I respect the players and

our expectations.

team the edge in football’s

expect it back from them in return.

that money isn’t everything. If you

competitive marketplace.

try to fit into an unfamiliar culture

Q You battled relegation in your

work hard enough and enjoy a

Q How would you describe your

and practices. Over the years, I

second season as Everton manager,

little luck, there are other ways of

management style?

have become more relaxed and less

but the board stuck by you…

achieving success.

intense as a manager. I think that

We have pride in ourselves

I never take my position as

and how we do our jobs, and try

Everton manager for granted.

to be disciplined and controlled,

As well as reviewing my team’s

while showing the supporters

A Whether in football or any

performance following a game,

that we are playing for them.

transition comes with confidence

A The chairman and I knew we

Q Success raises expectations. How

business sector, as a manager you

I assess my own. I examine the

Friendship comes from winning

and experience.

needed to turn the club around. I

do you deal with that?

have to believe in your own ability

decisions I made and then try to

and from mutual respect.

and be able to convey your ideas to

learn from that.

wanted to bring in some younger

We have a low turnover of

Q How important is the relationship

players, and that was always

A It’s a manager’s job to raise

between a manager and the board?

going to create a period of

expectations, as it means you’re

Q How do you get a team to work

business model. We don’t break the

instability. We had one bad season,

doing well. Expectations have risen

embrace change and adapt your

at their best – is it about fear,

bank on wages or expensive players,

A The manager’s relationship with

but I never felt that my job was

at Everton over the last five or six

approach accordingly. I believe

respect, pride or friendship?

but we do well with what we have

his chairman is probably the most

under threat during that time.

years and I see this as progress.

in ongoing self-development and

your team.

It is important to recognise and

players, partly because of our

and we reward that success. The

important of all. You need someone

It’s not easy to read and hear

Realistically though, other clubs

am always on the lookout for any

A Giving the players a framework

team will always be more important

who can support and work with you,

speculation that you might lose your

have greater financial backing

new training methods, tactics or

of all of those things breeds team

than any individual.

10 The Manager

The Manager 11

»

psychology

the five stages of grief 1 Denial – “this can’t be happening” 2 Anger – “why the **** is this happening!”

3 Bargaining – “you’ve got to give us a couple of minutes extra time to turn this around” 4 Depression – “well, that’s it, we’re going down this season” 5 Acceptance – “some you win…”

Everyone faces failure or rejection at some point in their life.

Whether it’s a home defeat, an injury, relegation, insolvency or the sack, it’s how you deal with it that really counts.

What’s the secret to turning failure into success?

Bouncebackability Winston Churchill had a great

Nevertheless, facing failure

line: “Success consists of going

reversal of the failure, but three

positive thinking to every situation,

things you can do tomorrow or next

even minor setbacks, so when

week to contribute to your bounce-

major failure happens you’re

back, bearing in mind that the only

trained to be positive. “The hard

things you should worry about are

part is finding ways of choosing

things within your control.”

the positives without in any way ignoring, denying or dismissing

Positive thinking

the facts of the setback,” she

That period of acceptance and

adds. That’s often a question of

reflection is much easier if you have

establishing what she calls “the

a positive mindset.

locus of control” – understanding

“I think back to the bleak period

what you can influence, then

[after being sacked by Derby

using that control to effect an

County], when I was out of work

outcome positively.

for eight months and wondering if

It works. Ian Denny’s business

football had turned its back on me,”

went bust two years ago. During

says Hull City manager Phil Brown.

the insolvency process he drew on

“But, at the end of the day, you

advice from management coach

have to keep on believing that you

Hugh Jones about focusing on the

are the man and that you can do

things he could change.

the job.”

That kind of positive thinking

“He reminded us that a positive attitude had helped the company

is critical to bouncing back.

expand, and explained how to filter

Psychologists believe you can

out distractions using the ‘reticular

develop and fine-tune your

activator’ to focus on your goals,”

they face a major setback – but

particularly important – staff and

emotional resilience to ensure

Denny says. (The reticular activator

consciously – instead of passively

understanding what they mean can

colleagues are looking to you for a

you don’t get overwhelmed by

is the part of the brain that

from failure to failure without loss

accepting your fate – can have long-

be a great way of getting a more

lead on how to react.

negative thinking.

allows you to focus on a task – in

of enthusiasm.” But it’s Rudyard

lasting benefits. The trick, say the

objective view when things have

Kipling’s classic poem, If, that sums

experts, is to maintain an objective

gone utterly pear-shaped.

it up best: “If you can meet with

view of the situation; apply positive

The problem is that only the

Triumph and Disaster, And treat

thinking; communicate well with the

last phase – acceptance – is really

those two impostors just the same…

people around you; and learn from

useful to someone facing a crisis.

“A simple way of self-talking is

Yours is the Earth and everything

your mistakes.

“The most common reaction to a

to encapsulate the bad events as

setback is denial – and it can also

if they were a movie – then run it

when negative emotions are in

Facing failure

be the most dangerous response,”

backwards and forwards in your

play. You start to see setbacks as

advice for handling failure. But that

The “five stages of grief” (see

says Professor Khalid Aziz, whose

mind or even out loud, until it

permanent and universal; you

as staying focused on solutions,

doesn’t make it easy. How many

top right) apply as much to a

consultancy specialises in helping

becomes faintly ridiculous,” he says.

can’t see any alternative to your

resilient people tend to be able

managers get to keep their jobs,

major failure or rejection as they

businesspeople to communicate.

“Then use an active, not passive,

current predicament. But when

to keep setbacks in perspective.

even if they can hold onto their

do to a bereavement (although

“Denial means you don’t prepare

voice to describe it – so ‘we did this’,

you use positive emotions, you

“Positive people treat failure as

enthusiasm, after something ruinous

psychologists prefer the term

to meet the consequences of failure,

rather than ‘this happened to us’.

open up your mind – it creates a

temporary and specific – ‘we did

has happened?

“pathological depressive reaction”

and where a setback is foreseeable,

That helps you to see how much

sense that there are options, that

this wrong, and as a result that

to “grief” when the loss isn’t as

you don’t do something about

control you have over the setback.

you have choices.”

happened; now we know better, we

shareholders are happy to write it

serious as a death). Not everyone

it until it’s too late.” For people

“Then you need to set limited

off as a mere “impostor”?

experiences all of them each time

in leadership positions, this is

aims for recovery – not a complete

that’s in it…”

Clearly, there’s no shortage of

How many chairmen or

12 The Manager

That’s why it’s important to find

“That ability to fight harder

primitive times, it would improve

that sense of objectivity as soon

when things get tough is the very

concentration on hunting food or

as possible. Aziz recommends a

definition of resilience,” says Danielle

escaping from danger.)

process he calls “self-talk”.

Heffernan, psychologist at business coaching centre The Mind Gym. “Bouncing back is much harder

Heffernan says one of the secrets to making this work is applying

The result? Denny and his core team were able to set up a new business immediately and ensure their customers weren’t let down.

Heffernan explains that, as well

won’t fail again,’” she says. “That ability to isolate failure is crucial,

The Manager 13

»

psychology

the five stages of grief 1 Denial – “this can’t be happening” 2 Anger – “why the **** is this happening!”

3 Bargaining – “you’ve got to give us a couple of minutes extra time to turn this around” 4 Depression – “well, that’s it, we’re going down this season” 5 Acceptance – “some you win…”

Everyone faces failure or rejection at some point in their life.

Whether it’s a home defeat, an injury, relegation, insolvency or the sack, it’s how you deal with it that really counts.

What’s the secret to turning failure into success?

Bouncebackability Winston Churchill had a great

Nevertheless, facing failure

line: “Success consists of going

reversal of the failure, but three

positive thinking to every situation,

things you can do tomorrow or next

even minor setbacks, so when

week to contribute to your bounce-

major failure happens you’re

back, bearing in mind that the only

trained to be positive. “The hard

things you should worry about are

part is finding ways of choosing

things within your control.”

the positives without in any way ignoring, denying or dismissing

Positive thinking

the facts of the setback,” she

That period of acceptance and

adds. That’s often a question of

reflection is much easier if you have

establishing what she calls “the

a positive mindset.

locus of control” – understanding

“I think back to the bleak period

what you can influence, then

[after being sacked by Derby

using that control to effect an

County], when I was out of work

outcome positively.

for eight months and wondering if

It works. Ian Denny’s business

football had turned its back on me,”

went bust two years ago. During

says Hull City manager Phil Brown.

the insolvency process he drew on

“But, at the end of the day, you

advice from management coach

have to keep on believing that you

Hugh Jones about focusing on the

are the man and that you can do

things he could change.

the job.”

That kind of positive thinking

“He reminded us that a positive attitude had helped the company

is critical to bouncing back.

expand, and explained how to filter

Psychologists believe you can

out distractions using the ‘reticular

develop and fine-tune your

activator’ to focus on your goals,”

they face a major setback – but

particularly important – staff and

emotional resilience to ensure

Denny says. (The reticular activator

consciously – instead of passively

understanding what they mean can

colleagues are looking to you for a

you don’t get overwhelmed by

is the part of the brain that

from failure to failure without loss

accepting your fate – can have long-

be a great way of getting a more

lead on how to react.

negative thinking.

allows you to focus on a task – in

of enthusiasm.” But it’s Rudyard

lasting benefits. The trick, say the

objective view when things have

Kipling’s classic poem, If, that sums

experts, is to maintain an objective

gone utterly pear-shaped.

it up best: “If you can meet with

view of the situation; apply positive

The problem is that only the

Triumph and Disaster, And treat

thinking; communicate well with the

last phase – acceptance – is really

those two impostors just the same…

people around you; and learn from

useful to someone facing a crisis.

“A simple way of self-talking is

Yours is the Earth and everything

your mistakes.

“The most common reaction to a

to encapsulate the bad events as

setback is denial – and it can also

if they were a movie – then run it

when negative emotions are in

Facing failure

be the most dangerous response,”

backwards and forwards in your

play. You start to see setbacks as

advice for handling failure. But that

The “five stages of grief” (see

says Professor Khalid Aziz, whose

mind or even out loud, until it

permanent and universal; you

as staying focused on solutions,

doesn’t make it easy. How many

top right) apply as much to a

consultancy specialises in helping

becomes faintly ridiculous,” he says.

can’t see any alternative to your

resilient people tend to be able

managers get to keep their jobs,

major failure or rejection as they

businesspeople to communicate.

“Then use an active, not passive,

current predicament. But when

to keep setbacks in perspective.

even if they can hold onto their

do to a bereavement (although

“Denial means you don’t prepare

voice to describe it – so ‘we did this’,

you use positive emotions, you

“Positive people treat failure as

enthusiasm, after something ruinous

psychologists prefer the term

to meet the consequences of failure,

rather than ‘this happened to us’.

open up your mind – it creates a

temporary and specific – ‘we did

has happened?

“pathological depressive reaction”

and where a setback is foreseeable,

That helps you to see how much

sense that there are options, that

this wrong, and as a result that

to “grief” when the loss isn’t as

you don’t do something about

control you have over the setback.

you have choices.”

happened; now we know better, we

shareholders are happy to write it

serious as a death). Not everyone

it until it’s too late.” For people

“Then you need to set limited

off as a mere “impostor”?

experiences all of them each time

in leadership positions, this is

aims for recovery – not a complete

that’s in it…”

Clearly, there’s no shortage of

How many chairmen or

12 The Manager

That’s why it’s important to find

“That ability to fight harder

primitive times, it would improve

that sense of objectivity as soon

when things get tough is the very

concentration on hunting food or

as possible. Aziz recommends a

definition of resilience,” says Danielle

escaping from danger.)

process he calls “self-talk”.

Heffernan, psychologist at business coaching centre The Mind Gym. “Bouncing back is much harder

Heffernan says one of the secrets to making this work is applying

The result? Denny and his core team were able to set up a new business immediately and ensure their customers weren’t let down.

Heffernan explains that, as well

won’t fail again,’” she says. “That ability to isolate failure is crucial,

The Manager 13

I look for perfection, and perfection is beyond success.

While I know that’s unattainable, it’s important to have it as a goal

was mortgaged to the hilt and there was

are a foolish man. I take experiences at

the phone stops ringing and

no way out. There were a lot of tears,

face value and try to educate myself from

you find you’re no longer

redundancies and even a little relief. We

them. The days when a manager might say

suffering from sleep

must have known that it was the only

“this is how we’ve done it for 100 years

depravation, which you

realistic option.

and this is the way we are still going to do

Then, all of a sudden,

it” are long gone.

generally do as a manager. I could go on holiday and see

How did you deal with it?

new places with my wife.

We couldn’t just shrug off our moral

and first team coach, Steve Parkin, have

My assistant manager, Brian Horton,

because as soon as you go into a

That means it’s easy to lose sight

situation believing you’re going to

of the things that are going well.

But I always intended to

obligations – we resisted the temptation

about 1,400 games behind them and they

Sam Allardyce certainly feels

return to management and I

to do a runner from friends and suppliers.

are still learning. So why not me?

We made every effort to keep people with us and to do the right thing. That meant

positive man; I set my sights high. One

calling everyone and explaining what was

thing that has surprised me is how quickly

happening, trying to find out how we

success has come around. Having sampled

could make it right.

the winds of change at Derby and seen

fail, you will.”

he benefited from his 11 months

started getting itchy feet

It’s good to talk

outside football, after a spell in the

after six months or so.

Staying positive and isolating

pressure cooker at St James’s Park.

setbacks sounds easy, but how

“It brings back a certain amount

does it work in practice? “It’s easy

of reality and clarity, because

to focus on the negatives,” says

as managers we live in such a

Denny. “But it was when we started

transparent and highly pressurised

talking with clients about how we

world,” he says. “When you are

might continue to provide support

doing the job 24/7 during the

– perhaps as a new company – that

season, year in and year out, you

we got really positive feedback.

have to be careful that it doesn’t

It was a springboard to help us

absorb your life and cloud

bounce back.”

your judgement.”

It’s not just a question of

And failures tend to teach us

What was your secret to bouncing back?

I look for perfection, and

We tried to confront every negative

perfection is beyond success.

aspect of the insolvency and turn

While I know that’s

it into a positive. For example, our

unattainable, it’s important

telecoms suppliers really

to have it as a goal.

appreciated our honesty about

Not everyone around you will

the situation. We knew if we

share that same goal of perfection, or your

could get a business started

Sam Allardyce, manager, Blackburn Rovers FC What happened?

ideas on where you should be going and

again, we would be able to

how you want to get there. I suppose half

provide them with many client

the job is convincing people, particularly

referrals. We couldn’t promise

When the takeover [of Newcastle United]

your owners or directors, that you know

what we didn’t have, so we found

happened, I tried to address the problem

better than them. Even though you are

anything we could control and

survivors

talking the ears off anyone

much more than successes. “Going

in ear-shot when your back’s

bust and then coming back was

against the wall. “Knowing who

one of the best things to have

immediately by saying that if I wasn’t their

employed as the expert, people will still

offered that instead. We had to

needs to be informed and what

happened to us,” says Denny.

man, fine, bring their own man in. But the

think they know better than you.

have the courage to ask for help

you’re going to say is important,”

“Learning from the experience

owners wanted me to carry on and I

I think the experience of failure or

says Aziz. “The messages must

was critical: now we know we’ll

wanted to give them a plan of the way

rejection – however unwanted at the time –

be consistent, with a different

never again lose sight of the things

forward. Unfortunately, for whatever

adds another dimension to

emphasis depending on who

that make us special. We are fully

reason, after the few months that I was

your management skills. It

you’re talking to.” You’re bound

focused on the things that matter.”

there, they chose not to go with that

teaches you something

to have different conversations

Prof Aziz also stresses the

strategy and to move me on.

to become a better

bouncebackability is down to

manager again.

personality, but forgiving

about the same setback with your

danger of not reflecting on – and

wife, your chairman and the media

learning from – setbacks. “The

How did you handle that?

– but each one can help you get

worst failures are the ones where

There was an angry period when it first

a perspective, and get closer to

you don’t really understand what’s

happened – then reflection. You run

bouncing back.

happened,” he says. “In many

through the whole scenario of what you

cases, you actually need to create

did and didn’t do. You question what

beleaguered by a failure, it’s usually

a culture of being prepared to fail

things you did well, what you could have

Ian Denny, MD of IT support company Multisolutions What happened?

because they haven’t shared their

– so long as the people involved

done better and what you would change.

Our failure was down to a

problems. People around them feel

retain their perspective, learn from

out of the loop, which deepens

it and can avoid the mistakes in the future.”

“Where people do feel

their despair and leaves them feeling let down as well,” Aziz says.

That’s not to say you have to fail to obtain a more balanced

A fresh start

perspective or learn lessons. But

For many people, a major setback

it is a reminder that there are

is actually the opportunity they

positives in life that it’s all too easy

need to re-establish a positive

to forget when times are tough.

mindset. The period leading up

Or, as social scientist Havelock Ellis

to a failure can involve intense

once said, “It is on our failures that

pressure – and the negative

we base a new and different and

emotions become overwhelming.

better success.”

14 The Manager

I’ve always been an ambitious and

how quickly people can turn against you

from a lot of suppliers, and to swallow our pride.

It would have been foolish to run away after we’d learned so

when you are trying to change, I was just

many lessons. A lot of

surprised at how rapidly things happened at Hull City.

I’m lucky that I came to this position at

mistakes and hoping to be

the right time, in charge of a tremendous

forgiven is also key, as is

football club. Life is all about the pathways

confidence and openness.

that you cross. I crossed my chairman Paul Duffen’s pathway and he crossed mine at

Phil Brown, manager, Hull City FC What happened?

the right time.

combination of factors, starting

I think I shifted the goalposts too fast at

What advice can you offer someone facing a setback?

your next move: you need to be honest

with the fact that the company was being

Derby County and tried to change

Analyse what went wrong and learn from

with yourself, review everything and make

run by a committee of external investors

people’s mentality too quickly. If the

it. Without the experience [of being

sure that your experiences help you to

who weren’t that close to the business. We

people around you don’t want to be

sacked at Derby County] I wouldn’t be

become a better manager.

were compromising every decision. Yet we

changed or aren’t as fast paced as you are,

able to do what I am doing today. The

did grow spectacularly; in a sense, we were

that won’t work. It has to be a slow

learning curve that I went up has stood me

complete change of life; suddenly I was

victims of our own success. Our lines of

process. I have been able to effect change

in tremendously good stead for what we

only responsible for myself and my family,

credit didn’t keep pace with the need for

at Hull City because they were ready for it.

are achieving at Hull City at this moment

rather than 60 or 70 people who

cash to sustain the growth. You could call

There was a desire to change.

in time.

automatically depend on you at a football

that naïve – everyone knows that lack of

club, plus the fans. There is a period of

cash is the thing that kills business.

How did you learn from it?

WORDS: RICHARD YOUNG MANAGER INTERVIEWS: SUE McCANN

That period of reflection is critical to

Then there is calm. I underwent a

adjustment when you feel rather uncomfortable and edgy.

Eventually, insolvency became the most obvious option. Everything we had

Development is key for any manager. If you don’t learn through feedback then you

The Manager 15

I look for perfection, and perfection is beyond success.

While I know that’s unattainable, it’s important to have it as a goal

was mortgaged to the hilt and there was

are a foolish man. I take experiences at

the phone stops ringing and

no way out. There were a lot of tears,

face value and try to educate myself from

you find you’re no longer

redundancies and even a little relief. We

them. The days when a manager might say

suffering from sleep

must have known that it was the only

“this is how we’ve done it for 100 years

depravation, which you

realistic option.

and this is the way we are still going to do

Then, all of a sudden,

it” are long gone.

generally do as a manager. I could go on holiday and see

How did you deal with it?

new places with my wife.

We couldn’t just shrug off our moral

and first team coach, Steve Parkin, have

My assistant manager, Brian Horton,

because as soon as you go into a

That means it’s easy to lose sight

situation believing you’re going to

of the things that are going well.

But I always intended to

obligations – we resisted the temptation

about 1,400 games behind them and they

Sam Allardyce certainly feels

return to management and I

to do a runner from friends and suppliers.

are still learning. So why not me?

We made every effort to keep people with us and to do the right thing. That meant

positive man; I set my sights high. One

calling everyone and explaining what was

thing that has surprised me is how quickly

happening, trying to find out how we

success has come around. Having sampled

could make it right.

the winds of change at Derby and seen

fail, you will.”

he benefited from his 11 months

started getting itchy feet

It’s good to talk

outside football, after a spell in the

after six months or so.

Staying positive and isolating

pressure cooker at St James’s Park.

setbacks sounds easy, but how

“It brings back a certain amount

does it work in practice? “It’s easy

of reality and clarity, because

to focus on the negatives,” says

as managers we live in such a

Denny. “But it was when we started

transparent and highly pressurised

talking with clients about how we

world,” he says. “When you are

might continue to provide support

doing the job 24/7 during the

– perhaps as a new company – that

season, year in and year out, you

we got really positive feedback.

have to be careful that it doesn’t

It was a springboard to help us

absorb your life and cloud

bounce back.”

your judgement.”

It’s not just a question of

And failures tend to teach us

What was your secret to bouncing back?

I look for perfection, and

We tried to confront every negative

perfection is beyond success.

aspect of the insolvency and turn

While I know that’s

it into a positive. For example, our

unattainable, it’s important

telecoms suppliers really

to have it as a goal.

appreciated our honesty about

Not everyone around you will

the situation. We knew if we

share that same goal of perfection, or your

could get a business started

Sam Allardyce, manager, Blackburn Rovers FC What happened?

ideas on where you should be going and

again, we would be able to

how you want to get there. I suppose half

provide them with many client

the job is convincing people, particularly

referrals. We couldn’t promise

When the takeover [of Newcastle United]

your owners or directors, that you know

what we didn’t have, so we found

happened, I tried to address the problem

better than them. Even though you are

anything we could control and

survivors

talking the ears off anyone

much more than successes. “Going

in ear-shot when your back’s

bust and then coming back was

against the wall. “Knowing who

one of the best things to have

immediately by saying that if I wasn’t their

employed as the expert, people will still

offered that instead. We had to

needs to be informed and what

happened to us,” says Denny.

man, fine, bring their own man in. But the

think they know better than you.

have the courage to ask for help

you’re going to say is important,”

“Learning from the experience

owners wanted me to carry on and I

I think the experience of failure or

says Aziz. “The messages must

was critical: now we know we’ll

wanted to give them a plan of the way

rejection – however unwanted at the time –

be consistent, with a different

never again lose sight of the things

forward. Unfortunately, for whatever

adds another dimension to

emphasis depending on who

that make us special. We are fully

reason, after the few months that I was

your management skills. It

you’re talking to.” You’re bound

focused on the things that matter.”

there, they chose not to go with that

teaches you something

to have different conversations

Prof Aziz also stresses the

strategy and to move me on.

to become a better

bouncebackability is down to

manager again.

personality, but forgiving

about the same setback with your

danger of not reflecting on – and

wife, your chairman and the media

learning from – setbacks. “The

How did you handle that?

– but each one can help you get

worst failures are the ones where

There was an angry period when it first

a perspective, and get closer to

you don’t really understand what’s

happened – then reflection. You run

bouncing back.

happened,” he says. “In many

through the whole scenario of what you

cases, you actually need to create

did and didn’t do. You question what

beleaguered by a failure, it’s usually

a culture of being prepared to fail

things you did well, what you could have

Ian Denny, MD of IT support company Multisolutions What happened?

because they haven’t shared their

– so long as the people involved

done better and what you would change.

Our failure was down to a

problems. People around them feel

retain their perspective, learn from

out of the loop, which deepens

it and can avoid the mistakes in the future.”

“Where people do feel

their despair and leaves them feeling let down as well,” Aziz says.

That’s not to say you have to fail to obtain a more balanced

A fresh start

perspective or learn lessons. But

For many people, a major setback

it is a reminder that there are

is actually the opportunity they

positives in life that it’s all too easy

need to re-establish a positive

to forget when times are tough.

mindset. The period leading up

Or, as social scientist Havelock Ellis

to a failure can involve intense

once said, “It is on our failures that

pressure – and the negative

we base a new and different and

emotions become overwhelming.

better success.”

14 The Manager

I’ve always been an ambitious and

how quickly people can turn against you

from a lot of suppliers, and to swallow our pride.

It would have been foolish to run away after we’d learned so

when you are trying to change, I was just

many lessons. A lot of

surprised at how rapidly things happened at Hull City.

I’m lucky that I came to this position at

mistakes and hoping to be

the right time, in charge of a tremendous

forgiven is also key, as is

football club. Life is all about the pathways

confidence and openness.

that you cross. I crossed my chairman Paul Duffen’s pathway and he crossed mine at

Phil Brown, manager, Hull City FC What happened?

the right time.

combination of factors, starting

I think I shifted the goalposts too fast at

What advice can you offer someone facing a setback?

your next move: you need to be honest

with the fact that the company was being

Derby County and tried to change

Analyse what went wrong and learn from

with yourself, review everything and make

run by a committee of external investors

people’s mentality too quickly. If the

it. Without the experience [of being

sure that your experiences help you to

who weren’t that close to the business. We

people around you don’t want to be

sacked at Derby County] I wouldn’t be

become a better manager.

were compromising every decision. Yet we

changed or aren’t as fast paced as you are,

able to do what I am doing today. The

did grow spectacularly; in a sense, we were

that won’t work. It has to be a slow

learning curve that I went up has stood me

complete change of life; suddenly I was

victims of our own success. Our lines of

process. I have been able to effect change

in tremendously good stead for what we

only responsible for myself and my family,

credit didn’t keep pace with the need for

at Hull City because they were ready for it.

are achieving at Hull City at this moment

rather than 60 or 70 people who

cash to sustain the growth. You could call

There was a desire to change.

in time.

automatically depend on you at a football

that naïve – everyone knows that lack of

club, plus the fans. There is a period of

cash is the thing that kills business.

How did you learn from it?

WORDS: RICHARD YOUNG MANAGER INTERVIEWS: SUE McCANN

That period of reflection is critical to

Then there is calm. I underwent a

adjustment when you feel rather uncomfortable and edgy.

Eventually, insolvency became the most obvious option. Everything we had

Development is key for any manager. If you don’t learn through feedback then you

The Manager 15

»

finance

Priceless How do you put a price on talent?

Objective valuations may be the norm in business, but in football it’s not so easy. As Lawrie Sanchez says, “If you need the player, you need the player.” competition is offering in terms of WORDS: CHRISTIAN DOHERTY

benefits and pensions.

“When a football club invests in a stadium or even a new photocopier,

“Someone once told me that a

they will normally carry out a full-

club board spent an hour and a

scale capital project appraisal,”

half discussing the drinks contract

Gerrard says. “But, while these

for the bar, then, in the space of a

disciplines are applied elsewhere

minute, nodded through the highest

in the business, they tend to be

transfer fee they’d ever paid.” The

bypassed when it comes to making

problem, continues Dr Bill Gerrard, head of Leeds University’s

the biggest investment of all: in It’s a view echoed

Football Finance

by Dan Jones, the

department, is

lead football partner

how to place value

at Deloitte, who has

on intangible

witnessed first hand

assets. Talent

the commercialisation

management and assessing return on investment from

An objective appraisal, based on recent form, injury and disciplinary records, would have found Eric Cantona (left) an unappealing investment proposition. Yet he went on to become Manchester United’s player of the century. But, as Lawrie Sanchez (above left) says, the emotional nature of football means player valuation can never be totally objective.

their players.”

mean tailored plans can be made

Beane, who was immortalised in

says. “It can help to enhance your

operations in the football business,

15 years. While the City

for each player. However, I find it

the bestseller Moneyball, by US

evidence-based management.”

the marketing potential of players

and business have improved

remarkable that more science and

journalist Michael Lewis. Beane

Yet, while some converts claim an

has increasingly crept into the valuation equation.

of football over the past

employees are now accepted

their techniques for measuring asset

effort isn’t applied to getting player

pioneered the use of tactical data

entirely data-driven approach is the

elements of recruitment in the

value, football has focused on other

valuations right.”

(hits, throws, running speed, etc) in

way forward, Gerrard sees the limits.

corporate sector. Football, says

areas. There have, however, been

valuing players. And, while baseball

“Statistics overcome subjectivity

and Northern Ireland manager, can

Gerrard, has been slow to catch on.

huge improvements in the ability to

Number-crunching

may lend itself more to this kind of

and allow you to put things in

see the benefits of modelling, but

analyse player performance.

How do you impose monetary

measurement than football, with

context,” he says. “But it’s how you

doesn’t believe that footballers,

value on people and the work they

its complex interrelations, Gerrard

use the numbers that counts.”

as commodities, can ever be

Consider this: before offering a salary to a new recruit, a law firm

“The level of sophistication that

Lawrie Sanchez, former Fulham

will typically assess their fee-earning

goes into improving performance

do? Some argue the metrics and

believes tactical data could be

potential over a number of years. It

now is incomparable with what

measures exist to more accurately

very useful to football managers.

The money shot

standard formula. “If you need the

will take into account the investment

existed a generation ago,” says

gauge a player’s performance and,

“Moneyball says that if the numbers

Academics have tried to impose

player, you need the player,” he says.

it will need to make in that person’s

Jones. “From diet to sports

therefore, their value.

are there and properly interpreted,

statistical models on player

“There are models out there that

development, costs such as sick

psychology and detailed statistics,

it makes for useful intelligence

values before. However, with the

attempt to value players based on

pay, and also look at what the

the tools and methods available

with which to make decisions,” he

growing importance of commercial

age, resale value, longevity, injury

16 The Manager

Gerrard has worked very closely with US sports pioneer Billy

objectively valued according to a

The Manager 17

»

finance

Priceless How do you put a price on talent?

Objective valuations may be the norm in business, but in football it’s not so easy. As Lawrie Sanchez says, “If you need the player, you need the player.” competition is offering in terms of WORDS: CHRISTIAN DOHERTY

benefits and pensions.

“When a football club invests in a stadium or even a new photocopier,

“Someone once told me that a

they will normally carry out a full-

club board spent an hour and a

scale capital project appraisal,”

half discussing the drinks contract

Gerrard says. “But, while these

for the bar, then, in the space of a

disciplines are applied elsewhere

minute, nodded through the highest

in the business, they tend to be

transfer fee they’d ever paid.” The

bypassed when it comes to making

problem, continues Dr Bill Gerrard, head of Leeds University’s

the biggest investment of all: in It’s a view echoed

Football Finance

by Dan Jones, the

department, is

lead football partner

how to place value

at Deloitte, who has

on intangible

witnessed first hand

assets. Talent

the commercialisation

management and assessing return on investment from

An objective appraisal, based on recent form, injury and disciplinary records, would have found Eric Cantona (left) an unappealing investment proposition. Yet he went on to become Manchester United’s player of the century. But, as Lawrie Sanchez (above left) says, the emotional nature of football means player valuation can never be totally objective.

their players.”

mean tailored plans can be made

Beane, who was immortalised in

says. “It can help to enhance your

operations in the football business,

15 years. While the City

for each player. However, I find it

the bestseller Moneyball, by US

evidence-based management.”

the marketing potential of players

and business have improved

remarkable that more science and

journalist Michael Lewis. Beane

Yet, while some converts claim an

has increasingly crept into the valuation equation.

of football over the past

employees are now accepted

their techniques for measuring asset

effort isn’t applied to getting player

pioneered the use of tactical data

entirely data-driven approach is the

elements of recruitment in the

value, football has focused on other

valuations right.”

(hits, throws, running speed, etc) in

way forward, Gerrard sees the limits.

corporate sector. Football, says

areas. There have, however, been

valuing players. And, while baseball

“Statistics overcome subjectivity

and Northern Ireland manager, can

Gerrard, has been slow to catch on.

huge improvements in the ability to

Number-crunching

may lend itself more to this kind of

and allow you to put things in

see the benefits of modelling, but

analyse player performance.

How do you impose monetary

measurement than football, with

context,” he says. “But it’s how you

doesn’t believe that footballers,

value on people and the work they

its complex interrelations, Gerrard

use the numbers that counts.”

as commodities, can ever be

Consider this: before offering a salary to a new recruit, a law firm

“The level of sophistication that

Lawrie Sanchez, former Fulham

will typically assess their fee-earning

goes into improving performance

do? Some argue the metrics and

believes tactical data could be

potential over a number of years. It

now is incomparable with what

measures exist to more accurately

very useful to football managers.

The money shot

standard formula. “If you need the

will take into account the investment

existed a generation ago,” says

gauge a player’s performance and,

“Moneyball says that if the numbers

Academics have tried to impose

player, you need the player,” he says.

it will need to make in that person’s

Jones. “From diet to sports

therefore, their value.

are there and properly interpreted,

statistical models on player

“There are models out there that

development, costs such as sick

psychology and detailed statistics,

it makes for useful intelligence

values before. However, with the

attempt to value players based on

pay, and also look at what the

the tools and methods available

with which to make decisions,” he

growing importance of commercial

age, resale value, longevity, injury

16 The Manager

Gerrard has worked very closely with US sports pioneer Billy

objectively valued according to a

The Manager 17

»

finance

The bonus culture is now firmly entrenched in business and, when used wisely, can be a highly effective tool in staff motivation and retention.

It’s something football is waking up to record and so on. But they don’t

player,” says Jones, who believes

take into account the subjective side

performance-related pay may be the

consideration: the players. Will they

But there’s another major

of football. Ultimately, someone’s

way forward.

agree to a symmetric approach

value is whatever you are prepared

“I’d go further and say ‘here’s

to pay for them, regardless of what

your basic pay, which assumes we’ll

– more if you do well, less if you don’t? It isn’t something that

the objective sum might be.”

finish in a certain position. But if

businesses in other fields could

There are countless examples to

we do better, you’ll get extra’. The

easily impose. “Whether you could

support this, Shevchenko’s move to

amount would vary according to

impose objective criteria on a

Chelsea for £30m being just one.

major changes, such as relegation,

player’s contract would depend

At 29 years old, he had little resale

promotion or qualification for

entirely on who holds the power,”

value, but Chelsea wanted to make

Champions League stages.” Jones

says Sanchez. “Does the club need

a splash and buy a big European

believes contracts should be

the player more, or vice versa?

name. So £30m it was.

designed to de-risk the transaction

That’s how contracts are decided.

On the flipside, any objective

and link pay more closely to team

appraisal of Eric Cantona in 1992

success on the pitch, particularly

introduce relegation clauses to cut

would have prompted most

elements that most affect revenue.

back on salaries, because it can be

managers to run a mile. On top of

The bonus culture is now

“Many clubs are trying to

catastrophic for a club if you don’t

injury and disciplinary problems,

firmly entrenched in business and,

get back up,” he adds. “But if you’re

his goal-scoring and appearance

when used wisely, can be a highly

a player offered the choice between

record at previous clubs had been

effective tool in staff motivation and

signing for a club in danger, where

patchy at best. Yet, £1.5m and five

retention. It’s something football

you’d face a 50 per cent cut on

years later, he was voted Manchester

is waking up to. “We’ve seen the

relegation, and a club where you’re

United’s player of the century.

performance-related element of

guaranteed all of your basic, you’ll

Sanchez believes the nature of

contracts grow to fall more in line

choose the latter.”

the football business, with its heady

with other industries,” says Gerrard.

brew of ego, fear, competition and

Of course, the recent financial

against performance-related

desperation, makes it resistant

crisis has led many commentators

contracts, there is a significant

to the kind of objective valuation

to decry the practice of bonuses,

factor in their favour. “The most

found elsewhere in business. “There

putting pressure on staff to turn in

important thing in football is

are completely objective criteria

sometimes unreasonable results

winning,” says Jones. “Managers’

you can lay down, but that all goes

to secure their pay. The better City

careers are, on average, shorter than

out the window when the transfer

firms have shifted of late towards

most players’. If you’re a manager,

window opens. When you find

“guaranteed bonuses”, which lowers

ask yourself this: if your job is on

yourself after the same player as a

the stakes but retains the incentive

the line, who do you want on your

competitor, all bets are off.”

for staff to achieve targets.

team? Is it the player who turns up

The sophistication of

at work with a casual attitude or

While there are arguments

Bonus time?

performance-related clauses in

the one sweating about the club’s

Contracts now present the best

football looks set to increase,

position and, therefore, giving it his

option for clubs looking to impose

helping clubs to recoup a proper

absolute all during every game?”

some value-driven element on

return on their investment over

player investments. It’s an approach

the duration of a player’s contract.

and reward, football still has some

from which they could learn much

“Football is a highly performance-

lessons to learn from business. There

from other sectors of business.

sensitive industry where revenues

are models and methods for taking

are performance related, so costs

some of the risk out of buying and

insert clauses into their contracts

should be too,” Gerrard says. “I think

paying players. But information is

to state what you will receive as a

that will continue to develop.”

not insight. And that is priceless.

“We’re already seeing some clubs

18 The Manager

When it comes to motivation

»

Perspective

National treasure Words: Alice hoey Photographs: Charlie Hopkinson

Q In business and football, more of Britain’s top jobs are going to foreign leaders. Should it be British jobs for British people at a senior level, or is that global mix valuable?

A Britain is the most open and freetrading market on Earth. We don’t do protectionism, even now in the depths of recession. The result is that the finest talent in the world comes to Britain and our businesses benefit from the very best leaders. Everyone gains from that; when businesses succeed and make a profit, they pay more tax and enable us to build schools and hospitals. You don’t get a public sector unless the private sector makes money. It’s not rocket science.

In football, there is often criticism of the growing number of foreign players and managers in the English game. But if that injection of foreign talent raises the level that people have to reach to succeed, there’s nothing wrong with that. The Barclays Premier League sells incredibly well around the world because it is the best. The quality of that football is partly down to its global mix of talent.

20 The Manager

Lord Digby Jones on the value of an international perspective, seeing eye to eye, and why Britain needs a large dose of positivity?

The Manager 21

»

Perspective

National treasure Words: Alice hoey Photographs: Charlie Hopkinson

Q In business and football, more of Britain’s top jobs are going to foreign leaders. Should it be British jobs for British people at a senior level, or is that global mix valuable?

A Britain is the most open and freetrading market on Earth. We don’t do protectionism, even now in the depths of recession. The result is that the finest talent in the world comes to Britain and our businesses benefit from the very best leaders. Everyone gains from that; when businesses succeed and make a profit, they pay more tax and enable us to build schools and hospitals. You don’t get a public sector unless the private sector makes money. It’s not rocket science.

In football, there is often criticism of the growing number of foreign players and managers in the English game. But if that injection of foreign talent raises the level that people have to reach to succeed, there’s nothing wrong with that. The Barclays Premier League sells incredibly well around the world because it is the best. The quality of that football is partly down to its global mix of talent.

20 The Manager

Lord Digby Jones on the value of an international perspective, seeing eye to eye, and why Britain needs a large dose of positivity?

The Manager 21

»

Perspective

Britain is the most open and free-trading nation on Earth. We don’t do protectionism, even now in the depths of recession

Q Is experience of foreign markets and cultures now essential in business?

A If you are going to run a global business you have to understand how business works around the world. While

In Britain, we need to believe in

success, once you’ve lost support in the dressing room,

in most democratic, capitalist

ourselves and understand that there are

it’s over. That doesn’t happen with anything like the

countries there will be many

people and companies all over the world

same immediacy in business.

similarities, there can also be

that are in the same boat.

Q If you were made a special business advisor to

big differences. That might be in how individuals conduct

Q And we have a rather negative

business or in the market

attitude to failure in Britain…

English football, what would be on your agenda?

A We have an incredibly strong, global product in the

more generally, such as the relationship between business

A We tend to glorify it and shun people

Barclays Premier League. But we need to plough more

and government, or the labour

when they fail in some way. In the US,

of the profits back into the game, so that it benefits

markets. Depending on the

the attitude is very different. Americans

everyone, not only the top clubs.

nature of your own business,

have a saying that you can’t get a job if

I’m a non-executive director at the Leicester Tigers,

experience of conduct in

you don’t have a bankruptcy on your CV.

so I understand the need to get bums on seats. But it’s

It goes back to the nation’s roots in

also important that managers and players coming up

immigration. The people that emigrated

through the ranks get their fair share of the rewards.

different environments can be very valuable.

And international travel is

there weren’t the ones who were doing

At a time of recession there’s a greater risk of a

extremely important for other

well but those who were failing or who

form of financial apartheid between the footballers

reasons. While technology

could see no way out. And why would

and their clubs, and between teams at the top of the

can help to bridge the gap,

you fear failure after that? The lack of

Barclays Premier League and lower down in the Coca-

it can only go so far. You

fear of failure and taking risks has been

Cola Championship. However, I still want the market

key to US success in business.

to rule; salary caps and strict rules can lead to a lack

need eye contact in business.

You have to communicate and put yourself about. People are far more likely to buy from someone who they can look in the eye and who treats them

We need leaders who are prepared to take their teams places they never thought they could go

like a human being. It’s no different when you are selling your country around

when business was good: the week that Barack Obama

the world. You need to be there.

was elected and the week of the Russell Brand and

Q Positive psychology is well established as a major factor in sports success. Could businesses learn

While things are different in Britain and much of Europe, I hope that the recession will bring about a

of transparency.

I also believe clubs need to understand better how

change of attitude. Many good businesses are failing,

they cohabit with the community and what they can

not because of poor management but because of the

give back – not only by writing cheques but by giving

fallout of the banking crisis. It’s important that those

time and inspiration. There is a lot of great work being

leaders come out and say ‘it wasn’t my fault’. That would

done, but I’d like to see more. For example, we have a

really help us in the future.

very serious adult literacy problem in Britain; one in five can’t read to the standards expected of an 11-year-old.

Jonathan Ross scandal. Why? Because for those days

Q How would the business world react if managers lost

the economic situation was not the biggest news story.

their jobs as frequently as they do in football?

Many of these people are men in their twenties, and one of the challenges in tackling the literacy problem is overcoming their pride. Getting someone to

I don’t for one minute want to live in a world where the media is muffled. It’s one way to keep everyone

A I have a friend who regularly stops me when I talk

attend a literacy initiative at a football club is a great

honest and informed. But when we’re told daily that

about football, because I try to apply too much logic.

way to do that.

A This is the first major downturn we’ve seen in

we’re going to hell in a hand-basket, it has a hugely

There’s so much more to it than that – the huge

Britain since the emergence of 24/7 news and in-your-

negative effect on society. There are actually some very

influence of money and the tribal mentality. Football has

-nots becomes more accentuated, the interaction

face media. That has compounded the problem for

good things going on in the economy right now and

become a religion to many people. It’s about emotion –

between clubs and their communities will become

businesses. They’ve faced daily declarations from the

businesses that are doing well.

success, failure and personal journeys. And the financial

more important.

something from this?

pessimists that we’re doomed, which, in many ways,

Some football managers are masters of using

penalty for failure is enormous.

As the disparity between the haves and have

Flying the flag

psychology, not only to motivate their own teams but

Business isn’t emotional. If we started sacking

to psych out their opponents. It’s all about self-belief.

people at the rate they do in football, the shareholders

A former director general of the CBI, Lord Digby Jones of

me during a BBC Radio 4 programme in November. A

In every aspect of society we need leaders who are

wouldn’t stand for it. The City is often accused of short-

Birmingham left his post as Minister of State for Trade in October

picture framer from Harrogate called in; he dealt in what

prepared to stand up and be counted, and to take their

termism when it comes to investing in business, but it is

2008. In his new role as a business ambassador to UK Trade and

was essentially a luxury item, and was having a torrid

teams to places they never thought they could go.

positively long term compared to football management.

Investment, Lord Jones continues to promote British excellence

time of it. But he said that there had been two weeks

Nations are no different.

In football, however incredible your CV and past

abroad and to highlight trade and investment opportunities.

have been self-fulfilling prophecies.

The impact of media coverage was brought home to

22 The Manager

The Manager 23

»

Perspective

Britain is the most open and free-trading nation on Earth. We don’t do protectionism, even now in the depths of recession

Q Is experience of foreign markets and cultures now essential in business?

A If you are going to run a global business you have to understand how business works around the world. While

In Britain, we need to believe in

success, once you’ve lost support in the dressing room,

in most democratic, capitalist

ourselves and understand that there are

it’s over. That doesn’t happen with anything like the

countries there will be many

people and companies all over the world

same immediacy in business.

similarities, there can also be

that are in the same boat.

Q If you were made a special business advisor to

big differences. That might be in how individuals conduct

Q And we have a rather negative

business or in the market

attitude to failure in Britain…

English football, what would be on your agenda?

A We have an incredibly strong, global product in the

more generally, such as the relationship between business

A We tend to glorify it and shun people

Barclays Premier League. But we need to plough more

and government, or the labour

when they fail in some way. In the US,

of the profits back into the game, so that it benefits

markets. Depending on the

the attitude is very different. Americans

everyone, not only the top clubs.

nature of your own business,

have a saying that you can’t get a job if

I’m a non-executive director at the Leicester Tigers,

experience of conduct in

you don’t have a bankruptcy on your CV.

so I understand the need to get bums on seats. But it’s

It goes back to the nation’s roots in

also important that managers and players coming up

immigration. The people that emigrated

through the ranks get their fair share of the rewards.

different environments can be very valuable.

And international travel is

there weren’t the ones who were doing

At a time of recession there’s a greater risk of a

extremely important for other

well but those who were failing or who

form of financial apartheid between the footballers

reasons. While technology

could see no way out. And why would

and their clubs, and between teams at the top of the

can help to bridge the gap,

you fear failure after that? The lack of

Barclays Premier League and lower down in the Coca-

it can only go so far. You

fear of failure and taking risks has been

Cola Championship. However, I still want the market

key to US success in business.

to rule; salary caps and strict rules can lead to a lack

need eye contact in business.

You have to communicate and put yourself about. People are far more likely to buy from someone who they can look in the eye and who treats them

We need leaders who are prepared to take their teams places they never thought they could go

like a human being. It’s no different when you are selling your country around

when business was good: the week that Barack Obama

the world. You need to be there.

was elected and the week of the Russell Brand and

Q Positive psychology is well established as a major factor in sports success. Could businesses learn

While things are different in Britain and much of Europe, I hope that the recession will bring about a

of transparency.

I also believe clubs need to understand better how

change of attitude. Many good businesses are failing,

they cohabit with the community and what they can

not because of poor management but because of the

give back – not only by writing cheques but by giving

fallout of the banking crisis. It’s important that those

time and inspiration. There is a lot of great work being

leaders come out and say ‘it wasn’t my fault’. That would

done, but I’d like to see more. For example, we have a

really help us in the future.

very serious adult literacy problem in Britain; one in five can’t read to the standards expected of an 11-year-old.

Jonathan Ross scandal. Why? Because for those days

Q How would the business world react if managers lost

the economic situation was not the biggest news story.

their jobs as frequently as they do in football?

Many of these people are men in their twenties, and one of the challenges in tackling the literacy problem is overcoming their pride. Getting someone to

I don’t for one minute want to live in a world where the media is muffled. It’s one way to keep everyone

A I have a friend who regularly stops me when I talk

attend a literacy initiative at a football club is a great

honest and informed. But when we’re told daily that

about football, because I try to apply too much logic.

way to do that.

A This is the first major downturn we’ve seen in

we’re going to hell in a hand-basket, it has a hugely

There’s so much more to it than that – the huge

Britain since the emergence of 24/7 news and in-your-

negative effect on society. There are actually some very

influence of money and the tribal mentality. Football has

-nots becomes more accentuated, the interaction

face media. That has compounded the problem for

good things going on in the economy right now and

become a religion to many people. It’s about emotion –

between clubs and their communities will become

businesses. They’ve faced daily declarations from the

businesses that are doing well.

success, failure and personal journeys. And the financial

more important.

something from this?

pessimists that we’re doomed, which, in many ways,

Some football managers are masters of using

penalty for failure is enormous.

As the disparity between the haves and have

Flying the flag

psychology, not only to motivate their own teams but

Business isn’t emotional. If we started sacking

to psych out their opponents. It’s all about self-belief.

people at the rate they do in football, the shareholders

A former director general of the CBI, Lord Digby Jones of

me during a BBC Radio 4 programme in November. A

In every aspect of society we need leaders who are

wouldn’t stand for it. The City is often accused of short-

Birmingham left his post as Minister of State for Trade in October

picture framer from Harrogate called in; he dealt in what

prepared to stand up and be counted, and to take their

termism when it comes to investing in business, but it is

2008. In his new role as a business ambassador to UK Trade and

was essentially a luxury item, and was having a torrid

teams to places they never thought they could go.

positively long term compared to football management.

Investment, Lord Jones continues to promote British excellence

time of it. But he said that there had been two weeks

Nations are no different.

In football, however incredible your CV and past

abroad and to highlight trade and investment opportunities.

have been self-fulfilling prophecies.

The impact of media coverage was brought home to

22 The Manager

The Manager 23

»

customer retention want the technology to do for them.

Through thick and thin: fans may sign a lifelong oath of allegiance to their club but, as recession bites, no business can afford to take its customers for granted.

Businesses can only benefit by being

Words: MATTHEW ROCK

executive Jack Welch once said,

honest, says Gladstone.

Post-review, Conosco has seen a doubling of referrals. “Our customer relations are such that we’re holding onto clients even in the face of cutthroat underbidding by our competitors,” says Gladstone.

Make it personal Just how good is your service? As legendary General Electric chief “Your challenge is not just to improve.

Come matchday, a small part of

“Football clubs attract a different

But, assuming you don’t have

It is to break the service paradigm in

every businessperson must weep.

type of loyalty to other businesses,”

customers who tattoo your brand

your industry, so that customers

As the whistle blows and the crowds

says Ford. “While we work hard to

across their bodies or cancel their

aren’t just satisfied, they’re so

loosen their larynxes, the commercial

treat fans as customers, it’s easy to

wedding to turn up at your HQ,

shocked that they’ll tell strangers in

mind must surely wonder: if only my

take loyalty for granted sometimes.

how can you ensure loyalty?

the street how good you are.”

customers gathered in their

When things are going well, life can

thousands to chant my product’s

be quite straightforward.”

Stand for something

travel agency that organises trips of a

name. Just think how many pints/

Gerry Ford is another

lifetime (fancy kitesurfing off glaciers

properties/popadums I could shift if

not going well in the economy. As

businessman with a million-strong

in Antarctica?), customers can

they’d just once proclaim, “We’ll

consumers scrutinise every last

army of loyal fans. His product,

browse through thousands of

support you for ever!”

penny, savvy businesspeople such as

however, is coffee.

holidays but – get this – you cannot

For most of us in business,

Right now, of course, things are

At Black Tomato, the bespoke

Ford are having to try harder to keep

Over the past 12 years, the

football represents an unimaginable

their customers – even those crazy,

48-year-old Californian has built

marketing utopia: your customers

diehard football fans – on side.

Caffè Nero from a small chain of

pledge loyalty to your brand for life.

First, Ford dispels one myth: that

local coffee shops into a 400-store,

They lap up all your product

football exists in a bubble, immune

4,000-staff international group.

information and fork out for your

from the harsh economic realities.

“For consumers, your brand is

updates. And, if all this

Sure, most of Arsenal’s

doesn’t demonstrate

income for the

quality, casual, accessible, timeless

senior citizens, have their say.

adding that a business “with soul” is

and cool,” says Ford. Customers seem to agree.

they’ll convert their

secured upfront

than some bland, personality-free

children to be your

from season-

next generation

ticket sales.

of customers –

The litmus test,

for free!

Democrats’ landslide victory in last

The IT business Conosco was this

year’s US presidential election combined Barack Obama’s magnetic personality with ground-breaking

however, is

culture – from the quality of the

and to live within its means. Fans

magazine and Cisco. It identified

use of new media.

2009/10 and,

coffee to the free newspapers, to

identify with this outlook, which

issues with its customer service.

here, even a

elaborate training programmes for

ensures that club and supporter stay

Barclays Premier

his baristas. Resisting temptation to

aligned. There are also knock-on

recurring, causing unnecessary

my.barackobama.com website

introduce push-button coffee

commercial benefits, says Ford, as

downtime, and we weren’t doing

attracted 1.5 million members, each

machines, Caffè Nero stuck to the

partners and sponsors tend to

anything systematic or rigorous to

of whom could be targeted for fund-

times. Already, for

traditional Milan coffee shop

respond well to the club’s values-

prevent them,” says co-founder Ben

raising and to rally support.

example, the rate of ticket

methods. For Ford, Caffè Nero

driven philosophy.

Gladstone. After a major review, its

League giant must anticipate tougher

should feel like a fifties Fellini film on

commitment is clear when a sell-out

out) is slowing and retail sales are

the high street, “an intellectual

crowd of 60,000 packs the club’s

slightly behind expectations. “Not by

gathering place, not a fast-food

new stadium, the Emirates.

a lot,” says Ford, “but enough that we

business,” he says.

24 The Manager

customer experiences. The

you can’t be complacent.”

King” in a report by Real Business

sales (ie, how rapidly each game sells

Honolulu to Highbury.

Technology also delivers incredible

when the bad times may strike, so

operate as a self-sustaining business

Gerry Ford painstakingly attends

clubs. The scale of his customers’

shirts and merchandise from

clear business philosophy,” says

Use technology

to the minutiae of Caffè Nero’s

commercial

is a staggering 40,000; the club sells

“Arsenal has strong values and a

As Ford puts it, “You never know

year recognised as a “Customer

(right) is

The waiting list for season tickets

a direct conversation will ensure you

Adrian Ford. The club aims to

Adrian Ford

world’s biggest, most admired

service provider.

because each holiday is unique, only have everything the way you want it.

your living personality,” he says, more likely to keep its customers

revenues at one of the

Technology can enhance the customer experience, as can the personal touch.

stakeholders, from junior Gunners to

2008/09 season is

responsible for

consultant. The company insists that,

“We’re premium, classic, artisan, high

their utter fidelity,

director of Arsenal,

book online. You must speak to a

need to be very mindful of what’s going on out there.”

In tough times, “mindful” should be the watchword of all businesses.

“The same problems were

Every day, snappy new campaign messages appeared on Twitter; the

At Arsenal, email presented a

customer service systems now

huge challenge – not just the volume,

Listen to criticism

include a feedback form. If the

but the fact that one email can spawn

Microsoft founder Bill Gates once

feedback is bad, the team get

a chain of further communications.

said, “Your most unhappy customers

straight on the phone to try to

So, last year, as well as introducing a

The formula seems to be working.

are your greatest source of learning.”

resolve it.

new contact centre with one

Over 12 years of sticking to its brand

At Arsenal, the quarterly fans’ forums

values, Caffè Nero has delivered 45 quarters of like-for-like growth.

Clients also receive “IT wishlists”

universal phone number, Arsenal

are a brilliant way of getting issues

as part of the initial spec, so they can

moved to a “web forms” approach.

into the open. All supporter

let Conosco know exactly what they

While the club’s customer charter

The Manager 25

»

customer retention want the technology to do for them.

Through thick and thin: fans may sign a lifelong oath of allegiance to their club but, as recession bites, no business can afford to take its customers for granted.

Businesses can only benefit by being

Words: MATTHEW ROCK

executive Jack Welch once said,

honest, says Gladstone.

Post-review, Conosco has seen a doubling of referrals. “Our customer relations are such that we’re holding onto clients even in the face of cutthroat underbidding by our competitors,” says Gladstone.

Make it personal Just how good is your service? As legendary General Electric chief “Your challenge is not just to improve.

Come matchday, a small part of

“Football clubs attract a different

But, assuming you don’t have

It is to break the service paradigm in

every businessperson must weep.

type of loyalty to other businesses,”

customers who tattoo your brand

your industry, so that customers

As the whistle blows and the crowds

says Ford. “While we work hard to

across their bodies or cancel their

aren’t just satisfied, they’re so

loosen their larynxes, the commercial

treat fans as customers, it’s easy to

wedding to turn up at your HQ,

shocked that they’ll tell strangers in

mind must surely wonder: if only my

take loyalty for granted sometimes.

how can you ensure loyalty?

the street how good you are.”

customers gathered in their

When things are going well, life can

thousands to chant my product’s

be quite straightforward.”

Stand for something

travel agency that organises trips of a

name. Just think how many pints/

Gerry Ford is another

lifetime (fancy kitesurfing off glaciers

properties/popadums I could shift if

not going well in the economy. As

businessman with a million-strong

in Antarctica?), customers can

they’d just once proclaim, “We’ll

consumers scrutinise every last

army of loyal fans. His product,

browse through thousands of

support you for ever!”

penny, savvy businesspeople such as

however, is coffee.

holidays but – get this – you cannot

For most of us in business,

Right now, of course, things are

At Black Tomato, the bespoke

Ford are having to try harder to keep

Over the past 12 years, the

football represents an unimaginable

their customers – even those crazy,

48-year-old Californian has built

marketing utopia: your customers

diehard football fans – on side.

Caffè Nero from a small chain of

pledge loyalty to your brand for life.

First, Ford dispels one myth: that

local coffee shops into a 400-store,

They lap up all your product

football exists in a bubble, immune

4,000-staff international group.

information and fork out for your

from the harsh economic realities.

“For consumers, your brand is

updates. And, if all this

Sure, most of Arsenal’s

doesn’t demonstrate

income for the

quality, casual, accessible, timeless

senior citizens, have their say.

adding that a business “with soul” is

and cool,” says Ford. Customers seem to agree.

they’ll convert their

secured upfront

than some bland, personality-free

children to be your

from season-

next generation

ticket sales.

of customers –

The litmus test,

for free!

Democrats’ landslide victory in last

The IT business Conosco was this

year’s US presidential election combined Barack Obama’s magnetic personality with ground-breaking

however, is

culture – from the quality of the

and to live within its means. Fans

magazine and Cisco. It identified

use of new media.

2009/10 and,

coffee to the free newspapers, to

identify with this outlook, which

issues with its customer service.

here, even a

elaborate training programmes for

ensures that club and supporter stay

Barclays Premier

his baristas. Resisting temptation to

aligned. There are also knock-on

recurring, causing unnecessary

my.barackobama.com website

introduce push-button coffee

commercial benefits, says Ford, as

downtime, and we weren’t doing

attracted 1.5 million members, each

machines, Caffè Nero stuck to the

partners and sponsors tend to

anything systematic or rigorous to

of whom could be targeted for fund-

times. Already, for

traditional Milan coffee shop

respond well to the club’s values-

prevent them,” says co-founder Ben

raising and to rally support.

example, the rate of ticket

methods. For Ford, Caffè Nero

driven philosophy.

Gladstone. After a major review, its

League giant must anticipate tougher

should feel like a fifties Fellini film on

commitment is clear when a sell-out

out) is slowing and retail sales are

the high street, “an intellectual

crowd of 60,000 packs the club’s

slightly behind expectations. “Not by

gathering place, not a fast-food

new stadium, the Emirates.

a lot,” says Ford, “but enough that we

business,” he says.

24 The Manager

customer experiences. The

you can’t be complacent.”

King” in a report by Real Business

sales (ie, how rapidly each game sells

Honolulu to Highbury.

Technology also delivers incredible

when the bad times may strike, so

operate as a self-sustaining business

Gerry Ford painstakingly attends

clubs. The scale of his customers’

shirts and merchandise from

clear business philosophy,” says

Use technology

to the minutiae of Caffè Nero’s

commercial

is a staggering 40,000; the club sells

“Arsenal has strong values and a

As Ford puts it, “You never know

year recognised as a “Customer

(right) is

The waiting list for season tickets

a direct conversation will ensure you

Adrian Ford. The club aims to

Adrian Ford

world’s biggest, most admired

service provider.

because each holiday is unique, only have everything the way you want it.

your living personality,” he says, more likely to keep its customers

revenues at one of the

Technology can enhance the customer experience, as can the personal touch.

stakeholders, from junior Gunners to

2008/09 season is

responsible for

consultant. The company insists that,

“We’re premium, classic, artisan, high

their utter fidelity,

director of Arsenal,

book online. You must speak to a

need to be very mindful of what’s going on out there.”

In tough times, “mindful” should be the watchword of all businesses.

“The same problems were

Every day, snappy new campaign messages appeared on Twitter; the

At Arsenal, email presented a

customer service systems now

huge challenge – not just the volume,

Listen to criticism

include a feedback form. If the

but the fact that one email can spawn

Microsoft founder Bill Gates once

feedback is bad, the team get

a chain of further communications.

said, “Your most unhappy customers

straight on the phone to try to

So, last year, as well as introducing a

The formula seems to be working.

are your greatest source of learning.”

resolve it.

new contact centre with one

Over 12 years of sticking to its brand

At Arsenal, the quarterly fans’ forums

values, Caffè Nero has delivered 45 quarters of like-for-like growth.

Clients also receive “IT wishlists”

universal phone number, Arsenal

are a brilliant way of getting issues

as part of the initial spec, so they can

moved to a “web forms” approach.

into the open. All supporter

let Conosco know exactly what they

While the club’s customer charter

The Manager 25

will boast a stronger market share, while those that retreat into a defensive shell will struggle to stay afloat,” he says.

Ditch the hard sell Hard sell often means no sell. When Ken Jordan and Laura Phypers set up Dairy Direct in 2001, they thought an aggressive attitude would help them conquer the old-fashioned animal feed supplement market. Farmers still bought from “the good old merchants rep, trundling around in his Ford Mondeo, picking up orders over a coffee,” Jordan recalls.

The firm invested in phone lines and marketing staff, thinking they would clean up. “The reality check came pretty soon,” says Jordan.

“Farmers in Devon were not used to Milking it: Dairy Direct had to adopt a new, more personal marketing approach.

getting marketing calls – they just didn’t do business that way. Our telesales team soon became disillusioned and demotivated.”

states customers will get a response

relationships,” says Cheatle. “Staff

within seven days, it now responds to

are rewarded for intuition and

emails within 72 hours and has

flagging up queries if they sense that

sales approach with technology. Staff

already seen a big cut in traffic.

a customer is not completely

were sent on a training course; a

satisfied, even if it’s only a hunch.”

customer relationship management

“We’ve made great strides forward with our data management,”

John Romero, creator of the

The relaunch combined a new

system was installed. Jordan and

says Adrian Ford. Pre-2008, the club

Doom computer game, says he’s only

Phypers segmented the market,

had too many touchpoints with fans;

seen one marketing strategy that

identifying farmers as more receptive

now the single contact centre and

can’t miss: “to market to your best

to their new marketing approach.

rationalisation of communication has

customers first, your best prospects

“The aim was to build relationships

led to a deeper, more efficient

second, and the rest of the world

with our customers and prospects,

relationship with supporters.

last.” But Lloyd James, chairman of

rather than banging out calls and

the Lloyd James Group, sees it

hoping to score every now and then.”

Be available – all the time

differently: “Retaining and selling

Alex Cheatle counts top footballers

more to existing customers can be a

look after customers, one lesson

among the clients of his lifestyle

dangerous goal if it becomes the

stands out: cherish them. As Adrian

concierge business, Ten UK. They,

sole focus of a marketing strategy.

Ford says, “At Arsenal, there are very

along with top entrepreneurs and

Keeping an eye strictly on customer

high expectations. When the results

executives, use the service to find

retention is a good way to watch

don’t go our way, any imperfections

sold-out concert tickets, book

your business shrink slowly, if

in what we do get magnified and

restaurant tables when the maitre d’

you’re lucky.” In tougher times, says

come under greater scrutiny. But

says “c’est impossible”, and generally

James, “even loyal customers will

that’s what happens when people are

ensure their lives run without a hitch.

look for better deals and some are

passionate. You can’t complain,

This requires tip-top service

certain to move to competitors.” He

because it’s that passion that we’re

levels, at all times. Phones are

is encouraging his own clients to go

trading – it’s precious. You just have

answered within 15 seconds. Back-

after new business.

to be patient and constantly look for

room technology enables it to learn

“It may mean being more careful

Whatever techniques you use to

ways to improve.”

from every transaction so it can

and creative with squeezed

deliver more quickly next time a

marketing budgets but, when the

Read more about the “Customer Kings”,

request is made. “Our staff don’t

storm begins to clear, the firms that

report, produced by Real Business and

manage requests, they build

made the effort to seek new business

Cisco, at www.realbusiness.co.uk

26 The Manager

»

recruitment

Stargazing

We live in a society obsessed with unearthing hidden talent.

Since shows like The X Factor hit our screens, the public have grown thirsty for new star quality. But such endeavors have it easy; after all, a strong singing voice and a photogenic smile are among the easier qualities to detect. What if the judging panel were presented with a line-up of financial whizz-kids, preschool chess champions or promising young goalies?

WORDS: MARK WILLIAMS

“The more individual someone is, the better. That’s my abiding memory of Amy Winehouse: she had natural ability and worked hard, but she was and is different.

Comedy value Simon Lupton commissions new comedy for BBC3, the broadcaster’s prolific testing ground for new talent.

He has helped bring such heavyweights as The Mighty Boosh to our screens, and is highly enthusiastic about a new sketch show by two of the stars of BBC comedy smash Gavin and Stacey.

“People want to work with the BBC, so we’re in a strong position,” Lupton says. “We receive a huge volume of scripts, programme ideas and showreels, and performers now post clips on websites such as YouTube.

But we’re also highly proactive.”

The Edinburgh Comedy Festival is a particularly good hunting ground, he reveals. “It must make me laugh,” he says. “There’s nothing better than reading a script on the train that makes you laugh out loud.”

It also pays to be brave and trust your instincts.

“You might see something brilliant, like The Mighty Boosh, but question whether an audience will get it,” says Lupton. “Often we don’t know what we’re looking for until we see it.”

Lupton encounters thousands of new writers and performers each year, but few have what it takes. Fewer

Have we lost sight of what talent really is? And how do

still are exceptional. “Special people are rare,” he says,

you recognise true genius when they’re not belting out

citing Little Britain stars David Walliams and Matt Lucas

a ballard on stage, but sitting quietly behind a desk or

as examples. “Sometimes, it’s about developing talent,”

playing keep-up in the yard?

he adds. “A writer might become a great performer or vice versa.”

Best of British

Likewise, not all Brit School students go on to

“The idea of talent has become distorted because it

become professional performing artists, but their skills

has been confused with celebrity,” says Adrian Packer,

and experience can be beneficial, says Packer. “Students

director of musical theatre at the Brit School, the

go on to work in many other professions. For example,

graduate list of which reads like a who’s who of recent

one of my former pupils, Chris Dickson, is now a

chart domination. “Amy Winehouse, Leona Lewis, The

footballer with Charlton Athletic.”

Feeling, The Kooks, Adele and Kate Nash. Our track record isn’t bad,” Packer smiles, adding, “but we’re

Corporate headhunter

proud of all our ex-students – we’re much more than a

Thanks to The Apprentice, even the business world has

conveyor belt to fame and fortune.”

been sprinkled with the media’s stardust. “You recognise

Amid a sea of applications, those who make it to

strong candidates within 30 seconds of meeting

audition need certain skills and attributes – boundless

them,” says Phil Sharp, managing director of Executive

ambition alone won’t cut the mustard. “It’s easy to spot

Headhunters, who would no doubt would have made

good coordination or rhythm in a dancer, or tuning and

shorter shrift of Sir Alan’s task. “It’s their appearance,

timing in a singer,” Packer says. “Actors may have less

how they carry themselves, shake hands, maintain eye

apparent qualities. And once you reach a certain level of

contact, communicate and exude confidence.”

competence, judging talent becomes subjective.”

The UK-based company has found corporate

The school doesn’t expect young people to be the

high-flyers for senior roles in Britain and beyond. Its

finished article, rather rough diamonds willing to learn

clients include FTSE 200 companies. After carrying

and grow – as people and performers.

out research to identify the most suitable movers and

28 The Manager

The Manager 29

»

recruitment

Stargazing

We live in a society obsessed with unearthing hidden talent.

Since shows like The X Factor hit our screens, the public have grown thirsty for new star quality. But such endeavors have it easy; after all, a strong singing voice and a photogenic smile are among the easier qualities to detect. What if the judging panel were presented with a line-up of financial whizz-kids, preschool chess champions or promising young goalies?

WORDS: MARK WILLIAMS

“The more individual someone is, the better. That’s my abiding memory of Amy Winehouse: she had natural ability and worked hard, but she was and is different.

Comedy value Simon Lupton commissions new comedy for BBC3, the broadcaster’s prolific testing ground for new talent.

He has helped bring such heavyweights as The Mighty Boosh to our screens, and is highly enthusiastic about a new sketch show by two of the stars of BBC comedy smash Gavin and Stacey.

“People want to work with the BBC, so we’re in a strong position,” Lupton says. “We receive a huge volume of scripts, programme ideas and showreels, and performers now post clips on websites such as YouTube.

But we’re also highly proactive.”

The Edinburgh Comedy Festival is a particularly good hunting ground, he reveals. “It must make me laugh,” he says. “There’s nothing better than reading a script on the train that makes you laugh out loud.”

It also pays to be brave and trust your instincts.

“You might see something brilliant, like The Mighty Boosh, but question whether an audience will get it,” says Lupton. “Often we don’t know what we’re looking for until we see it.”

Lupton encounters thousands of new writers and performers each year, but few have what it takes. Fewer

Have we lost sight of what talent really is? And how do

still are exceptional. “Special people are rare,” he says,

you recognise true genius when they’re not belting out

citing Little Britain stars David Walliams and Matt Lucas

a ballard on stage, but sitting quietly behind a desk or

as examples. “Sometimes, it’s about developing talent,”

playing keep-up in the yard?

he adds. “A writer might become a great performer or vice versa.”

Best of British

Likewise, not all Brit School students go on to

“The idea of talent has become distorted because it

become professional performing artists, but their skills

has been confused with celebrity,” says Adrian Packer,

and experience can be beneficial, says Packer. “Students

director of musical theatre at the Brit School, the

go on to work in many other professions. For example,

graduate list of which reads like a who’s who of recent

one of my former pupils, Chris Dickson, is now a

chart domination. “Amy Winehouse, Leona Lewis, The

footballer with Charlton Athletic.”

Feeling, The Kooks, Adele and Kate Nash. Our track record isn’t bad,” Packer smiles, adding, “but we’re

Corporate headhunter

proud of all our ex-students – we’re much more than a

Thanks to The Apprentice, even the business world has

conveyor belt to fame and fortune.”

been sprinkled with the media’s stardust. “You recognise

Amid a sea of applications, those who make it to

strong candidates within 30 seconds of meeting

audition need certain skills and attributes – boundless

them,” says Phil Sharp, managing director of Executive

ambition alone won’t cut the mustard. “It’s easy to spot

Headhunters, who would no doubt would have made

good coordination or rhythm in a dancer, or tuning and

shorter shrift of Sir Alan’s task. “It’s their appearance,

timing in a singer,” Packer says. “Actors may have less

how they carry themselves, shake hands, maintain eye

apparent qualities. And once you reach a certain level of

contact, communicate and exude confidence.”

competence, judging talent becomes subjective.”

The UK-based company has found corporate

The school doesn’t expect young people to be the

high-flyers for senior roles in Britain and beyond. Its

finished article, rather rough diamonds willing to learn

clients include FTSE 200 companies. After carrying

and grow – as people and performers.

out research to identify the most suitable movers and

28 The Manager

The Manager 29

»

recruitment

Looking solely at a player’s physical profile is a mistake. They need sufficient desire and commitment, humility and mental strength shakers for a role, discreet approaches for interview

road for six months a year running university roadshows.

are then made. “We look for people who have already

Picking the cream of the crop isn’t simply about ensuring

proved themselves in comparable situations,” says Sharp.

a minimum set of qualifications. “Successful candidates

“When we interview a candidate, it’s not about whether

must also fit well into the organisation,” says Holbrook.

we like them. They have to fulfill our client’s needs.

“We assess their interpersonal skills and ability to work in

“Some interviewees will try to take credit for others’

a team. They must have emotional intelligence.”

achievements, but cross-examination will expose a liar.

Genuine high-achievers don’t need to lie or exaggerate.”

He believes it’s possible to spot future corporate superstars on campus. “It’s like when Wayne Rooney scored that great goal for Everton against

Fresh pickings

Arsenal. Despite his tender age, you could see that he

“New talent is critical to our success,” says Mick

was something special.”

Holbrook, director of organisation and people

PwC’s graduate recruitment and development is

development at PricewaterhouseCoopers (PwC). The

highly effective. Its previous and current chairmen were

professional services heavyweight is the UK’s biggest

both graduate recruits, as are all current executive board

graduate employer, recruiting 1,000 graduates a year

members. But Holbrook says youth is not everything.

in the UK – ten times that globally. To achieve this, PwC

“Some people are ‘late bloomers’, achieving great things

has a large student recruitment team, which hits the

beyond their 30s or 40s.” There’s hope for us all yet.

Youthful eyes network, and are invited to our talent

quieter kids become much more confident

centres. There we aim to improve their ball

during a game. Seeing how players cope

mastery in a non-threatening environment.

with pressure is very revealing.

It’s a learning opportunity: nothing more.

“Looking solely at a player’s physical

“Our identification and recruitment

profile is a mistake. It’s a factor, but not the

team for older boys is made up of full-time

only determinant. A young player needs

staff and 55 local scouts. London is highly

sufficient desire and commitment, humility

competitive, so we have to be proactive.

and mental strength. Does the boy have

Sometimes people write to the club to

what it takes to play in front of 70-odd

request a trial. One example is Chris

thousand people? If they have any flaws,

Smalling, signed at 18 by Fulham last year.

they’ll be uncovered on a stage like that.

He recently made the squad for the Cup

“Young players know they need to

game against Kidderminster.

make an impression. Unfortunately,

“When assessing young players, I expect a level of

For eight years, Huw Jennings was academy manager at Southampton,

some think the way to do this is with a flamboyant hairstyle,

technical ability. A central

brightly coloured boots and

defender might not need the

an endless stream of jokes.

same as a winger – it varies.

It’s more important to

I also look closely at their

express yourself on the

first touch and their ability to

pitch and manage yourself

use the ball quickly.

“You have to profile a player on

properly off it.

“Why do some kids not make

working with such talents as Theo Walcott

a technical, tactical, physical and

it? It’s a very competitive industry and

(above) and Gareth Bale (right). In 2006,

emotional level. A young player’s family

many boys are chasing the same dream.

he became the Barclays Premier League’s

can reveal a lot. Attitude, personality and

Some talented kids probably slip through

youth development manager and, in

ability to contribute to the team are crucial.

the net and others fail to apply themselves,

December 2008, became Fulham’s

At Southampton, Gordon Strachan used to

but in 98 per cent of cases, they’re simply

academy director. “Players as young as six

ask new players: ‘Are you a radiator or a

not good enough. Most young players

are recommended through Fulham’s

drain?’ Some are totally confident. Some

reach the level that’s right for them.”

30 The Manager

»

on the front line

Ready for your close up ?

The relationship between the manager and the media has never been more important. Good managers don’t just handle it, they harness it.

Words: Steve Bates Football is big business, not only for the clubs, their suppliers and partners, but for the organisations and sponsors that feed off media coverage. Such is the

Greater men have been felled by controversy.

The masters of the media know when to confront an issue head on and when to say “no comment”.

insatiable global demand for information, soundbites and video footage that the pressure on clubs and their managers is intense.

According to Katie Perrior at iNHouse PR, the firm behind Boris Johnson’s successful mayoral campaign,

“A bad interview lingers in the minds of those who

“In the last decade, the situation has changed beyond

He adds that how a manager communicates also

managers represent both the team and the brand.

watch or read it at the time, but will also be subject to

all recognition,” he says. “In the past, it was easier for

affects how they are perceived by fans and the public

Having a good relationship with the media and the

repeated viewing via the internet,” says Perrior.

people in public office, particularly in football, to decline

in general. While media gurus like Bevington can

to speak to the press and to focus on the job in hand.

help, a manager’s popularity will depend largely on

confidence to get your message across is, therefore,

Expert help can be key. After gauging the mood

vital. “A manager’s interview technique is highly

and objectives of the media at any given moment,

That might sound like utopia for most managers, whose

their personality. Everyone has their own, unique

influential in how their club’s fortunes are reported the

communications directors like the Football Association’s

priority is what happens on the pitch.”

style. According to Perrior, policitian William Hague

next day,” says Perrier. “Preparation is essential.”

Adrian Bevington can help shape a strategy that will

But good managers understand that media handling

is very composed, “perhaps because he has so much

get the right message into the public domain. Currently

comes with the job. It’s a two-way street – football

experience of negative media. He has turned the media

Lights, camera, action

working alongside England manager Fabio Capello,

needs the media, the media needs football. “You

to his advantage and journalists tend to repect him.”

Gone are the days when mavericks such as Brian Clough

Bevington has worked closely with Sven Goran Eriksson,

only have to look at the revenue clubs receive from

would keep the press waiting while he finished his daily

Steve McClaren, Kevin Keegan and past FA coaches

television broadcasts to see why it’s important to work

manner to great effect. “He is not always good at

game of squash. With millions ready to scrutinise your

Howard Wilkinson, Peter Taylor and David Platt.

with the media,” says Bevington. “Managers can use it

conveying his message, but is adept at designing

as a promotional tool to encourage sponsorship and

memorable media stunts,” says Perrior. “He knows what

advertising, and to convey certain messages.”

the media wants and always delivers.”

every word, the off-the-cuff approach is out. Managers must be fully briefed and ready to deliver their message.

32 The Manager

Bevington has a unique insight into the uneasy truce that can often exist between manager and media.

Richard Branson, meanwhile, wields his likeable

The Manager 33

»

on the front line

Ready for your close up ?

The relationship between the manager and the media has never been more important. Good managers don’t just handle it, they harness it.

Words: Steve Bates Football is big business, not only for the clubs, their suppliers and partners, but for the organisations and sponsors that feed off media coverage. Such is the

Greater men have been felled by controversy.

The masters of the media know when to confront an issue head on and when to say “no comment”.

insatiable global demand for information, soundbites and video footage that the pressure on clubs and their managers is intense.

According to Katie Perrior at iNHouse PR, the firm behind Boris Johnson’s successful mayoral campaign,

“A bad interview lingers in the minds of those who

“In the last decade, the situation has changed beyond

He adds that how a manager communicates also

managers represent both the team and the brand.

watch or read it at the time, but will also be subject to

all recognition,” he says. “In the past, it was easier for

affects how they are perceived by fans and the public

Having a good relationship with the media and the

repeated viewing via the internet,” says Perrior.

people in public office, particularly in football, to decline

in general. While media gurus like Bevington can

to speak to the press and to focus on the job in hand.

help, a manager’s popularity will depend largely on

confidence to get your message across is, therefore,

Expert help can be key. After gauging the mood

vital. “A manager’s interview technique is highly

and objectives of the media at any given moment,

That might sound like utopia for most managers, whose

their personality. Everyone has their own, unique

influential in how their club’s fortunes are reported the

communications directors like the Football Association’s

priority is what happens on the pitch.”

style. According to Perrior, policitian William Hague

next day,” says Perrier. “Preparation is essential.”

Adrian Bevington can help shape a strategy that will

But good managers understand that media handling

is very composed, “perhaps because he has so much

get the right message into the public domain. Currently

comes with the job. It’s a two-way street – football

experience of negative media. He has turned the media

Lights, camera, action

working alongside England manager Fabio Capello,

needs the media, the media needs football. “You

to his advantage and journalists tend to repect him.”

Gone are the days when mavericks such as Brian Clough

Bevington has worked closely with Sven Goran Eriksson,

only have to look at the revenue clubs receive from

would keep the press waiting while he finished his daily

Steve McClaren, Kevin Keegan and past FA coaches

television broadcasts to see why it’s important to work

manner to great effect. “He is not always good at

game of squash. With millions ready to scrutinise your

Howard Wilkinson, Peter Taylor and David Platt.

with the media,” says Bevington. “Managers can use it

conveying his message, but is adept at designing

as a promotional tool to encourage sponsorship and

memorable media stunts,” says Perrior. “He knows what

advertising, and to convey certain messages.”

the media wants and always delivers.”

every word, the off-the-cuff approach is out. Managers must be fully briefed and ready to deliver their message.

32 The Manager

Bevington has a unique insight into the uneasy truce that can often exist between manager and media.

Richard Branson, meanwhile, wields his likeable

The Manager 33

Gone are the days when mavericks such as Brian Clough would keep the press waiting while he finished his daily game of squash flash TV interview. Within minutes, he’d done the

and media is generally constructive, it isn’t

interview, explained the team’s

always plain sailing. Managers have a duty

performance and apologised

to represent their club, normally through

to the fans.

pre- and post-match press conferences, and

According to Adrian Bevington (left), media intrusion can be unforgiving.

It was interesting when he

regular weekly briefings. But one journalist’s

resurfaced in the Premier

interpretation of their comments may differ

League at Manchester City

greatly to the next. The written press are

some time later. He was still

bound by the Press Complaints Commission

able to command respect from

(PCC) Code of Practice, which is strictly

the journalists because he had

enforced. But while litigation by clubs,

always fronted up to them.

managers or players against newspapers or

McClaren was the same. It’s

other media outlets does occur, a non-legal

important that a manager

solution is usually preferable for both sides.

always explains himself.

Beyond the call of duty

Respect is due

The rewards for the highest profile managers

Capello is currently forging

can be exceptional, but the stakes are also

similar relationships with the

higher. As Bevington knows, life in the media

English media. I have never

spotlight can be unforgiving. “Eriksson was

worked with Sir Alex Ferguson,

England manager for a comparatively long time,

but I see many similarities in

manager, Bevington was close by his side. “Eriksson

and eventually some of the non-football related stories

the way that he and Capello

was unflappable. He was able to say no when he didn’t

became damaging to his career and to his reputation,”

work with the media. They will

want to get embroiled in a story or discuss certain

Bevington recalls. “He was aware of that near the

only discuss the issues they

issues, especially concerning his private life,” he says.

end, and of the need to protect everyone’s credibility.

“Managers need the confidence to say nothing to avoid

That’s not an easy situation to manage,” he says. “As a

controversy. You can do that without being rude or

communications director, you work very closely with

abrupt. That strength of character tends to come with

someone and must have a complete handle on what’s

managers who have been in the game for a long time.”

going on in their life, without being intrusive. But there’s

want to. Because of their past success and current authority, the media don’t want to take them on to the extent that they might other managers.

always a risk that something non-football related, which

In focus Although the glare of publicity can be dazzling, a

After Eriksson, Fabio Capello and Steve McClaren

little planning can go a long way. A good manager will

were keen to avoid courting publicity about their private

have some idea of what’s coming their way and have

lives. Bevington worked very hard to protect their

prepared some ideas and responses in advance.

privacy. “When Capello became England manager, The

Getting those ideas across in a confident and

FA wrote to every newspaper editor and broadcaster to

coherent manner is another challenge. Andrew Clarke

explain that, while he hoped for a good relationship with

is a senior lecturer at Warwick Business School and an

the media, he would expect them to respect his privacy,”

expert in leadership skills and public speaking. “Whether

says Bevington. “There are also guidelines under the

you’re a football manager or the CEO of a big company,

PCC, and they have been very useful for us in enforcing

the best advice is to relax and forget the camera is

that respect. In my job at The FA, I have a responsibility

there,” says Clarke. “Talk to the interviewer, not the

to ensure the England manager enjoys as regular a

viewers or the camera. Convince yourself that you’re

lifestyle as possible, while doing a very high profile and

only talking to that one person.”

important job.”

According to Clarke, many managers find it easier

If you’re enjoying a spell of success, the risk of

to talk to a TV camera than to journalists. “There

negative stories surfacing are pretty low. But when

can be trust issues with the written press,” he says.

the tide turns it can wash up all sorts of flotsam. As

“But, as with everything, it comes down to experience and the relationships that you form with people.”

While the relationship between football manager

34 The Manager

Putty in their hands

you are unprepared for, will trip you up.”

When journos attack According to The FA’s Adrian Bevington, Media reaction to failure can be brutal.

“

The best managers use the media for their own benefit.

They might be addressing the public, but they can still convey a message indirectly to the dressing room.

The players in a team will

The hardest part of my job is when you

noticed the brolly. But we lost and failed to

see someone you’ve worked very closely

qualify, and so the picture and, now

read the item in a newspaper or see a

with endure personal abuse and criticism.

famous, headline secured their place in the

news broadcast, so it’s a useful way of

Everyone I have worked with has been

collective memory.

communicating something to the camp or building confidence.

able to accept objective criticism of their

“

When Sven Goran Eriksson was appointed England

professional performance, but sometimes

Eriksson fights back

it gets vindictive and nasty.

Sometimes attack is the best form of

England’s friendly against Germany in

Capello’s media performance ahead of

defence. I believe you should still face the

Berlin last November was a masterstroke

The umbrella incident

music, even when you’ve suffered a blow

of turning a negative into a positive.

There was one occasion when Steve

and are at your lowest ebb.

Despite being stripped of key players, he

McClaren was snapped sheltering under

I remember when England lost against

Bevington attests (opposite), managers need to be able

an umbrella as England lost to Croatia. It

Northern Ireland in Belfast a few years ago.

to deal with criticism – professional and personal.

Smile for the camera, please!

was a vital Euro 2008 qualifier and, had we

As I walked to the dressing room with

won that night, nobody would have even

Eriksson, I told him I needed him to do a

emphasised to the world how confident he was of a win. And he was right.

Confident managers breed confidence in those around them – it’s infectious.

The Manager 35

Gone are the days when mavericks such as Brian Clough would keep the press waiting while he finished his daily game of squash flash TV interview. Within minutes, he’d done the

and media is generally constructive, it isn’t

interview, explained the team’s

always plain sailing. Managers have a duty

performance and apologised

to represent their club, normally through

to the fans.

pre- and post-match press conferences, and

According to Adrian Bevington (left), media intrusion can be unforgiving.

It was interesting when he

regular weekly briefings. But one journalist’s

resurfaced in the Premier

interpretation of their comments may differ

League at Manchester City

greatly to the next. The written press are

some time later. He was still

bound by the Press Complaints Commission

able to command respect from

(PCC) Code of Practice, which is strictly

the journalists because he had

enforced. But while litigation by clubs,

always fronted up to them.

managers or players against newspapers or

McClaren was the same. It’s

other media outlets does occur, a non-legal

important that a manager

solution is usually preferable for both sides.

always explains himself.

Beyond the call of duty

Respect is due

The rewards for the highest profile managers

Capello is currently forging

can be exceptional, but the stakes are also

similar relationships with the

higher. As Bevington knows, life in the media

English media. I have never

spotlight can be unforgiving. “Eriksson was

worked with Sir Alex Ferguson,

England manager for a comparatively long time,

but I see many similarities in

manager, Bevington was close by his side. “Eriksson

and eventually some of the non-football related stories

the way that he and Capello

was unflappable. He was able to say no when he didn’t

became damaging to his career and to his reputation,”

work with the media. They will

want to get embroiled in a story or discuss certain

Bevington recalls. “He was aware of that near the

only discuss the issues they

issues, especially concerning his private life,” he says.

end, and of the need to protect everyone’s credibility.

“Managers need the confidence to say nothing to avoid

That’s not an easy situation to manage,” he says. “As a

controversy. You can do that without being rude or

communications director, you work very closely with

abrupt. That strength of character tends to come with

someone and must have a complete handle on what’s

managers who have been in the game for a long time.”

going on in their life, without being intrusive. But there’s

want to. Because of their past success and current authority, the media don’t want to take them on to the extent that they might other managers.

always a risk that something non-football related, which

In focus Although the glare of publicity can be dazzling, a

After Eriksson, Fabio Capello and Steve McClaren

little planning can go a long way. A good manager will

were keen to avoid courting publicity about their private

have some idea of what’s coming their way and have

lives. Bevington worked very hard to protect their

prepared some ideas and responses in advance.

privacy. “When Capello became England manager, The

Getting those ideas across in a confident and

FA wrote to every newspaper editor and broadcaster to

coherent manner is another challenge. Andrew Clarke

explain that, while he hoped for a good relationship with

is a senior lecturer at Warwick Business School and an

the media, he would expect them to respect his privacy,”

expert in leadership skills and public speaking. “Whether

says Bevington. “There are also guidelines under the

you’re a football manager or the CEO of a big company,

PCC, and they have been very useful for us in enforcing

the best advice is to relax and forget the camera is

that respect. In my job at The FA, I have a responsibility

there,” says Clarke. “Talk to the interviewer, not the

to ensure the England manager enjoys as regular a

viewers or the camera. Convince yourself that you’re

lifestyle as possible, while doing a very high profile and

only talking to that one person.”

important job.”

According to Clarke, many managers find it easier

If you’re enjoying a spell of success, the risk of

to talk to a TV camera than to journalists. “There

negative stories surfacing are pretty low. But when

can be trust issues with the written press,” he says.

the tide turns it can wash up all sorts of flotsam. As

“But, as with everything, it comes down to experience and the relationships that you form with people.”

While the relationship between football manager

34 The Manager

Putty in their hands

you are unprepared for, will trip you up.”

When journos attack According to The FA’s Adrian Bevington, Media reaction to failure can be brutal.

“

The best managers use the media for their own benefit.

They might be addressing the public, but they can still convey a message indirectly to the dressing room.

The players in a team will

The hardest part of my job is when you

noticed the brolly. But we lost and failed to

see someone you’ve worked very closely

qualify, and so the picture and, now

read the item in a newspaper or see a

with endure personal abuse and criticism.

famous, headline secured their place in the

news broadcast, so it’s a useful way of

Everyone I have worked with has been

collective memory.

communicating something to the camp or building confidence.

able to accept objective criticism of their

“

When Sven Goran Eriksson was appointed England

professional performance, but sometimes

Eriksson fights back

it gets vindictive and nasty.

Sometimes attack is the best form of

England’s friendly against Germany in

Capello’s media performance ahead of

defence. I believe you should still face the

Berlin last November was a masterstroke

The umbrella incident

music, even when you’ve suffered a blow

of turning a negative into a positive.

There was one occasion when Steve

and are at your lowest ebb.

Despite being stripped of key players, he

McClaren was snapped sheltering under

I remember when England lost against

Bevington attests (opposite), managers need to be able

an umbrella as England lost to Croatia. It

Northern Ireland in Belfast a few years ago.

to deal with criticism – professional and personal.

Smile for the camera, please!

was a vital Euro 2008 qualifier and, had we

As I walked to the dressing room with

won that night, nobody would have even

Eriksson, I told him I needed him to do a

emphasised to the world how confident he was of a win. And he was right.

Confident managers breed confidence in those around them – it’s infectious.

The Manager 35

»

teamwork

Dave Boobyer Head of security (star defender)

Rick Cowdery Head of communications (the one with all the answers)

Dan Thomas Head of operations (the crowd pleaser)

Team game:There are more than 11 people in a football team. Meet the key players at Plymouth Argyle. photography: richard gleed 36 The Manager

Sue Vallins PA to the manager and player liaison (versatile mid-fielder) Steve Davies Head of sales and marketing (gets straight down to business)

The Manager 37

»

teamwork

Dave Boobyer Head of security (star defender)

Rick Cowdery Head of communications (the one with all the answers)

Dan Thomas Head of operations (the crowd pleaser)

Team game:There are more than 11 people in a football team. Meet the key players at Plymouth Argyle. photography: richard gleed 36 The Manager

Sue Vallins PA to the manager and player liaison (versatile mid-fielder) Steve Davies Head of sales and marketing (gets straight down to business)

The Manager 37

I’m a small cog in a very large machine. The club has to

1

Sue Vallins Manager’s PA & player liaison

3

2

1

work as a team, and towards the same goal

4

5

the local media. We’re the focus of

maintenance. But the most challeng-

and non-matchdays. A stadium used

operate as a proper business, rather

consider the impact it might have on

attention of two daily papers, count-

ing is making decisions that impact

on only 23 days a year would be

than a professional hobby. We don’t

other people.

I’m a small cog in a very large

less weeklies, at least five radio sta-

on the fan base – you can’t please all

vastly under-utilised.

have a rich “sugar daddy” at Argyle;

Few fans have any idea how a

machine, but an important one. One

tions, two TV stations and numerous

of the people all of the time.

the club is run very prudently by a

football club operates as a business.

key area in which I contribute to the

freelancers. There’s a balancing act

Some supporters think that those

and creative. While “off the shelf”

consortium of local businessmen. It’s

Those that do can be very critical of

club’s success is in helping players

between catering for their needs and

running the club are faceless bureau-

sponsorship and hospitality pack-

a tight ship.

that. There’s a tendency to think that

who are new to Plymouth feel wel-

those of the club’s own website.

crats who don’t care. But, invariably,

ages might work for the big boys

those behind the scenes have a

in the Barclays Premier League, for

come and settled.

Before taking this role in 2003, I

I have to be determined, flexible

The most important thing I’ve

worked for many years as a journalist

genuine love for the club and want to

us, understanding the needs of local

learned here is that the entire club

on the local morning paper, including

see it succeed as much as any fan.

companies is key. I spend a lot of

has to work together as a team, and

16 years as Argyle reporter. Even so,

towards the same goal. Chief execu-

I was amazed how little I knew about

few of us, and too little space for it

potential clients to establish common

tive Michael Dunford works hard to

the inner workings of a football club.

to be any other way. My job is behind

goals. I also get involved in local ini-

the scenes. A well run operations

tiatives and networking opportunities

ensure that this is the case.

My role has changed a lot since

We work as a team; there are too

time researching the background of

a club has limitless resources and

As Hannibal Smith said, “I love it when a plan comes together”. Any plan. Especially if, somehow, it helps contribute to three points

that we should be spending substantial sums on new players. But there are also signing on fees, agents fees, wages, bonuses, etc, to take into account. The fans don’t understand the financial side of the business.

Maintaining the condition of

Inevitably, the reality of the

then. When we were in the lower

department, like a good referee,

so I can keep Argyle at the forefront

day-to-day workings of the club is

divisions, it was a case of tapping

should go unnoticed, but is essential

of the local business community.

somewhat different from the public’s

into and maximising the goodwill. As

in supporting the team.

perception. The fans only see the tip

we move up the league, the climb

I previously worked in hospitality,

of the iceberg. This is really brought

becomes steeper, and progress

in hotels and running pubs, and I see

this economic climate, especially in

home when we have students here

slower, yet, maybe as a result of our

one parallel in particular with working

this area, where there are a limited

on work experience, something I help

previously rapid ascent, supporters’

here. Your customers feel a tangible

number of large-scale businesses.

to organise. They are fascinated to

expectations remain high. Managing

link and a real sense of ownership

Companies are cutting back on their

discover what goes on behind the

those expectations has assumed a

to everything you are trying to do.

entertainment and hospitality budg-

scenes. The truth is there are many

greater importance.

They want you to succeed, and are

ets, so we’ll need to come up with

My role as safety officer also

not afraid to read you the riot act

more creative, tailored packages and

allows the club to make savings,

Developing new business relationships will be a challenge in

people working very hard to keep

It’s very rewarding to be part of

things running smoothly. And the

this team. As Hannibal Smith said, “I

and offer you advice when you’re not

compelling business reasons to form

challenges have increased now that

love it when a plan comes together”.

performing to their expectations.

an association with the club.

everyone is feeling the pinch.

Any plan. Especially if, somehow, it

2

helps contribute to three points.

Rick Cowdery Head of communications

and services at best value. I’m also responsible for ensuring the safety of everyone inside on matchdays – which can add up to around 200 staff and 19,000 spectators – as well as for the stewarding, medical and turnstile operations.

because by delivering excellent

Because competition is fierce these

While the club is departmentalised, it

policing levels consistent.

days, clubs are recruiting experi-

still feels like a family, and most of us

As well as sponsorship activities I

enced professionals, like myself, from

are working for the benefit of others.

seen that large amounts of money

work to maximise revenue through

outside the football world.

After six years, the most impor-

can be saved by just spending a little

4

Steve Davies Head of sales & marketing

I used to work in financial services.

3

sponsibilities, but most challenging is

There are many facets to my job,

corporate hospitality and use of the

It’s only in recent years that

satisfying the voracious appetite of

from HR and hospitality to pitch

club’s facilities, both on matchdays

clubs have woken up to the need to

38 The Manager

it enables us to deliver our goods

Dave Boobyer Stadium manager & matchday security officer

Mine is a varied job with many re-

Dan Thomas Head of operations

5

the stadium is essential, because

standards of safety and quality on matchdays we are able to keep Working at Plymouth Argyle, I’ve

tant thing I’ve learned is that, before

time on research and negotiating,

you make a decision, you should

without reducing quality.

The Manager 39

I’m a small cog in a very large machine. The club has to

1

Sue Vallins Manager’s PA & player liaison

3

2

1

work as a team, and towards the same goal

4

5

the local media. We’re the focus of

maintenance. But the most challeng-

and non-matchdays. A stadium used

operate as a proper business, rather

consider the impact it might have on

attention of two daily papers, count-

ing is making decisions that impact

on only 23 days a year would be

than a professional hobby. We don’t

other people.

I’m a small cog in a very large

less weeklies, at least five radio sta-

on the fan base – you can’t please all

vastly under-utilised.

have a rich “sugar daddy” at Argyle;

Few fans have any idea how a

machine, but an important one. One

tions, two TV stations and numerous

of the people all of the time.

the club is run very prudently by a

football club operates as a business.

key area in which I contribute to the

freelancers. There’s a balancing act

Some supporters think that those

and creative. While “off the shelf”

consortium of local businessmen. It’s

Those that do can be very critical of

club’s success is in helping players

between catering for their needs and

running the club are faceless bureau-

sponsorship and hospitality pack-

a tight ship.

that. There’s a tendency to think that

who are new to Plymouth feel wel-

those of the club’s own website.

crats who don’t care. But, invariably,

ages might work for the big boys

those behind the scenes have a

in the Barclays Premier League, for

come and settled.

Before taking this role in 2003, I

I have to be determined, flexible

The most important thing I’ve

worked for many years as a journalist

genuine love for the club and want to

us, understanding the needs of local

learned here is that the entire club

on the local morning paper, including

see it succeed as much as any fan.

companies is key. I spend a lot of

has to work together as a team, and

16 years as Argyle reporter. Even so,

towards the same goal. Chief execu-

I was amazed how little I knew about

few of us, and too little space for it

potential clients to establish common

tive Michael Dunford works hard to

the inner workings of a football club.

to be any other way. My job is behind

goals. I also get involved in local ini-

the scenes. A well run operations

tiatives and networking opportunities

ensure that this is the case.

My role has changed a lot since

We work as a team; there are too

time researching the background of

a club has limitless resources and

As Hannibal Smith said, “I love it when a plan comes together”. Any plan. Especially if, somehow, it helps contribute to three points

that we should be spending substantial sums on new players. But there are also signing on fees, agents fees, wages, bonuses, etc, to take into account. The fans don’t understand the financial side of the business.

Maintaining the condition of

Inevitably, the reality of the

then. When we were in the lower

department, like a good referee,

so I can keep Argyle at the forefront

day-to-day workings of the club is

divisions, it was a case of tapping

should go unnoticed, but is essential

of the local business community.

somewhat different from the public’s

into and maximising the goodwill. As

in supporting the team.

perception. The fans only see the tip

we move up the league, the climb

I previously worked in hospitality,

of the iceberg. This is really brought

becomes steeper, and progress

in hotels and running pubs, and I see

this economic climate, especially in

home when we have students here

slower, yet, maybe as a result of our

one parallel in particular with working

this area, where there are a limited

on work experience, something I help

previously rapid ascent, supporters’

here. Your customers feel a tangible

number of large-scale businesses.

to organise. They are fascinated to

expectations remain high. Managing

link and a real sense of ownership

Companies are cutting back on their

discover what goes on behind the

those expectations has assumed a

to everything you are trying to do.

entertainment and hospitality budg-

scenes. The truth is there are many

greater importance.

They want you to succeed, and are

ets, so we’ll need to come up with

My role as safety officer also

not afraid to read you the riot act

more creative, tailored packages and

allows the club to make savings,

Developing new business relationships will be a challenge in

people working very hard to keep

It’s very rewarding to be part of

things running smoothly. And the

this team. As Hannibal Smith said, “I

and offer you advice when you’re not

compelling business reasons to form

challenges have increased now that

love it when a plan comes together”.

performing to their expectations.

an association with the club.

everyone is feeling the pinch.

Any plan. Especially if, somehow, it

2

helps contribute to three points.

Rick Cowdery Head of communications

and services at best value. I’m also responsible for ensuring the safety of everyone inside on matchdays – which can add up to around 200 staff and 19,000 spectators – as well as for the stewarding, medical and turnstile operations.

because by delivering excellent

Because competition is fierce these

While the club is departmentalised, it

policing levels consistent.

days, clubs are recruiting experi-

still feels like a family, and most of us

As well as sponsorship activities I

enced professionals, like myself, from

are working for the benefit of others.

seen that large amounts of money

work to maximise revenue through

outside the football world.

After six years, the most impor-

can be saved by just spending a little

4

Steve Davies Head of sales & marketing

I used to work in financial services.

3

sponsibilities, but most challenging is

There are many facets to my job,

corporate hospitality and use of the

It’s only in recent years that

satisfying the voracious appetite of

from HR and hospitality to pitch

club’s facilities, both on matchdays

clubs have woken up to the need to

38 The Manager

it enables us to deliver our goods

Dave Boobyer Stadium manager & matchday security officer

Mine is a varied job with many re-

Dan Thomas Head of operations

5

the stadium is essential, because

standards of safety and quality on matchdays we are able to keep Working at Plymouth Argyle, I’ve

tant thing I’ve learned is that, before

time on research and negotiating,

you make a decision, you should

without reducing quality.

The Manager 39

»

interim management

Pictured (left to right): Guus Hiddink, Chelsea; Ricky Sbragia, Sunderland; Tony Parkes, Blackpool

“HIDDINK TOLD TO FIND QUICK FIX” screamed the headline after Guus Hiddink took over the reins at Chelsea. In a few words, it captured the expectations of the interim manager: steady the ship, arrest the slump and turn things around.

The Caret aker Thankless task or golden opportunity for career development?

purpose, not just those that would work in an ideal world,”

Hickmore agrees that clarity of

foremost is experience. “A caretaker

she says. “They are likely to take many good skills with

purpose is everything. Unless both

manager tends be someone who has

them to their next role.” As not every successful interim

the client and the interim are agreed

been around for a while, who

manager will automatically get the job on a permanent

on what can and can’t be achieved,

understands the politics of the club,

For some, the role of caretaker manager might seem

basis, it’s important they take as many positives from the

neither party will be happy.

and knows the players inside out,” he

heaven sent. Expectations, especially at struggling clubs

experience as possible.

and businesses, tend to be low, and the only way is up. For

“Any interim going into a job will

says. “That’s normally one of the main

be expected to get results

reasons that you are offered the job;

the caretaker, that means the chance to fight fires, shake

Short but sweet

immediately,” she says. Given the

the club looks at you and thinks ‘you

things up a bit and prove that they are up to the job.

When local hero Ronald Koeman left PSV Eindhoven last

urgency of many assignments, hitting

know all about these players and you

Increasingly, businesses across the board are

season, Sef Vergoossen stepped up to the head coach’s

the ground running is all-important.

might be able to put things right’. The

recognising the value of short-term interim management

job as a favour to chairman Jan Reker. Results

“For the first month, interim

role might even go to someone in the

as a way to maintain stability and make necessary, but

immediately picked up and PSV embarked on a lengthy

managers in any field will be trying to

club’s academy, because of the real

often painful, changes.

run in the UEFA Cup. Under their interim, PSV kept hold of

get their bearings and find out about

desire to draw on experience.”

the league leadership and were crowned champions in

the client,” Hickmore says. “It’s

May 2008. An impressive haul.

important for the goals to be clear so

to understand the impact that their

they can get on with it. They need a

job can have on the club’s viability for

Sunderland’s Ricky Sbragia (top) is perhaps the best, recent example of a coach stepping up to the big role and turning things around. After three weeks of impressive results, Sbragia was given the job permanently.

Considering that longevity and the ability to take a

A caretaker manager also needs

longer-term strategy are generally seen as positives in

clear focus on the long-term

business, what’s behind the success of short-timers like

objectives. All of our interims work to terms of reference

keep the seat warm for any subsequent leaders and

permanent one, interim managers can gain a lot from the

Vergoossen? For Reker, having clarity of purpose was key

agreed between us, the client and the interim. These can

ensure the job is still an attractive one by maintaining the

experience. “Interims are often dropped into a situation

to the success of the caretaker’s tenure.

be updated as circumstances change.”

club’s position.

But even if a short-term assignment doesn’t turn into a

permanent managers. They must

“If you start off having a good run, picking up points

where the technology or infrastructure is lacking, or cash

“Vergoossen has the right personality for the job, but

is in short supply. That gives them an opportunity to be

he made it clear from the start that he would only do it for

Inside job

and winning games as a caretaker manager, it gives the

creative,” says Angela Hickmore, managing director at

six months – no exceptions,” says Reker. “He only came

All of this rings true with Tony Parkes (above), perhaps

club a better chance to select the right manager,” says

executive search firm Albemarle, and an expert in placing

here to help me for that time, and it worked well because

British football’s most experienced caretaker. Having

Parkes. “If you are losing games from day one, there’s

interim managers in the commercial sector.

everyone knew where they stood.”

taken over the reigns for varying periods at Blackburn

panic. The club wants a permanent manager quickly and

Rovers on six separate occasions, Parkes is currently

risk hiring the wrong one out of haste and pressure from the spectators.”

“There are great opportunities to learn and develop,

To that end, PSV took the unusual step of naming their

because interim managers often find great willingness

next permanent coach, who would arrive the following

caretaker manager at Blackpool following the departure

from their team to help,” says Hickmore. But it is also a

summer. “Everyone knew what was happening and could

of Simon Grayson. To Parkes, the demands of the job are

tough job. “They need to find solutions that are fit for

focus on the job in hand.”

unique, and it requires particular qualities. First and

40 The Manager

Almost all interims find themselves stepping into a state of flux. “When a client hires an interim manager, they

The Manager 41

»

interim management

Pictured (left to right): Guus Hiddink, Chelsea; Ricky Sbragia, Sunderland; Tony Parkes, Blackpool

“HIDDINK TOLD TO FIND QUICK FIX” screamed the headline after Guus Hiddink took over the reins at Chelsea. In a few words, it captured the expectations of the interim manager: steady the ship, arrest the slump and turn things around.

The Caret aker Thankless task or golden opportunity for career development?

purpose, not just those that would work in an ideal world,”

Hickmore agrees that clarity of

foremost is experience. “A caretaker

she says. “They are likely to take many good skills with

purpose is everything. Unless both

manager tends be someone who has

them to their next role.” As not every successful interim

the client and the interim are agreed

been around for a while, who

manager will automatically get the job on a permanent

on what can and can’t be achieved,

understands the politics of the club,

For some, the role of caretaker manager might seem

basis, it’s important they take as many positives from the

neither party will be happy.

and knows the players inside out,” he

heaven sent. Expectations, especially at struggling clubs

experience as possible.

and businesses, tend to be low, and the only way is up. For

“Any interim going into a job will

says. “That’s normally one of the main

be expected to get results

reasons that you are offered the job;

the caretaker, that means the chance to fight fires, shake

Short but sweet

immediately,” she says. Given the

the club looks at you and thinks ‘you

things up a bit and prove that they are up to the job.

When local hero Ronald Koeman left PSV Eindhoven last

urgency of many assignments, hitting

know all about these players and you

Increasingly, businesses across the board are

season, Sef Vergoossen stepped up to the head coach’s

the ground running is all-important.

might be able to put things right’. The

recognising the value of short-term interim management

job as a favour to chairman Jan Reker. Results

“For the first month, interim

role might even go to someone in the

as a way to maintain stability and make necessary, but

immediately picked up and PSV embarked on a lengthy

managers in any field will be trying to

club’s academy, because of the real

often painful, changes.

run in the UEFA Cup. Under their interim, PSV kept hold of

get their bearings and find out about

desire to draw on experience.”

the league leadership and were crowned champions in

the client,” Hickmore says. “It’s

May 2008. An impressive haul.

important for the goals to be clear so

to understand the impact that their

they can get on with it. They need a

job can have on the club’s viability for

Sunderland’s Ricky Sbragia (top) is perhaps the best, recent example of a coach stepping up to the big role and turning things around. After three weeks of impressive results, Sbragia was given the job permanently.

Considering that longevity and the ability to take a

A caretaker manager also needs

longer-term strategy are generally seen as positives in

clear focus on the long-term

business, what’s behind the success of short-timers like

objectives. All of our interims work to terms of reference

keep the seat warm for any subsequent leaders and

permanent one, interim managers can gain a lot from the

Vergoossen? For Reker, having clarity of purpose was key

agreed between us, the client and the interim. These can

ensure the job is still an attractive one by maintaining the

experience. “Interims are often dropped into a situation

to the success of the caretaker’s tenure.

be updated as circumstances change.”

club’s position.

But even if a short-term assignment doesn’t turn into a

permanent managers. They must

“If you start off having a good run, picking up points

where the technology or infrastructure is lacking, or cash

“Vergoossen has the right personality for the job, but

is in short supply. That gives them an opportunity to be

he made it clear from the start that he would only do it for

Inside job

and winning games as a caretaker manager, it gives the

creative,” says Angela Hickmore, managing director at

six months – no exceptions,” says Reker. “He only came

All of this rings true with Tony Parkes (above), perhaps

club a better chance to select the right manager,” says

executive search firm Albemarle, and an expert in placing

here to help me for that time, and it worked well because

British football’s most experienced caretaker. Having

Parkes. “If you are losing games from day one, there’s

interim managers in the commercial sector.

everyone knew where they stood.”

taken over the reigns for varying periods at Blackburn

panic. The club wants a permanent manager quickly and

Rovers on six separate occasions, Parkes is currently

risk hiring the wrong one out of haste and pressure from the spectators.”

“There are great opportunities to learn and develop,

To that end, PSV took the unusual step of naming their

because interim managers often find great willingness

next permanent coach, who would arrive the following

caretaker manager at Blackpool following the departure

from their team to help,” says Hickmore. But it is also a

summer. “Everyone knew what was happening and could

of Simon Grayson. To Parkes, the demands of the job are

tough job. “They need to find solutions that are fit for

focus on the job in hand.”

unique, and it requires particular qualities. First and

40 The Manager

Almost all interims find themselves stepping into a state of flux. “When a client hires an interim manager, they

The Manager 41

»

interim management

In the midst of all the upheaval, swift, decisive action is required to reassure the team are usually at some point of transition,” says Hickmore.

“In England, the manager has

PSV coach Sef Vergoossen

responsibility for the whole club,

“That can be good change –

whereas in Holland we have the

maybe they’ve acquired a

technical director and the

company – or, more usually, is

training coach,” he explains.

the result of bad news or

That division of

failure.” In the midst of all the

responsibilities has allowed the

upheaval, Hickmore and

Dutch to breed a generation of

Parkes agree that swift,

technically proficient coaches,

decisive action is required to

who spend more time on the

reassure the team. “The

training ground and less in the

players want to know what’s

office. The dynamic, says Reker,

happening pretty quickly –

is different. “In terms of short-

is somebody else coming in

term results, the training coach is

or are you taking the job?’’

the most important person, while

says Parkes.

the technical director is more

Hickmore says getting your

important for the long-term

team onside from the outset

position of the club.”

can make or break any

In many ways, caretaking

caretaker. “The best interims

offers British managers a taste

have great people skills, can

of the continental system. The

gain acceptance in their new

onus is on work at the training

environment, and can manage

ground, without the distractions

a team and their expectations,” she says.

of office politics and concerns over academy funding or

“Interim managers don’t turn things around by

youth development.

themselves. They do it with the cooperation of the people

“We say, look for the quick wins – the simple things you

around them. Even if the messages aren’t very palatable,

can do to make an impact,” says Hickmore, who often has

getting the buy-in of the team is essential.”

to remind both clients and interims of the limits of the placement. “The situation doesn’t demand that someone

Continental divide

come in and develop a long-term strategy. It might be

For Vergoossen at PSV, the approach was slightly

unravelled by the next person in the job,” she says.

different. There, the coach was seen as a more distant

According to Parkes, the job offers the chance to show

figure, whose tenure was for a fixed period. It enabled

people inside and outside the club just what you’re made

Reker and his coach to put aside concerns over politics

of. “You have to be in contact with the club chairman, as

and the long-term development of the club to focus

he needs to know what you are doing,” he says. “But you

on getting results on the pitch. “Vergoossen coached

are never fully in control as caretaker manager; you are

for the period he did in order to win the championship,”

still not the main man. What you can and must do is

Reker says.

convince people that you really know what you are

He adds that the Dutch model of club management is ideally suited to accommodating a caretaker coach.

doing.” According to Parkes, that is liberating and gives all managers a chance to show their mettle.

Successful in-betweeners Malcolm Crosby, Sunderland

David Pleat, Tottenham

Tony Barton, Aston Villa

Having stepped in after Denis Smith

Pleat, so successful with Spurs in 1986-87,

Perhaps the most celebrated example,

lost his job in 1991, Crosby took the

had three subsequent stints as caretaker,

Barton was promoted to caretaker boss in

Wearsiders all the way to the FA Cup final

in 1998, 2001 and 2003-04. The last came

1981 after Ron Saunders resigned. Barton

as caretaker. He only got the permanent

between the sacking of Glenn Hoddle and

steered the club to victory in the European

job a week before the final, which

appointment of Jacques Santini, and

Cup in Rotterdam, then went on to land

Sunderland lost 2-0 to Liverpool .

lasted for eight months and two weeks.

the job permanently.

42 The Manager

»

defining roles

What’s in a name? To some managers, a director of football is a meddler, out to undermine their position. But others have successfully embraced the concept.

Words: steve bates Scour the staff lists of football

seeing the process of buying and

Ferguson has been happy to

clubs across Spain, Italy, France and

selling players through. “Once I’ve

delegate some responsibilities, such

Portugal and you’ll find a technical

identified a possible new player

as liaising with agents and dealing

director or general manager working

to sign or sell, Barry sorts the deal

with contract negotiations and

alongside the head coach. While

out,” he says.

finances, freeing him up to spend

the job titles may vary, this kind of

more time with the team.

The organisational structure adopted

by Darren Ferguson and Barry Fry clearly works. Time will tell whether the director of football model catches on across the English game.

organisational structure is pretty

Draw the line

much standard practice.

When Ferguson was interviewed

certain areas is key, understanding

for the job at Peterborough, he

that Ferguson has the final say is

however, attempts by clubs to follow

was keen to establish what his

important for both parties. “There

a similar model have been met with

role would entail and how far Fry’s

can only be one gaffer, and that

suspicion or criticism. Yet there

position would encroach on it.

is Darren Ferguson,” says Fry. “It

are clubs that are proving that

It was vital that both parties

wouldn’t work if the director of

enlisting the help of a director in a

agreed on the mechanics of the

football still wanted to manage.

structured environment can produce

relationship. “You have to draw

You have to support the manager in

impressive results.

the boundaries and clearly define

everything he does, right or wrong.

each role from the start,” says

If he wants your opinion then of

Darren Ferguson and director of

Ferguson. “If you stick to that, the

course you give it, but the manager

Darren identifies what players he

them individually and as a team,”

the past year, we’ve seen managers

football Barry Fry are proof that

arrangement should work.”

has the final decision.”

wants and I negotiate the transfers.

says Fry. “He’s done incredibly well

leave their clubs because of this.”

I also balance the books. However,

over the last two years.”

This side of the Channel,

At Peterborough, manager

this kind of alliance doesn’t have

But, while Fry’s expertise in

Working in this way also takes

If he wants your opinion, then of course you give it, but the manager has the final decision

regular communication and a

Back-up

whichever player Darren decides on

territorial demarcation.

certain amount of chemistry to

The boundless support that Fry

and whatever the cost, we always

Continental divide

be successful and sustainable.

gives Ferguson is undoubtedly

find a way to do the deal.”

While the director of football

doesn’t affect how I do my job from

“The partnership can be a delicate

a factor in the success of their

day to day. It doesn’t even come

balance and you have to know and

into the equation,” says Ferguson.

trust the other person,” says the

“Picking the team, and decisions

Peterborough manager.

on transfers and coaching are all

For a relative newcomer like

how we operate at Peterborough.

I don’t think it will ever be fully accepted in England, because the manager essentially loses control. In

to be founded on suspicion or “Barry Fry’s role in the club

Ferguson. “However, that isn’t

But, as Fry points out, the game may naturally evolve towards a more continental model: “We are seeing more and more

Peterborough’s chairman,

structure is clearly paying dividends

foreign owners come into the

relationship. “I want him to succeed

Darragh MacAnthony, was also

for Peterborough, what is the future

game and they are likely to want a

more than anyone else in the

behind the set-up, in particular

of this business model in England?

director of football. If someone is

world,” says Fry. “Having managed

because of the help that Fry could

“It is normal in clubs abroad for

investing millions into a club, they

for 31 years, I understand that no

offer Ferguson. “He knew it would

the manager to work with whichever

will run it how they see fit. Managers

down to me.” But he adds that

Ferguson, the assistance of a

manager likes interference. From

allow Darren to concentrate on

players are brought to the club

may have to accept that change in

Fry’s role is particularly valuable in

seasoned pro like Fry is invaluable.

day one it was made clear that

working with the players, improving

by the director of football,” says

the future.”

44 The Manager

The Manager 45

»

defining roles

What’s in a name? To some managers, a director of football is a meddler, out to undermine their position. But others have successfully embraced the concept.

Words: steve bates Scour the staff lists of football

seeing the process of buying and

Ferguson has been happy to

clubs across Spain, Italy, France and

selling players through. “Once I’ve

delegate some responsibilities, such

Portugal and you’ll find a technical

identified a possible new player

as liaising with agents and dealing

director or general manager working

to sign or sell, Barry sorts the deal

with contract negotiations and

alongside the head coach. While

out,” he says.

finances, freeing him up to spend

the job titles may vary, this kind of

more time with the team.

The organisational structure adopted

by Darren Ferguson and Barry Fry clearly works. Time will tell whether the director of football model catches on across the English game.

organisational structure is pretty

Draw the line

much standard practice.

When Ferguson was interviewed

certain areas is key, understanding

for the job at Peterborough, he

that Ferguson has the final say is

however, attempts by clubs to follow

was keen to establish what his

important for both parties. “There

a similar model have been met with

role would entail and how far Fry’s

can only be one gaffer, and that

suspicion or criticism. Yet there

position would encroach on it.

is Darren Ferguson,” says Fry. “It

are clubs that are proving that

It was vital that both parties

wouldn’t work if the director of

enlisting the help of a director in a

agreed on the mechanics of the

football still wanted to manage.

structured environment can produce

relationship. “You have to draw

You have to support the manager in

impressive results.

the boundaries and clearly define

everything he does, right or wrong.

each role from the start,” says

If he wants your opinion then of

Darren Ferguson and director of

Ferguson. “If you stick to that, the

course you give it, but the manager

Darren identifies what players he

them individually and as a team,”

the past year, we’ve seen managers

football Barry Fry are proof that

arrangement should work.”

has the final decision.”

wants and I negotiate the transfers.

says Fry. “He’s done incredibly well

leave their clubs because of this.”

I also balance the books. However,

over the last two years.”

This side of the Channel,

At Peterborough, manager

this kind of alliance doesn’t have

But, while Fry’s expertise in

Working in this way also takes

If he wants your opinion, then of course you give it, but the manager has the final decision

regular communication and a

Back-up

whichever player Darren decides on

territorial demarcation.

certain amount of chemistry to

The boundless support that Fry

and whatever the cost, we always

Continental divide

be successful and sustainable.

gives Ferguson is undoubtedly

find a way to do the deal.”

While the director of football

doesn’t affect how I do my job from

“The partnership can be a delicate

a factor in the success of their

day to day. It doesn’t even come

balance and you have to know and

into the equation,” says Ferguson.

trust the other person,” says the

“Picking the team, and decisions

Peterborough manager.

on transfers and coaching are all

For a relative newcomer like

how we operate at Peterborough.

I don’t think it will ever be fully accepted in England, because the manager essentially loses control. In

to be founded on suspicion or “Barry Fry’s role in the club

Ferguson. “However, that isn’t

But, as Fry points out, the game may naturally evolve towards a more continental model: “We are seeing more and more

Peterborough’s chairman,

structure is clearly paying dividends

foreign owners come into the

relationship. “I want him to succeed

Darragh MacAnthony, was also

for Peterborough, what is the future

game and they are likely to want a

more than anyone else in the

behind the set-up, in particular

of this business model in England?

director of football. If someone is

world,” says Fry. “Having managed

because of the help that Fry could

“It is normal in clubs abroad for

investing millions into a club, they

for 31 years, I understand that no

offer Ferguson. “He knew it would

the manager to work with whichever

will run it how they see fit. Managers

down to me.” But he adds that

Ferguson, the assistance of a

manager likes interference. From

allow Darren to concentrate on

players are brought to the club

may have to accept that change in

Fry’s role is particularly valuable in

seasoned pro like Fry is invaluable.

day one it was made clear that

working with the players, improving

by the director of football,” says

the future.”

44 The Manager

The Manager 45

»

leadership

The professionals:They are at the top of their game in what are considered niche professions, yet their skills are surprisingly transferable.Three leaders challenge our perceptions of what a manager is and does. photography: richard gleed words: Alice Hoey

Margaret Dudley, head teacher, Oulder Hill Community School Regardless of whatever else

Strong leadership and management

of the teaching profession, the

you do that’s important, you’re

skills are essential in this job.

curriculum and how social problems

judged largely on the school’s

But one difference between my

can impact on and influence the way

league position.

job and Sam’s is that I have a much

that students learn and behave.

Results are, therefore, very

larger team to manage – 150 staff

Research a few years ago by

important to me and it’s

and around 1,300 students. I can’t

leadership consultant John West

disappointing when they don’t

personally focus on each one, so I

Burnham found the job of a UK

truly reflect the attainment of pupils.

organise “distributed leadership”,

head teacher to be among the

There is a risk that if you focus

whereby staff at every level are

most complex leadership and

too much on trying to move up in

expected to lead and manage their

management roles in the Western

the rankings it can detract from

own areas. This makes recruiting

world. Head teachers are not

the needs of individuals. But, for

people with the right skills and

only responsible for teaching and

the most part, the two things go

competencies crucial. I ensure that

learning, as is the case in many

together: if you address the needs

staff have access to the support

countries, but for everything else

mentoring was invaluable. He

skills and competencies are

There are times in this job when it

and well-being of individuals, they

they need, and expect them to

involved in the management of

had a strong focus on coaching

there to achieve our goals. I also

is very lonely.

tend to perform better.

perform to a high standard and to

the school. That includes working

others, and this style of working is

need good people on the bench,

When times are tough, it can seem

take their individual responsibilities

with governors and the community,

something I went on to employ.

so I’m constantly on the lookout

like the whole world is watching

very seriously.

staff recruitment, health and safety

I now have a strong reputation

for new talent and putting time

and judging you. While there may

matters, the curriculum, associated

for coaching and mentoring other

into developing the potential of

be support available, only you can

existing staff.

manage that situation.

The timescales for me to get those results are not, however, as tight as they might be for a football manager like Sam Allardyce (see the

It’s rare for someone to enter this

legal issues and managing a budget

professionals into leadership

interview overleaf). Rather than a

profession without a teaching

of around £6.5m. While those

and management positions,

match every week, we have annual

background – but not unheard of.

wide-ranging responsibilities and

including headship.

exams and so have more time to

Chief executives regularly switch

the accountability make for a more

make a difference.

between industry sectors but, as

difficult job, they also allow me

When asked about the challenges

But the principles are the same:

in football management, it helps

greater control and flexibility.

you have to field the right players

to have a firm grounding in this

Before I took this position, I

in the right positions, and that can

business. It’s a difficult job if you

take time to work out.

don’t have a clear understanding

46 The Manager

Like a football manager, I am

You have to be strong enough to

the face of the business and have

deal with difficult issues when they

to deal with the pressure of being

arise, lead others through them, and

in the public eye. As the school is

communicate effectively the reasons

of this job, I often say I’m just like a

very much involved with the local

behind your decisions. The ability

football manager.

community, there is often interest

to manage these things is what

deputised for an excellent head

I have to keep a close eye on who

from the media, and I have daily

separates those who excel at the job

teacher and his coaching and

I have on the field and ensure the

contact with parents and staff.

and those who don’t.

The Manager 47

»

leadership

The professionals:They are at the top of their game in what are considered niche professions, yet their skills are surprisingly transferable.Three leaders challenge our perceptions of what a manager is and does. photography: richard gleed words: Alice Hoey

Margaret Dudley, head teacher, Oulder Hill Community School Regardless of whatever else

Strong leadership and management

of the teaching profession, the

you do that’s important, you’re

skills are essential in this job.

curriculum and how social problems

judged largely on the school’s

But one difference between my

can impact on and influence the way

league position.

job and Sam’s is that I have a much

that students learn and behave.

Results are, therefore, very

larger team to manage – 150 staff

Research a few years ago by

important to me and it’s

and around 1,300 students. I can’t

leadership consultant John West

disappointing when they don’t

personally focus on each one, so I

Burnham found the job of a UK

truly reflect the attainment of pupils.

organise “distributed leadership”,

head teacher to be among the

There is a risk that if you focus

whereby staff at every level are

most complex leadership and

too much on trying to move up in

expected to lead and manage their

management roles in the Western

the rankings it can detract from

own areas. This makes recruiting

world. Head teachers are not

the needs of individuals. But, for

people with the right skills and

only responsible for teaching and

the most part, the two things go

competencies crucial. I ensure that

learning, as is the case in many

together: if you address the needs

staff have access to the support

countries, but for everything else

mentoring was invaluable. He

skills and competencies are

There are times in this job when it

and well-being of individuals, they

they need, and expect them to

involved in the management of

had a strong focus on coaching

there to achieve our goals. I also

is very lonely.

tend to perform better.

perform to a high standard and to

the school. That includes working

others, and this style of working is

need good people on the bench,

When times are tough, it can seem

take their individual responsibilities

with governors and the community,

something I went on to employ.

so I’m constantly on the lookout

like the whole world is watching

very seriously.

staff recruitment, health and safety

I now have a strong reputation

for new talent and putting time

and judging you. While there may

matters, the curriculum, associated

for coaching and mentoring other

into developing the potential of

be support available, only you can

existing staff.

manage that situation.

The timescales for me to get those results are not, however, as tight as they might be for a football manager like Sam Allardyce (see the

It’s rare for someone to enter this

legal issues and managing a budget

professionals into leadership

interview overleaf). Rather than a

profession without a teaching

of around £6.5m. While those

and management positions,

match every week, we have annual

background – but not unheard of.

wide-ranging responsibilities and

including headship.

exams and so have more time to

Chief executives regularly switch

the accountability make for a more

make a difference.

between industry sectors but, as

difficult job, they also allow me

When asked about the challenges

But the principles are the same:

in football management, it helps

greater control and flexibility.

you have to field the right players

to have a firm grounding in this

Before I took this position, I

in the right positions, and that can

business. It’s a difficult job if you

take time to work out.

don’t have a clear understanding

46 The Manager

Like a football manager, I am

You have to be strong enough to

the face of the business and have

deal with difficult issues when they

to deal with the pressure of being

arise, lead others through them, and

in the public eye. As the school is

communicate effectively the reasons

of this job, I often say I’m just like a

very much involved with the local

behind your decisions. The ability

football manager.

community, there is often interest

to manage these things is what

deputised for an excellent head

I have to keep a close eye on who

from the media, and I have daily

separates those who excel at the job

teacher and his coaching and

I have on the field and ensure the

contact with parents and staff.

and those who don’t.

The Manager 47

»

leadership

Sam Allardyce, manager, Blackburn Rovers As a manager, you have to allow yourself enough thinking time to make decisions.

The job isn’t all about the players.

You have to deal with numerous things on a daily basis. Distractions and demands on your time come from all angles; staff, players, your press officer, the board of directors and supporters. So you have to be able to prioritise and manage your time, delegate work to different departments and stay focused on what you need to do.

Man-management skills are critical,

The key is finding someone to do each job who is better at it than you are. You can’t be afraid to let them be successful

not only with your players but with all of your staff.

You need to be an effective communicator, and have a thorough knowledge of football, both as a player and a coach. You have to be able to spot the potential of each individual player and cajole it out

Jon Proudlove, general manager, NATS – Heathrow Air traffic control is like a fast-

job. I do that by being visible, listen-

moving game of 3D chess.

ing and acting on any concerns that

You need to be able to formulate a

are raised, and ensuring a high level

plan under pressure; recognise when

of communication and trust.

that strategy needs to be changed; re-invent it while still executing the

We thrive on pressure, but also tend

old plan, then switch to the new one.

to be very calm people.

That requires a quick and logical

While we may have the odd “touch-

mind, confidence and the ability to

line” rant, we all work together to

make good decisions under pressure.

deal with problems when they arise.

People-management and team skills

way airport in the world. We handle

are both essential.

an average 1,300 aircraft move-

We work in teams or “watches”,

ments every day, enabling them to

look at what might happen in the

which become like an extended

move around the stands, aprons and

game, and decide how we would

family with very strong bonds.

taxiways without getting in each

of them, and then structure those players together into the most effective team possible.

I must be at my very best during a match.

In recent years, I’ve taken to sitting down with my staff before a game to prepare and plan. We

Heathrow is the busiest dual-run-

respond. But for the elements that

My job is about making sure

other’s way, then into and out of the

are unpredictable, you rely on your

the environment remains challeng-

airspace. That’s where the teamwork

experience and instinct. If you get

ing enough – but not overly so. I’m

really comes into its own.

those decisions right more often

talent. The key is finding someone

I miss it when it’s not there. My wife

job, but I don’t envy him that. To

constantly monitoring staffing levels

As well as having a picture of the

than wrong, you can make a major

to do each job who is better at it

thinks I am mad, but I want to feel

have people’s lives in your hands is

to ensure we have the right balance

airfield in their heads, the controllers

difference to the results.

than you are. You can’t be afraid

the adrenalin rush, to experience

probably the greatest fear of all.

in the team.

need a clear understanding of what

to let them be successful, and to

the highs and the lows. One of the

If I were a head teacher like

I am also the defence that clears

Management is management.

help you be successful. For that

biggest requirements in this job is

Margaret, I would find it hugely

the way for my team to deliver the

they can pass the aircraft seamlessly

Whatever the sector, the art of

reason, I think I could be a good

very, very thick skin.

rewarding to play a part in the

safest and most efficient service pos-

to one another. No day is ever the

great management is delegation.

manager in fields of business other

development of young people.

sible. That means helping them deal

same and each is a new challenge.

Successful chief executives can

than football.

team might lose a game, whereas in

For me, it wouldn’t just be about

with issues when they arise, so they

Whenever the team arrives at

Jon’s job (see interview opposite)

the academic side so much as being

can clear their heads for the job in

the tower they must be at the top of

enter into an unfamiliar sector, find

But, if I get something wrong, the

each colleague is doing. That way,

the necessary expertise within the

The pressure and anxiety of being a

it could cause a major disaster. I

able to create a more rounded and

hand. I also challenge other agencies

their game. That makes team man-

business, and delegate and lead that

football manager is part of my life.

would enjoy the intensity of his

complete person.

that impact on our ability to do the

agement and motivation paramount.

48 The Manager

The Manager 49

»

leadership

Sam Allardyce, manager, Blackburn Rovers As a manager, you have to allow yourself enough thinking time to make decisions.

The job isn’t all about the players.

You have to deal with numerous things on a daily basis. Distractions and demands on your time come from all angles; staff, players, your press officer, the board of directors and supporters. So you have to be able to prioritise and manage your time, delegate work to different departments and stay focused on what you need to do.

Man-management skills are critical,

The key is finding someone to do each job who is better at it than you are. You can’t be afraid to let them be successful

not only with your players but with all of your staff.

You need to be an effective communicator, and have a thorough knowledge of football, both as a player and a coach. You have to be able to spot the potential of each individual player and cajole it out

Jon Proudlove, general manager, NATS – Heathrow Air traffic control is like a fast-

job. I do that by being visible, listen-

moving game of 3D chess.

ing and acting on any concerns that

You need to be able to formulate a

are raised, and ensuring a high level

plan under pressure; recognise when

of communication and trust.

that strategy needs to be changed; re-invent it while still executing the

We thrive on pressure, but also tend

old plan, then switch to the new one.

to be very calm people.

That requires a quick and logical

While we may have the odd “touch-

mind, confidence and the ability to

line” rant, we all work together to

make good decisions under pressure.

deal with problems when they arise.

People-management and team skills

way airport in the world. We handle

are both essential.

an average 1,300 aircraft move-

We work in teams or “watches”,

ments every day, enabling them to

look at what might happen in the

which become like an extended

move around the stands, aprons and

game, and decide how we would

family with very strong bonds.

taxiways without getting in each

of them, and then structure those players together into the most effective team possible.

I must be at my very best during a match.

In recent years, I’ve taken to sitting down with my staff before a game to prepare and plan. We

Heathrow is the busiest dual-run-

respond. But for the elements that

My job is about making sure

other’s way, then into and out of the

are unpredictable, you rely on your

the environment remains challeng-

airspace. That’s where the teamwork

experience and instinct. If you get

ing enough – but not overly so. I’m

really comes into its own.

those decisions right more often

talent. The key is finding someone

I miss it when it’s not there. My wife

job, but I don’t envy him that. To

constantly monitoring staffing levels

As well as having a picture of the

than wrong, you can make a major

to do each job who is better at it

thinks I am mad, but I want to feel

have people’s lives in your hands is

to ensure we have the right balance

airfield in their heads, the controllers

difference to the results.

than you are. You can’t be afraid

the adrenalin rush, to experience

probably the greatest fear of all.

in the team.

need a clear understanding of what

to let them be successful, and to

the highs and the lows. One of the

If I were a head teacher like

I am also the defence that clears

Management is management.

help you be successful. For that

biggest requirements in this job is

Margaret, I would find it hugely

the way for my team to deliver the

they can pass the aircraft seamlessly

Whatever the sector, the art of

reason, I think I could be a good

very, very thick skin.

rewarding to play a part in the

safest and most efficient service pos-

to one another. No day is ever the

great management is delegation.

manager in fields of business other

development of young people.

sible. That means helping them deal

same and each is a new challenge.

Successful chief executives can

than football.

team might lose a game, whereas in

For me, it wouldn’t just be about

with issues when they arise, so they

Whenever the team arrives at

Jon’s job (see interview opposite)

the academic side so much as being

can clear their heads for the job in

the tower they must be at the top of

enter into an unfamiliar sector, find

But, if I get something wrong, the

each colleague is doing. That way,

the necessary expertise within the

The pressure and anxiety of being a

it could cause a major disaster. I

able to create a more rounded and

hand. I also challenge other agencies

their game. That makes team man-

business, and delegate and lead that

football manager is part of my life.

would enjoy the intensity of his

complete person.

that impact on our ability to do the

agement and motivation paramount.

48 The Manager

The Manager 49

»

experience

Foreign exchange British jobs for British people?

Not anymore. In big business, as in football, it’s no longer where you’re from but what you’ve done that counts. And international experience is a major advantage.

Words: David Harding MANAGER INTERVIEWS: SUE MCCANN illustration: paul blow Remember Dr Jozef Venglos? Unless you’re

He also realised that to do so would

an Aston Villa fan, probably not. Yet the good

be good for his development as a coach.

doctor had an extremely distinguished career.

“Managing abroad can give you an edge, as

Not only did he play for and manage what

you experience different styles of play,” he

was then Czechoslovakia, taking it to the 1990

says. “The wider your knowledge of these

World Cup finals; he also changed the face of

things, the easier it is to improve your abilities

English football.

as a manager.”

It was his move, in that same year, to Aston

Things beyond the immediate work

Villa that broke ground. When he accepted the

environment can also make a positive

job as Graham Taylor’s successor, he became

difference, says Zola: “Experience abroad is

the first foreign manager to take charge of an

important not just as a manager but as an

English football team.

individual. You learn another language, culture

It was the beginning of the globalisation

and mentality. As a wise man once said, ‘When

of the English game. Within ten years of

your brain expands it never goes back to its

Venglos’ appointment, a French manager

previous position’.”

had led Arsenal to a domestic league title; a Dutchman had triumphed in The FA Cup as

Global boardroom

coach of Chelsea; and a Swede was ready to

As in the football world, so in the boardroom.

take over as England manager. Followed by

At the time that Venglos was making waves

an Italian.

on the English football scene, the leading

It reflected a desire by those in charge

British companies in the City were populated

to look overseas for different skills and

largely by British chief executives. Homegrown

international experience in an effort to

talent was seen as an advantage.

improve their business performance.

However, as economies have become

One of those to take advantage of the

progressively more international, businesses

trend, as a player and manager, is West Ham’s

the world over have widened their horizons to

Gianfranco Zola. He says the experience of

recruit the best people.

playing in England certainly influenced his

“Globalisation has broadened the search

decision to accept the east London post.

map,” says Dr Elisabeth Marx, a partner

“I remember when I first came to play in

at recruitment firm Heidrick & Struggles.

England, I thought it was fantastic that

“Whereas, once, you would only look in your

football was so engrained in the culture;

own country, you now search globally, looking

how it was lived and breathed,” says Zola. “I

for the very best person to do the job.”

saw that it would be a great opportunity to manage here.”

50 The Manager

The international nature of business today and the exchange of talent around the globe

»

experience

Foreign exchange British jobs for British people?

Not anymore. In big business, as in football, it’s no longer where you’re from but what you’ve done that counts. And international experience is a major advantage.

Words: David Harding MANAGER INTERVIEWS: SUE MCCANN illustration: paul blow Remember Dr Jozef Venglos? Unless you’re

He also realised that to do so would

an Aston Villa fan, probably not. Yet the good

be good for his development as a coach.

doctor had an extremely distinguished career.

“Managing abroad can give you an edge, as

Not only did he play for and manage what

you experience different styles of play,” he

was then Czechoslovakia, taking it to the 1990

says. “The wider your knowledge of these

World Cup finals; he also changed the face of

things, the easier it is to improve your abilities

English football.

as a manager.”

It was his move, in that same year, to Aston

Things beyond the immediate work

Villa that broke ground. When he accepted the

environment can also make a positive

job as Graham Taylor’s successor, he became

difference, says Zola: “Experience abroad is

the first foreign manager to take charge of an

important not just as a manager but as an

English football team.

individual. You learn another language, culture

It was the beginning of the globalisation

and mentality. As a wise man once said, ‘When

of the English game. Within ten years of

your brain expands it never goes back to its

Venglos’ appointment, a French manager

previous position’.”

had led Arsenal to a domestic league title; a Dutchman had triumphed in The FA Cup as

Global boardroom

coach of Chelsea; and a Swede was ready to

As in the football world, so in the boardroom.

take over as England manager. Followed by

At the time that Venglos was making waves

an Italian.

on the English football scene, the leading

It reflected a desire by those in charge

British companies in the City were populated

to look overseas for different skills and

largely by British chief executives. Homegrown

international experience in an effort to

talent was seen as an advantage.

improve their business performance.

However, as economies have become

One of those to take advantage of the

progressively more international, businesses

trend, as a player and manager, is West Ham’s

the world over have widened their horizons to

Gianfranco Zola. He says the experience of

recruit the best people.

playing in England certainly influenced his

“Globalisation has broadened the search

decision to accept the east London post.

map,” says Dr Elisabeth Marx, a partner

“I remember when I first came to play in

at recruitment firm Heidrick & Struggles.

England, I thought it was fantastic that

“Whereas, once, you would only look in your

football was so engrained in the culture;

own country, you now search globally, looking

how it was lived and breathed,” says Zola. “I

for the very best person to do the job.”

saw that it would be a great opportunity to manage here.”

50 The Manager

The international nature of business today and the exchange of talent around the globe

The international nature of b usiness and exchange of talent around the globe mea ns experience of work abroad is now a major selling point for a manager. means experience of work abroad

Marx, herself a German

Unilever, in particular, seems to

to 1997, and Bobby Houghton, who

in good stead should he return

a list of the skills they considered

is now a major selling point for a

working in central London, says

positively encourage multinational

is lauded with transforming the

to England. “As a manager, you

critical to their organisation, they

manager. “The skillset that comes

globalisation in the boardroom has

expertise. Its top 100 managers hail

Swedish game in the 1980s and 90s

are always learning. Not even

ranked global experience last.

with that has become a business

been especially successful in the

from more than 20 different nations.

and now leads the Indian side.

the greatest managers have all

The need to recruit from

requirement,” says Professor Monika

UK. In particular, the reputation

A spokesman for Unilever said,

In recent years, managers

the answers,” he says. “But the

overseas, indeed to recruit at

Hamori of the Instituto de Empresa

of companies here as operating a

“We have operations in more

have increasingly recognised the

experience of working with different

all, may also decrease, as profits

Business School, Madrid.

meritocratic system – rewarding the

than 100 countries, so it is hugely

invaluable experience they can

people in a different culture and

contract and the number of senior

best performers – has drawn talent

helpful to us to have a board and

gain by managing a foreign team.

making contacts is an invaluable

management roles available falls.

to senior positions.

management that reflects the

Among them are Steve McClaren,

string to your bow. It can only

diversity of our customers.”

Chris Coleman, Peter Withe and,

make you a better person and a

– which has seen calls for jobs to

better manager.”

be allocated to local workers in

“People who have managed staff overseas are seen as having more sophisticated management

At the end of 2008, just half of

skills, and the ability to deal with

the top 16 companies on the stock

The next round of talent may

more recently, Peter Reid, currently

higher levels of complexity and

market were run by British CEOs.

originate from the east – Europe and

manager of the Thai national team.

problem solving.”

Some of the biggest corporate

Asia. There is already an Indian CEO

“When you manage in England

Research by Hamori examined

names in the country have, like

at Vodafone, and some predict it’s

you have numerous responsibilities,

the career paths of the top CEOs

the major football clubs, proved

from that region that the next wave

from dealing with transfers and

in Fortune 100 companies over a

adept in looking overseas to fill

of global CEOs will come.

facing the media to the

21-year period from 1980. It found

senior management positions. Take

that international experience was a

Dutchman Jeroen van de Veer at

Exchange of power

aspects of running a

rising priority when making senior

Shell or Marius Kloppers, the South

The moves have not all been one

club,” says Reid. “My

appointments. And this experience

African CEO at BHP

The experience of working with different people in a different culture and making contacts is an invaluable string to your bow Peter reid

commercial and marketing

way, of course. Among the many

job here in Thailand,

British CEOs to have taken

however, is purely

up positions abroad is

about coaching the

David Pyott at Allergan.

team. I saw it as a

Pyott has successfully

great opportunity

transformed Allergan

to get back on the

from being an

training field – back to

eyecare company to

basics, if you like.”

the producer of one

The experience has, so

of the great cosmetic

far, been very positive and has

discoveries of the modern

Protectionism at the lower levels

several countries in Europe – could

Dark clouds?

be matched by similar demands in

The current economic crisis could

the boardroom. If that happens, it

shake the tree when it

could slow the march towards the

The wider your knowledge, the easier it is to improve your abilities as a manager gianfranco zola comes to globalisation and so have a knock-on effect on the flow of

globalisation of the CEO. Others, including Marx, argue that the recession could turn out to be a good thing for globalisation.

enabled Reid to expand his range

talent around the world. According

For one thing, as the global

age: botox. Such has been

of management skills. “Not only is

to PricewaterhouseCoopers’ 11th

economy contracts and there are

his success that he was named

this international football, but it’s

Annual Global CEO Survey, chief

fewer job openings at home, senior

was in growing supply. According

Billiton. Although homegrown

one of the most influential British

a different style of football and a

executives believe the biggest

executives are likely to widen their

to the study, in 1993 only seven per

Andrew Witty now heads up

businessmen in the US. Possibly

different way of life. I was able to

risk to their business is the global

search even further.

cent of CEOs in the US had lived or

GlaxoSmithKline, the company was

an even greater honour, Pyott has

start with a blank page and view it

recession. While this might be

worked in another country. By 2008,

led for several years by Jean-Pierre

earned the nickname Mr Botox.

with a fresh eye,” says Reid.

unsurprising, it is the first time

competition becomes ever fiercer,

that figure had grown by over 500

Garnier. The Frenchman was one of

The same has been true in

since the survey began that an

it will become even more important

per cent to 44 per cent.

the bosses to lead the invasion of

football. While there were British

important not to be seen to lose

economic downturn has taken the

to appoint the very best talent

British boardrooms from Europe.

managers who worked abroad

face, so you have to handle things

top spot, above threats such as

available – regardless of where

Elsewhere, Tom Albanese, an

before the globalisation of the

differently. I know which players can

over-regulation and terrorism.

they are from. Big business will

One victim of the recession

need senior management with

A study by Marx found the same to be true this side of the Atlantic.

“In Thailand, for example, it is

By 2005, nearly eight out of ten

American, heads up Rio Tinto

game, they were rare. Among them

handle a firm approach and which

CEOs in the UK had spent time

and Frenchman Patrick Cescau is

were Barry Hughes, who went to

to put my arm around.”

working abroad, double that of nine

CEO of Unilever, working under

Holland in the 1970s, Roy Hodgson,

years earlier.

Swedish chairman Michael Treschow.

who managed Inter Milan from 1995

52 The Manager

Reid believes that his experience of working abroad will hold him

And, Marx points out, as

could be the desire of companies to

an edge – something that

recruit from abroad. The PwC survey

international experience can

found that when CEOs were given

undoubtedly provide.

The Manager 53

The international nature of b usiness and exchange of talent around the globe mea ns experience of work abroad is now a major selling point for a manager. means experience of work abroad

Marx, herself a German

Unilever, in particular, seems to

to 1997, and Bobby Houghton, who

in good stead should he return

a list of the skills they considered

is now a major selling point for a

working in central London, says

positively encourage multinational

is lauded with transforming the

to England. “As a manager, you

critical to their organisation, they

manager. “The skillset that comes

globalisation in the boardroom has

expertise. Its top 100 managers hail

Swedish game in the 1980s and 90s

are always learning. Not even

ranked global experience last.

with that has become a business

been especially successful in the

from more than 20 different nations.

and now leads the Indian side.

the greatest managers have all

The need to recruit from

requirement,” says Professor Monika

UK. In particular, the reputation

A spokesman for Unilever said,

In recent years, managers

the answers,” he says. “But the

overseas, indeed to recruit at

Hamori of the Instituto de Empresa

of companies here as operating a

“We have operations in more

have increasingly recognised the

experience of working with different

all, may also decrease, as profits

Business School, Madrid.

meritocratic system – rewarding the

than 100 countries, so it is hugely

invaluable experience they can

people in a different culture and

contract and the number of senior

best performers – has drawn talent

helpful to us to have a board and

gain by managing a foreign team.

making contacts is an invaluable

management roles available falls.

to senior positions.

management that reflects the

Among them are Steve McClaren,

string to your bow. It can only

diversity of our customers.”

Chris Coleman, Peter Withe and,

make you a better person and a

– which has seen calls for jobs to

better manager.”

be allocated to local workers in

“People who have managed staff overseas are seen as having more sophisticated management

At the end of 2008, just half of

skills, and the ability to deal with

the top 16 companies on the stock

The next round of talent may

more recently, Peter Reid, currently

higher levels of complexity and

market were run by British CEOs.

originate from the east – Europe and

manager of the Thai national team.

problem solving.”

Some of the biggest corporate

Asia. There is already an Indian CEO

“When you manage in England

Research by Hamori examined

names in the country have, like

at Vodafone, and some predict it’s

you have numerous responsibilities,

the career paths of the top CEOs

the major football clubs, proved

from that region that the next wave

from dealing with transfers and

in Fortune 100 companies over a

adept in looking overseas to fill

of global CEOs will come.

facing the media to the

21-year period from 1980. It found

senior management positions. Take

that international experience was a

Dutchman Jeroen van de Veer at

Exchange of power

aspects of running a

rising priority when making senior

Shell or Marius Kloppers, the South

The moves have not all been one

club,” says Reid. “My

appointments. And this experience

African CEO at BHP

The experience of working with different people in a different culture and making contacts is an invaluable string to your bow Peter reid

commercial and marketing

way, of course. Among the many

job here in Thailand,

British CEOs to have taken

however, is purely

up positions abroad is

about coaching the

David Pyott at Allergan.

team. I saw it as a

Pyott has successfully

great opportunity

transformed Allergan

to get back on the

from being an

training field – back to

eyecare company to

basics, if you like.”

the producer of one

The experience has, so

of the great cosmetic

far, been very positive and has

discoveries of the modern

Protectionism at the lower levels

several countries in Europe – could

Dark clouds?

be matched by similar demands in

The current economic crisis could

the boardroom. If that happens, it

shake the tree when it

could slow the march towards the

The wider your knowledge, the easier it is to improve your abilities as a manager gianfranco zola comes to globalisation and so have a knock-on effect on the flow of

globalisation of the CEO. Others, including Marx, argue that the recession could turn out to be a good thing for globalisation.

enabled Reid to expand his range

talent around the world. According

For one thing, as the global

age: botox. Such has been

of management skills. “Not only is

to PricewaterhouseCoopers’ 11th

economy contracts and there are

his success that he was named

this international football, but it’s

Annual Global CEO Survey, chief

fewer job openings at home, senior

was in growing supply. According

Billiton. Although homegrown

one of the most influential British

a different style of football and a

executives believe the biggest

executives are likely to widen their

to the study, in 1993 only seven per

Andrew Witty now heads up

businessmen in the US. Possibly

different way of life. I was able to

risk to their business is the global

search even further.

cent of CEOs in the US had lived or

GlaxoSmithKline, the company was

an even greater honour, Pyott has

start with a blank page and view it

recession. While this might be

worked in another country. By 2008,

led for several years by Jean-Pierre

earned the nickname Mr Botox.

with a fresh eye,” says Reid.

unsurprising, it is the first time

competition becomes ever fiercer,

that figure had grown by over 500

Garnier. The Frenchman was one of

The same has been true in

since the survey began that an

it will become even more important

per cent to 44 per cent.

the bosses to lead the invasion of

football. While there were British

important not to be seen to lose

economic downturn has taken the

to appoint the very best talent

British boardrooms from Europe.

managers who worked abroad

face, so you have to handle things

top spot, above threats such as

available – regardless of where

Elsewhere, Tom Albanese, an

before the globalisation of the

differently. I know which players can

over-regulation and terrorism.

they are from. Big business will

One victim of the recession

need senior management with

A study by Marx found the same to be true this side of the Atlantic.

“In Thailand, for example, it is

By 2005, nearly eight out of ten

American, heads up Rio Tinto

game, they were rare. Among them

handle a firm approach and which

CEOs in the UK had spent time

and Frenchman Patrick Cescau is

were Barry Hughes, who went to

to put my arm around.”

working abroad, double that of nine

CEO of Unilever, working under

Holland in the 1970s, Roy Hodgson,

years earlier.

Swedish chairman Michael Treschow.

who managed Inter Milan from 1995

52 The Manager

Reid believes that his experience of working abroad will hold him

And, Marx points out, as

could be the desire of companies to

an edge – something that

recruit from abroad. The PwC survey

international experience can

found that when CEOs were given

undoubtedly provide.

The Manager 53

»

a n a ly s i s

Degrees of separation Teams in the Barclays Premier League should by virtue of their position perform better than those in the Coca-Cola Championship.

But what does “better” mean? Are they running faster, kicking harder, or is it just down to more expensive boots? ProZone analysed seven positions in teams in the two leagues during the 2007/08 season. Figures given are match totals and moves per position. illustration: infomen

For more detailed analysis on the Premiership versus Championship visit prozonesports.com/premVchamp

54 The Manager

ACCURACY

The head case

289

238

Succ e s s f u l p a s s e s

80

102

T o ta l n u m b e r o f h e a d e r s

5

30 25 40 33

17 19

8 10

The fact that Coca-Cola Championship sides made fewer passes overall and in every position could indicate a preference for the long ball. This tactic is likely to result in a lower average passing accuracy. Barclays Premier League teams, it seems, played more intricate, accurate football with a higher passing tempo.

25 28 10 10

6

29 24

8

8 10

5

6

14 17

5

Barclays Premier League teams made around 20 per cent fewer headers than those in the Coca-Cola Championship, suggesting a greater tendency to play balls along the ground. Again, this data supports the idea that Coca-Cola Championship players were more likely to opt for the long ball and less likely to go for intricate short passes than those in the Barclays Premier League.

5

17 20

9 10

The number of interceptions in CocaCola Championship games was higher than in the Barclays Premier League, again indicative of a more selective and accurate style of passing in the latter.

This would make it more difficult to intercept the ball.

48 228

Coca-Cola Championship teams also demonstrated a slightly higher tendency to pass the ball forwards.

This ties in with their lower pass success rate: Barclays Premier League teams are more likely to move the ball around, passing it forward more selectively and accurately.

T o t a l i n t e rc e p t i o n s

6

31 27

f o r w a r d pa s s e s as a % of t h e t o ta l

160

14 17

22 16

46

141

8 10

31 27

21 19

I n t e rc e p t i o n

176

Succ e s s f u l p a s s e s For every position on the field, passing was more accurate in the Barclays Premier League, with more successful passes per game and a higher proportion of all passes made going where intended.

109.58

112.47

T o ta l d i s ta n c e c o v e r e d Another possible explanation for the fewer number of passes in the Coca-Cola Championship is that players travelled with the ball more, rather than passing to their team mates.

»

a n a ly s i s

Degrees of separation Teams in the Barclays Premier League should by virtue of their position perform better than those in the Coca-Cola Championship.

But what does “better” mean? Are they running faster, kicking harder, or is it just down to more expensive boots? ProZone analysed seven positions in teams in the two leagues during the 2007/08 season. Figures given are match totals and moves per position. illustration: infomen

For more detailed analysis on the Premiership versus Championship visit prozonesports.com/premVchamp

54 The Manager

ACCURACY

The head case

289

238

Succ e s s f u l p a s s e s

80

102

T o ta l n u m b e r o f h e a d e r s

5

30 25 40 33

17 19

8 10

The fact that Coca-Cola Championship sides made fewer passes overall and in every position could indicate a preference for the long ball. This tactic is likely to result in a lower average passing accuracy. Barclays Premier League teams, it seems, played more intricate, accurate football with a higher passing tempo.

25 28 10 10

6

29 24

8

8 10

5

6

14 17

5

Barclays Premier League teams made around 20 per cent fewer headers than those in the Coca-Cola Championship, suggesting a greater tendency to play balls along the ground. Again, this data supports the idea that Coca-Cola Championship players were more likely to opt for the long ball and less likely to go for intricate short passes than those in the Barclays Premier League.

5

17 20

9 10

The number of interceptions in CocaCola Championship games was higher than in the Barclays Premier League, again indicative of a more selective and accurate style of passing in the latter.

This would make it more difficult to intercept the ball.

48 228

Coca-Cola Championship teams also demonstrated a slightly higher tendency to pass the ball forwards.

This ties in with their lower pass success rate: Barclays Premier League teams are more likely to move the ball around, passing it forward more selectively and accurately.

T o t a l i n t e rc e p t i o n s

6

31 27

f o r w a r d pa s s e s as a % of t h e t o ta l

160

14 17

22 16

46

141

8 10

31 27

21 19

I n t e rc e p t i o n

176

Succ e s s f u l p a s s e s For every position on the field, passing was more accurate in the Barclays Premier League, with more successful passes per game and a higher proportion of all passes made going where intended.

109.58

112.47

T o ta l d i s ta n c e c o v e r e d Another possible explanation for the fewer number of passes in the Coca-Cola Championship is that players travelled with the ball more, rather than passing to their team mates.

»

community

Each year, the Prince’s Trust helps around 2,000 young people through football-related personal development programmes. We find out why the football-community relationship is so valuable.

Pass it on Young people leaving full-time education this year will find it even more difficult than usual to find their feet. Not only are there fewer jobs and apprenticeships up for grabs, but some of those already in a placement may find the opportunity cut short.

Through a range of core programmes across the UK, The Prince’s Trust helps young people between the ages of 14 and 30 get back into work, education and training. While they may lack confidence and life skills, they are often brimming with potential and keen to improve themselves.

“They often come from quite challenging backgrounds, so to engage and motivate them to join one of our programmes we first have to identify with them,” says Nick Smith, head of sport development at The Prince’s Trust. “Sport is a great way to do that.” So effective, in fact, that The Trust helps some 3,000 young people every year through its sports-based programmes.

The partnerships that The Trust has in the football industry are fundamental to that success. In addition to its ongoing relationship with the LMA, The Trust has partnerships with the Professional Footballers’ Association, the Football Foundation and the Barclays Premier League. A joint donation from these three organisations helps to fund a

56 The Manager

range of personal development courses.

Then there are the 60-plus clubs that support The Trust’s work and either add value to, or actively participate in, its initiatives.

“Clubs provide facilities, match tickets and merchandise for fundraising, or play a more active role, not just hosting elements of a programme but helping to deliver them,” explains Smith. “For example, in the past year we’ve seen many of our young people find employment through the football clubs, whether in a club’s community department, in its hotel or a retail outlet.”

Strengthening The Trust’s relationships with clubs and encouraging them to get more closely involved with its work is an ongoing priority for Smith. And it isn’t only financial support and use of facilities that clubs can contribute.

The involvement of club staff – from

Clubs must continue to interact with their communities in a very positive way

players and coaching staff through to community liaison and retail departments – is invaluable. Smith points out that it isn’t only the young people on the programmes that benefit from such partnerships.

“Working with what can be a challenging and unfamiliar group of people is a great learning experience for the staff involved,” he says. “It gives them the opportunity to acquire a very specialised skillset.”

What else do football clubs get from the partnership? According to Smith, it’s not just about positive PR. “Clubs understand that they have a very important role to play in their communities and must continue to interact with them in a positive way,” he says. “Getting involved with programmes like ours provides a great opportunity to do that. It’s something many managers and chairmen understand and they give us fantastic support.”

Looking ahead, Smith hopes to increase the levels of funding and support so that even more people can benefit from its initiatives. But, with budgets shrinking and competition fierce for the attention and resources of potential sponsors and partners, he understands the challenges ahead.

“We need to remain innovative and develop and improve our existing initiatives,” says Smith.

“But I’m confident that the universal power of football will continue to attract sponsors, especially in the run up to London 2012. Having worked with football for over ten years, we have a strong story to tell.”

Many football managers and boards recognise the important role that clubs can and should play in their communities, and contribute a great deal of their time and resources, financial and otherwise.

»

community

Each year, the Prince’s Trust helps around 2,000 young people through football-related personal development programmes. We find out why the football-community relationship is so valuable.

Pass it on Young people leaving full-time education this year will find it even more difficult than usual to find their feet. Not only are there fewer jobs and apprenticeships up for grabs, but some of those already in a placement may find the opportunity cut short.

Through a range of core programmes across the UK, The Prince’s Trust helps young people between the ages of 14 and 30 get back into work, education and training. While they may lack confidence and life skills, they are often brimming with potential and keen to improve themselves.

“They often come from quite challenging backgrounds, so to engage and motivate them to join one of our programmes we first have to identify with them,” says Nick Smith, head of sport development at The Prince’s Trust. “Sport is a great way to do that.” So effective, in fact, that The Trust helps some 3,000 young people every year through its sports-based programmes.

The partnerships that The Trust has in the football industry are fundamental to that success. In addition to its ongoing relationship with the LMA, The Trust has partnerships with the Professional Footballers’ Association, the Football Foundation and the Barclays Premier League. A joint donation from these three organisations helps to fund a

56 The Manager

range of personal development courses.

Then there are the 60-plus clubs that support The Trust’s work and either add value to, or actively participate in, its initiatives.

“Clubs provide facilities, match tickets and merchandise for fundraising, or play a more active role, not just hosting elements of a programme but helping to deliver them,” explains Smith. “For example, in the past year we’ve seen many of our young people find employment through the football clubs, whether in a club’s community department, in its hotel or a retail outlet.”

Strengthening The Trust’s relationships with clubs and encouraging them to get more closely involved with its work is an ongoing priority for Smith. And it isn’t only financial support and use of facilities that clubs can contribute.

The involvement of club staff – from

Clubs must continue to interact with their communities in a very positive way

players and coaching staff through to community liaison and retail departments – is invaluable. Smith points out that it isn’t only the young people on the programmes that benefit from such partnerships.

“Working with what can be a challenging and unfamiliar group of people is a great learning experience for the staff involved,” he says. “It gives them the opportunity to acquire a very specialised skillset.”

What else do football clubs get from the partnership? According to Smith, it’s not just about positive PR. “Clubs understand that they have a very important role to play in their communities and must continue to interact with them in a positive way,” he says. “Getting involved with programmes like ours provides a great opportunity to do that. It’s something many managers and chairmen understand and they give us fantastic support.”

Looking ahead, Smith hopes to increase the levels of funding and support so that even more people can benefit from its initiatives. But, with budgets shrinking and competition fierce for the attention and resources of potential sponsors and partners, he understands the challenges ahead.

“We need to remain innovative and develop and improve our existing initiatives,” says Smith.

“But I’m confident that the universal power of football will continue to attract sponsors, especially in the run up to London 2012. Having worked with football for over ten years, we have a strong story to tell.”

Many football managers and boards recognise the important role that clubs can and should play in their communities, and contribute a great deal of their time and resources, financial and otherwise.

»

facilities

Park life: When it comes to developing the potential of young players, Middlesbrough FC’s Rockliffe Park is at the cutting edge.

It’s little wonder that Dave Parnaby

to ensure the country’s best young

and his staff refer to the £7m

footballers were being developed to

training complex as Fantasy Island.

the highest standards, the charter

In a magnificent riverside location in

recommended creating licensed football

rural Hurworth, near Darlington, the

academies and enhancing licensed

academy’s facilities are working their

centres of excellence.

magic on the region’s upcoming talent.

As well as being used for training by

Sports an’ all

Middlesbrough FC sides from nine-year-

“The facilities at Rockliffe Park are

old upwards, academy and reserve team

comparable to anything you’ll find

games also take place onsite. England

in the Barclays Premier League,” says

also trained at Hurworth, ahead of their

Parnaby. “Outdoors, we have eight

Euro 2004 qualifying match at the

grass pitches plus one synthetic surface,

Riverside Stadium against Slovakia.

which are floodlit to enable training

According to Dave Parnaby,

in all weather. In the sports hall is an

Middlesbrough’s academy manager,

indoor playing area made from a special

The Football Association’s Charter

artificial surface.”

for Quality is responsible for the vast

The site is a prime example of how

improvement in youth football training

state-of-the-art sports science and

facilities in England. Launched in 1997

technologies are being used by clubs

58 The Manager

Parnaby has played an important role in cementing Boro’s reputation as one of British football’s most successful academies

»

facilities

Past successes of Middlesbrough’s academy include Lee Cattermole, Andrew Taylor and David Wheater (left to right).

Parents and youngsters are impressed by the academy’s culture, staff and how we do things Work the space

to facilitate recovery and improve

allow them to get carried away by the

How to create a happy

player performance. Rockliffe offers a

environment they find themselves in.”

work environment:

sports science department and gym, rehabilitation and treatment areas, not

Local heroes

possible – it has been shown

to mention massage, saunas, steam

Does Parnaby believe Middlesbrough’s

to increase productivity and

rooms and jacuzzis.

magnificent training complex helps to

Use as much natural light as

decrease stress and fatigue.

Think of the energy savings!

Encourage interaction and idea-sharing between co-workers with open, communal spaces.

Provide retreats so that staff

attract young players in the north-east?

Well grounded

“There’s no doubting how good our

Parnaby first made a name for himself

facilities are, but it’s not just about the

in coaching with the England under-15s,

bricks and mortar, nor simply the desire

where his team in the 1997/98 season

to play for Middlesbrough,” says Parnaby.

included a young lad by the name of

“Parents and youngsters are impressed

Jermaine Defoe.

by the culture of the academy, the staff

In 2004, he helped guide

and the way we do things here. And,

can escape work for brief

Middlesbrough to the FA Youth Cup

because of the impressive list of young

periods. Happy workers are

final for the second successive year,

players we have worked with and who

productive workers.

winning the trophy for the first time in

have gone on to become professionals,

the club’s history.

we have an enviable reputation.”

Get some foliage – plants

As academy boss, Parnaby has

don’t just look nice, they add

played an important role in cementing

in the club, the signs are promising

Middlesbrough’s reputation as one

that the academy will continue to

of British football’s most successful

develop and deliver promising talent

academies. It’s former success

to the professional circuit. “The

stories include Stewart Downing, Lee

philosophy that myself, the chairman,

teams or staff functions. What

Cattermole, Andrew Taylor and David

chief executive and manager share

works for a sales team won’t

Wheater. “Although we call this place

has always been to provide a real

necessarily get the most out

Fantasy Island, we make sure young

opportunity for the young people of

of an accountant.

players’ feet remain firmly on the

Teeside and surrounding areas,” says

ground,” Parnaby says. “You can’t

Parnaby. “That will never change.”

oxygen, increase moisture levels, and absorb airborne pollution. Green is good!

Tailor areas for individual

60 The Manager

With support from the highest levels

»

lma news & Events

Asked which non-football figure had most inspired him, Michel Platini replied “Napoleon!”.

The League Managers Association hosted its inaugural LMA President’s Dinner on February 4, with England Manager and LMA President Fabio Capello taking centre stage.

Steve Rider hosted the evening, which included a successful charity auction.

Good evening Mr President Among the highlights of the evening were a revealing Q&A session and LMA chairman Howard Wilkinson’s smooth delivery of grace in Italian.

The event, at London’s Landmark

you get in rugby; ice hockey, which

country has something different to

Hotel, brought together 450 guests,

is a big contact sport; and baseball,

bring to the table. We need to look

including some of the biggest

where you have to wait a long time

at what other nations are doing right

names in football, to raise money

for one hit. We can learn something

in their under-21s and use that

for the LMA Community Fund. The

from each of these sports.”

as a foundation.”

Fund gets LMA members involved

Pearce praised Capello’s willing-

in community and charity activities

ness to look outside the boundaries

across Europe, Michel Platini said,

and encourages them to actively

of football for inspiration. When

“In the Italian league, tactics are very

engage with programmes on an

he revealed that he once found

important, while Spanish football

ongoing basis.

Capello reading a book on volleyball,

is the most interesting technically.

Rider joked that “the English might

But England has the most generous

was a fascinating Q&A session,

find that a little worrying”. Pearce

league for the spectator. You’re

compered by Steve Rider and

countered: “Actually, I find it very

always attacking.”

featuring not only Fabio Capello but

enlightening to see someone with

The night, however, belonged

UEFA president Michel Platini and

such an outstanding career record

to the England manager, and LMA

manager of the England under-21s

still actively seeking to learn

chief executive Richard Bevan

Stuart Pearce.

new things.”

expressed his delight at having

The highlight of the evening

The session provided some

62 The Manager

Also comparing styles of football

Pearce proved a particular

Capello as president of the LMA.

unique insights into Capello’s

inspiration. Speaking about the

“Fabio has had a great start to his

strategies for developing the

national game, he said, “England is

career as England manager and

England team. “I’m learning from

one of the most exciting places to

he is quickly building up a strong

baseball, ice hockey and rugby,” he

play and watch football, but we have

working relationship with the LMA

revealed. “I like the spirit and respect

quite a naïve style of play. Every

and its members.”

The Manager 63

»

lma news & Events

Asked which non-football figure had most inspired him, Michel Platini replied “Napoleon!”.

The League Managers Association hosted its inaugural LMA President’s Dinner on February 4, with England Manager and LMA President Fabio Capello taking centre stage.

Steve Rider hosted the evening, which included a successful charity auction.

Good evening Mr President Among the highlights of the evening were a revealing Q&A session and LMA chairman Howard Wilkinson’s smooth delivery of grace in Italian.

The event, at London’s Landmark

you get in rugby; ice hockey, which

country has something different to

Hotel, brought together 450 guests,

is a big contact sport; and baseball,

bring to the table. We need to look

including some of the biggest

where you have to wait a long time

at what other nations are doing right

names in football, to raise money

for one hit. We can learn something

in their under-21s and use that

for the LMA Community Fund. The

from each of these sports.”

as a foundation.”

Fund gets LMA members involved

Pearce praised Capello’s willing-

in community and charity activities

ness to look outside the boundaries

across Europe, Michel Platini said,

and encourages them to actively

of football for inspiration. When

“In the Italian league, tactics are very

engage with programmes on an

he revealed that he once found

important, while Spanish football

ongoing basis.

Capello reading a book on volleyball,

is the most interesting technically.

Rider joked that “the English might

But England has the most generous

was a fascinating Q&A session,

find that a little worrying”. Pearce

league for the spectator. You’re

compered by Steve Rider and

countered: “Actually, I find it very

always attacking.”

featuring not only Fabio Capello but

enlightening to see someone with

The night, however, belonged

UEFA president Michel Platini and

such an outstanding career record

to the England manager, and LMA

manager of the England under-21s

still actively seeking to learn

chief executive Richard Bevan

Stuart Pearce.

new things.”

expressed his delight at having

The highlight of the evening

The session provided some

62 The Manager

Also comparing styles of football

Pearce proved a particular

Capello as president of the LMA.

unique insights into Capello’s

inspiration. Speaking about the

“Fabio has had a great start to his

strategies for developing the

national game, he said, “England is

career as England manager and

England team. “I’m learning from

one of the most exciting places to

he is quickly building up a strong

baseball, ice hockey and rugby,” he

play and watch football, but we have

working relationship with the LMA

revealed. “I like the spirit and respect

quite a naïve style of play. Every

and its members.”

The Manager 63

season’s best Manager of the Month - 08/09 Season Barclays Premier League

Coca-Cola Championship

Coca-Cola League One

Coca-Cola League Two

August

Gareth Southgate (Middlesbrough)

Mick McCarthy (Wolves)

Nigel Pearson (Leicester)

Mark Robins (Rotherham)

September

Phil Brown (Hull)

Owen Coyle (Burnley)

Kenny Jackett (Millwall)

Alan Knill (Bury)

October

Rafael Benitez (Liverpool)

Dave Jones (Cardiff)

Paul Trollope (Bristol Rovers)

Peter Jackson (Lincoln)

November

Gary Megson (Bolton)

Mick McCarthy (Wolves)

Roberto Di Matteo (MK Dons)

Peter Taylor (Wycombe)

December

Martin O’Neill (Aston Villa)

Steve Coppell (Reading)

Nigel Pearson (Leicester)

John Still (Dagenham)

January

Sir Alex Ferguson CBE (Manchester United)

Roberto Martinez (Swansea City)

Paul Lambert (Colchester United)

Alan Knill (Bury)

F&C Performance of the Week Award Winners - 08/09 Season August

September

October

November

December

January

February

Team

Manager

Result

Competition

Yeovil town

Russell Slade

1-0 vs Charlton (away)

Carling Cup

Oldham Athletic

John Sheridan

2-0 vs Leeds (away)

Coca-Cola League One

Northampton Town

Stuart Gray

2-1 vs Bolton (away)

Carling Cup

Portsmouth

Harry Redknapp

3-0 vs Everton (away)

Barclays Premier League

Shrewsbury Town

Paul Simpson

7-0 vs Gillingham (home)

Coca-Cola League Two

Wolves

Mick McCarthy

3-1 vs Preston (away)

Coca-Cola Championship

Hull City

Phil Brown

2-1 vs Arsenal (away)

Barclays Premier League

Shrewsbury Town

Paul Simpson

7-0 vs Wycombe (away)

Johnstone’s Paint Trophy

Hartlepool United

Danny Wilson

3-2 vs Walsall (away)

Coca-Cola League One

Liverpool

Rafael Benitez

1-0 vs Chelsea (away)

Barclays Premier League

Stoke City

Tony Pulis

2-1 vs Arsenal (home)

Barclays Premier League

Burnley

Owen Coyle

1-1 vs Chelsea (away) win on pens

Carling Cup

Huddersfield Town

Gerry Murphy

2-1 vs Leeds (away)

Coca-Cola League One

Southampton

Jan Poortvliet

2-1 vs Reading (away)

Coca-Cola Championship

Bolton

Gary Megson

4-1 vs Sunderland (away)

Barclays Premier League

Scunthorpe

Nigel Adkins

2-0 vs MK Dons (away)

Coca-Cola League One

Newcastle

Joe Kinnear

3-0 vs Portsmouth (away)

Barclays Premier League

Reading

Steve Coppell

3-1 vs Birmingham (away)

Coca-Cola Championship

Peterborough

Darren Ferguson

6-3 vs Cheltenham (away)

Coca-Cola League One

Nottingham Forest

Billy Davies

3-0 vs Man City (away)

FA Cup

Preston

Alan Irvine

3-1 vs Wolves (away)

Coca-Cola Championship

Hereford

Graham Turner

5-0 vs Oldham (home)

Coca-Cola League One

Swansea

Roberto Martinez

2-0 vs Portsmouth (away)

FA Cup

Derby

Nigel Clough

3-2 vs Nottingham Forest

FA Cup

Sheffield Wednesday

Brian Laws

2-1 vs Sheffield Wednesday (away)

Coca-Cola Championship

Watford

Brendan Rodgers

2-0 vs Swansea (home)

Coca-Cola Championship

Bristol City

Gary Johnson

2-0 vs Reading (away)

Coca-Cola Championship

64 The Manager

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