The Manager - Issue 2

theManager Summer 2009

the

Manager The magazine of the League Managers Association

Issue 2 £5.00

Small steps

Plus: peter taylor

tony adams dave bassett stephen constantine

leader of the pack wolves’ mick

mccarthy tells it like it is

it’s all in the training: hugh robertson mp graham thorpe – switching sides team talks: turning words into action david platt on life after management the art of successful Mentoring

comment editor

How did your team do? Did they rise to the challenge and prove their mettle or struggle against tough competition and low morale?

Depending on their level of ability, fitness and motivation, your people can be your most valuable asset or your biggest cost.

Few managers have the luxury of a blank cheque with which to re-stock the organisation with fresh blood and new ideas.

Recognising the talent within and getting the very best from existing resources is, therefore, an essential skill. Those starting next season at the helm of a new ship will have to identify and exploit their strongest assets quickly if they are to get results in those crucial early months. These days, new managers are afforded precious little time to prove themselves, despite often having to work with a legacy of club politics, finances and players.

In this edition, we ask how the right words, said in the right way, can make people up their game. Does the carrot or the stick work best in spurring on a losing team? According to business leader John Timpson, instigating change is less about the words and more the groundwork you have already laid: “However inspirational the speech, if people don’t respect you and believe in your message, it won’t work.”

Mick McCarthy agrees that getting team buy-in requires mutual respect, and that this has its foundations in honesty. Speaking exclusively with The Manager, he says, “[The players] are welcome to ask me a question, but they must be prepared for the

Those starting next season at the helm of a new ship will need to identify and exploit their strongest assets quickly

answer. I’m brutally honest and say it like it is.”

Getting dedication and performance from a group of individuals takes a particularly skilled leader, especially in the face of adversity. And, according to MP and ex-military man Hugh Robertson, simply shouting at people when conditions are tough gets you nowhere. In our interview, he echoes the need for trust, but adds that it also comes down to preparation: “In the army, we used to say ‘train hard, fight easy’, and I believe that’s a great lesson for life.”

This summer will mean hard training and tough decisions for many clubs and businesses. But get it right and the pay-off could be well worth the effort. I for one look forward to finding out.

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 Advertisement manager: Matthew Blore Business development director: Frances Hughes Commercial director: Andy Rice 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

summer issue the line-up

20

08

12

22

12

04 kicking off

30 big boots

and manager David Platt turned his

News and views from the past

In football and business, family ties

hand to business.

quarter-season.

can be strong and productive. We

08 mick mccarthy

look at the highs and lows of

46 one careful owner

following in the family footsteps.

The manager-owner dynamic can

The Wolves boss speaks exclusively

make or break a club, says

approach to leadership, and why

34 timeline to greatness

you have to trust in your team.

Profile of the longest-

about his open, honest and direct

Professor Stuart Timperley.

But how do you make it work? With Dave Whelan.

serving manager

12 crossing the line

of all time,

The transition from player to

Fred Everiss.

50 culture club

manager isn’t always easy, writes Graham Thorpe and actress-turned

36 world’s apart

-playwright Manjinder Virk speak

Working abroad

than the sum of

from experience.

might be daunting,

its parts. We ask

Sue Bridgewater. Tony Adams,

An organisation is much more

34

but the effort can

18 word play

really pay off. Stephen

Say the right thing and you can

Constantine reports back

motivate and inspire. How do John

from Sudan.

Dave Bassett why corporate identity matters and where the

manager fits in?

Timpson, Peter Taylor and Roberto Where do you begin when trying

54 don’t lose any sleep over it!

22 watch and learn

to turn around an ailing business?

Stress and poor sleep can be a

Everybody wins from a successful

According to our experts,

vicious circle. Here’s why, with

Forzoni approach the team talk?

mentoring relationship, so why

38 on a mission

re-igniting success starts

aren’t we all at it?

Dr Dorian Dugmore.

with your people.

56 equal measures 26 train hard, fight easy

42 what next?

MP Hugh

Making a radical

Robertson on the

career change

importance of broad

takes guts.

experience and why sport is undervalued.

5454

Every aspiring manager, black or white, should get the support and opportunities they deserve, says Kick It Out’s Piara Powar.

What happened

60 lma events

when ex-player

Highlights from a season of events.

Kickingoff

Richard Bevan

can you do better?

News and views FROM THE DUGOUT

Enter the dragon

As always in football’s summer season, the headlines are dominated by news of transfers, club sales, discussion about debt and finance, and

Ex-Millwall chairman and now Rymans chief executive

In the run up to this edition going to press, we saw the

doing business in the football industry. “You need an

record-breaking transfer of Ronaldo from Manchester United

asbestos suit, because at some point or other you will

to Real Madrid. This has sparked a debate about the growing

get burned,” he said. “It’s an incredible industry,” he added, “but the money it generates isn’t enough to sustain it, so it needs benefactors. Any business that is reliant on benefactors is a difficult one.” Now probably best known for his role in TV show Dragon’s Den, Paphitis spent eight years as chairman of Millwall, taking it out of administration into the Championship and an FA Cup final. “The biggest challenge when you’re trying to turn around a business is getting everyone to believe in and follow you,” he said. “If you can achieve that then you’ll make it a success.” Paphitis is a director of the Football League and an FA counsellor.

Burnley’s BOGOF For many companies, slashing budgets and restructuring won’t be enough to see them through the summer of discontent. As customers are increasingly open to offers, companies need to raise the bar to ensure their client base stays loyal and spending.

While its local top-tier rivals can reduce their ticket prices, for Burnley, which gets a larger proportion of its revenue from attendance, smarter thinking was in order.

At the start of the 2008/09 season, the club pledged that everyone buying a season ticket would get their money back the next season should they make it into the Barclays Premier League.

While it meant that the club would lose out on around £2m, chairman Barry Kilby was confident that, in the context of a £60m promotion payout, it would be worth it. The unique incentive proved to be a fantastic way to boost attendance and share the club’s success with its supporters.

The Manager

hopes and expectations for the coming season.

Theo Paphitis spoke recently about the challenges of

Tips from the top flight It’s not every day you get to quiz a leading football manager about the highs and lows of the job. At the inaugural LMA Business Club event, in association with Real Business, Fulham’s Roy Hodgson fielded questions from host John Inverdale and a captivated audience of some 70 invited business leaders. The theme of the evening, “winning against the odds” was timely, Fulham having triumphed 2-0 over Manchester United shortly before, and struck a chord with businesses facing the challenges of a recession.

23%

rise in wage costs in the Barclays PL

£187m

investment by top 92 UK clubs in facilities

16%

compound annual growth rate between 1992 and 2008 vs 5.4% for the UK economy

The Coca-Cola Championship

is the 3rd-best attended league in the world

£3.1bn

net debt of Barclays PL clubs, up from £2.7bn last season

26%

growth in revenue for top 20 clubs Highlights from Deloitte’s Annual Review of Football Finance 2007/08

emphasis on money in football – is it a case of “how much?” over “how good?”, with some asking whether it is sustainable?

I believe the past season is proof that talent still has a major role to play in success. And a manager’s ability to get the most from his team and the resources available to him is vital to achieving that.

Take David Moyes, who steered Everton close to the top four, into Europe and to the FA Cup final. He also collected the LMA Manager of the Year award, sponsored by Barclays, for a record third time. Further down the league, pre-season favourites for relegation Hull City and Stoke City – both smaller clubs with limited funding – defied the odds and maintained their positions in the game’s richest league. The performance of Phil Brown and Tony Pulis, respectively, must not be underestimated in those achievements.

Looking ahead to next season, the Barclays Premier League welcomes Owen Coyle’s Burnley back to the top flight for the first time since 1976. Nobody knows whether they’ll manage to stay up, but relegation is certainly not a given.

In his ground-breaking bestseller, Moneyball, Michael Lewis explored the success of one of baseball’s smallest teams, the Oakland As, and its general manager, Billy Beane. The sport may have been different, but the message is transferable: there are always different ways to do things, to challenge convention and get more from a team than the sum of its parts. Beane was one of baseball’s brightest young talents as a player, but it was in management that he really made a name for himself. He created the vision, built the strategy and shaped a team, with staggering results.

Pushing to find new, better ways to manage is a challenge we all face daily, and never more so than in times of adversity.

On 24 September, the LMA will host its inaugural management conference (www.touchlinetoboardroom.com) at the Emirates.

In the company of the likes of David Moyes, Stuart Pearce and British Airways’ Martin Broughton, we will unite the worlds of business and sport, and explore and debate what makes great managers tick. I look forward to seeing you there.

Richard Bevan the League Managers Association

The Manager

Kickingoff

Richard Bevan

can you do better?

News and views FROM THE DUGOUT

Enter the dragon

As always in football’s summer season, the headlines are dominated by news of transfers, club sales, discussion about debt and finance, and

Ex-Millwall chairman and now Rymans chief executive

In the run up to this edition going to press, we saw the

doing business in the football industry. “You need an

record-breaking transfer of Ronaldo from Manchester United

asbestos suit, because at some point or other you will

to Real Madrid. This has sparked a debate about the growing

get burned,” he said. “It’s an incredible industry,” he added, “but the money it generates isn’t enough to sustain it, so it needs benefactors. Any business that is reliant on benefactors is a difficult one.” Now probably best known for his role in TV show Dragon’s Den, Paphitis spent eight years as chairman of Millwall, taking it out of administration into the Championship and an FA Cup final. “The biggest challenge when you’re trying to turn around a business is getting everyone to believe in and follow you,” he said. “If you can achieve that then you’ll make it a success.” Paphitis is a director of the Football League and an FA counsellor.

Burnley’s BOGOF For many companies, slashing budgets and restructuring won’t be enough to see them through the summer of discontent. As customers are increasingly open to offers, companies need to raise the bar to ensure their client base stays loyal and spending.

While its local top-tier rivals can reduce their ticket prices, for Burnley, which gets a larger proportion of its revenue from attendance, smarter thinking was in order.

At the start of the 2008/09 season, the club pledged that everyone buying a season ticket would get their money back the next season should they make it into the Barclays Premier League.

While it meant that the club would lose out on around £2m, chairman Barry Kilby was confident that, in the context of a £60m promotion payout, it would be worth it. The unique incentive proved to be a fantastic way to boost attendance and share the club’s success with its supporters.

The Manager

hopes and expectations for the coming season.

Theo Paphitis spoke recently about the challenges of

Tips from the top flight It’s not every day you get to quiz a leading football manager about the highs and lows of the job. At the inaugural LMA Business Club event, in association with Real Business, Fulham’s Roy Hodgson fielded questions from host John Inverdale and a captivated audience of some 70 invited business leaders. The theme of the evening, “winning against the odds” was timely, Fulham having triumphed 2-0 over Manchester United shortly before, and struck a chord with businesses facing the challenges of a recession.

23%

rise in wage costs in the Barclays PL

£187m

investment by top 92 UK clubs in facilities

16%

compound annual growth rate between 1992 and 2008 vs 5.4% for the UK economy

The Coca-Cola Championship

is the 3rd-best attended league in the world

£3.1bn

net debt of Barclays PL clubs, up from £2.7bn last season

26%

growth in revenue for top 20 clubs Highlights from Deloitte’s Annual Review of Football Finance 2007/08

emphasis on money in football – is it a case of “how much?” over “how good?”, with some asking whether it is sustainable?

I believe the past season is proof that talent still has a major role to play in success. And a manager’s ability to get the most from his team and the resources available to him is vital to achieving that.

Take David Moyes, who steered Everton close to the top four, into Europe and to the FA Cup final. He also collected the LMA Manager of the Year award, sponsored by Barclays, for a record third time. Further down the league, pre-season favourites for relegation Hull City and Stoke City – both smaller clubs with limited funding – defied the odds and maintained their positions in the game’s richest league. The performance of Phil Brown and Tony Pulis, respectively, must not be underestimated in those achievements.

Looking ahead to next season, the Barclays Premier League welcomes Owen Coyle’s Burnley back to the top flight for the first time since 1976. Nobody knows whether they’ll manage to stay up, but relegation is certainly not a given.

In his ground-breaking bestseller, Moneyball, Michael Lewis explored the success of one of baseball’s smallest teams, the Oakland As, and its general manager, Billy Beane. The sport may have been different, but the message is transferable: there are always different ways to do things, to challenge convention and get more from a team than the sum of its parts. Beane was one of baseball’s brightest young talents as a player, but it was in management that he really made a name for himself. He created the vision, built the strategy and shaped a team, with staggering results.

Pushing to find new, better ways to manage is a challenge we all face daily, and never more so than in times of adversity.

On 24 September, the LMA will host its inaugural management conference (www.touchlinetoboardroom.com) at the Emirates.

In the company of the likes of David Moyes, Stuart Pearce and British Airways’ Martin Broughton, we will unite the worlds of business and sport, and explore and debate what makes great managers tick. I look forward to seeing you there.

Richard Bevan the League Managers Association

The Manager

Fighting talk

Box clever “One more round” wrote James J Corbett, World Heavyweight boxing Champion from 1892 to 1897. His poem of the same name now sits in the

Roy Keane is getting tough with his Ipswich

office of QPR performance manager John Harbin, for whom those three

Town side as they prepare to battle for

words have provided a constant source of inspiration and motivation.

promotion next season. The manager

“I’ve used the saying for the past 20 years,” says Harbin, a former

plans to send players on a gruelling pre-

rugby league coach who has also worked at Oldham Athletic, Crystal

season training course with the Parachute

Palace and Coventry City. “It means that no matter what your situation

Regiment, where they will be put through

– be it in sport or life – there’s always one more round to fight.”

their paces, military style.

At the Merville Barracks training centre in season training, courses are designed to

EXTRA TIME

promote team cohesion, develop leadership

Tony Pulis (left) ran this year’s London

Colchester, a potential venue for the pre-

skills and improve physical fitness. The centre

Marathon on behalf of the Donna Louise

is currently used in the recruitment of young

Children’s Hospice. Management, staff and

soldiers. Keane will be hoping its motto, “Ready for anything” proves to be justified.

Calling time

SPOTLIGHT

After 14 years in charge, Graham Turner leaves his post as manager of Hereford United at the end of this season. Turner, who will remain chairman and director of football at the club, is currently the second longestserving manager in England behind Sir Alex Ferguson, CBE. He has managed clubs in each of the top five tiers of English football, resulting in 30 years of managerial experience.

Joe Royle, who recently turned 60, returned to Oldham Athletic as caretaker manager in March. During his previous 12-year spell at Boundary Park, Royle guided the club to the Premier League, two FA Cup semi-finals and a Littlewoods Cup final.

Royle moved to Manchester City in February 1998, and in his first full season in charge the club achieved promotion. A year later, they went up into the Premier League. Having taken charge of Ipswich Town in November 2002, Royle led the club to the play-offs in 2004 and 2005.

On the money In its first year, the cancer charity founded by Sir Bobby Robson has raised more than double its goal of £500,000. According to a Press Association report, the Sir Bobby Robson Foundation achieved the initial target in the first seven weeks, topping £1.2 million within a year.

The charity was set up to provide early cancer detection and treatments, and to trial new drugs at the Northern Centre for Cancer Care in the Freeman Hospital.

“As long as the commitment and belief is there, I’ll continue to help for as long as I can,” said Sir Bobby.

The Manager

1,000

Having each managed 1,000 games, Steve Coppell and Graham Turner have entered the LMA’s elite Hall of Fame, the 1,000 Club. Coppell took on his first managerial role aged 28, becoming the youngest to ever manage in the Football League.

During his career, he achieved three promotions and one FA Cup final and has twice been named LMA Manager of the Year. Graham Turner received the LMA Service Award, sponsored by Coca-Cola, recently. His achievements have included two promotions and three league titles.

players at Stoke City have been supporting the charity for several seasons.

Alan Curbishley recently unveiled a £2.5 million sports facility in the London Borough of Bexley.

It is hoped that the new outdoor sports changing pavilion and education and leisure facility at Hall Place will give a considerable boost to sport in the local community.

Watford FC’s Brendan Rodgers (right) has been delivering some motivational words to aspiring footballers.

Speaking to students on the football excellence programme at West Herts College, he emphasised the opportunities that coaching can offer as a career, should they not make the grade on the field.

As part of the LMA’s Community Fund, Spurs manager Harry Redknapp recently attended the first leg of the Special Olympics Great Britain (SOGB) Unified Football Roadshow alongside striker Robbie Keane.

The event was hosted by the Tottenham Hotspur Foundation at the club’s training ground.

The LMA Community Fund works in partnership with several charity and community partners, including the Special Olympics.

This summer, Les Reed will be hoping to steer the GB team to victory in one of the world’s largest sporting events by participation – the Maccabiah Games. Although primarily for Jewish athletes, Arab Israelis can participate in the games, which like the Olympics are held every four years and are sanctioned by the International Olympic Committee and World Federation of Sports.

The Manager

Fighting talk

Box clever “One more round” wrote James J Corbett, World Heavyweight boxing Champion from 1892 to 1897. His poem of the same name now sits in the

Roy Keane is getting tough with his Ipswich

office of QPR performance manager John Harbin, for whom those three

Town side as they prepare to battle for

words have provided a constant source of inspiration and motivation.

promotion next season. The manager

“I’ve used the saying for the past 20 years,” says Harbin, a former

plans to send players on a gruelling pre-

rugby league coach who has also worked at Oldham Athletic, Crystal

season training course with the Parachute

Palace and Coventry City. “It means that no matter what your situation

Regiment, where they will be put through

– be it in sport or life – there’s always one more round to fight.”

their paces, military style.

At the Merville Barracks training centre in season training, courses are designed to

EXTRA TIME

promote team cohesion, develop leadership

Tony Pulis (left) ran this year’s London

Colchester, a potential venue for the pre-

skills and improve physical fitness. The centre

Marathon on behalf of the Donna Louise

is currently used in the recruitment of young

Children’s Hospice. Management, staff and

soldiers. Keane will be hoping its motto, “Ready for anything” proves to be justified.

Calling time

SPOTLIGHT

After 14 years in charge, Graham Turner leaves his post as manager of Hereford United at the end of this season. Turner, who will remain chairman and director of football at the club, is currently the second longestserving manager in England behind Sir Alex Ferguson, CBE. He has managed clubs in each of the top five tiers of English football, resulting in 30 years of managerial experience.

Joe Royle, who recently turned 60, returned to Oldham Athletic as caretaker manager in March. During his previous 12-year spell at Boundary Park, Royle guided the club to the Premier League, two FA Cup semi-finals and a Littlewoods Cup final.

Royle moved to Manchester City in February 1998, and in his first full season in charge the club achieved promotion. A year later, they went up into the Premier League. Having taken charge of Ipswich Town in November 2002, Royle led the club to the play-offs in 2004 and 2005.

On the money In its first year, the cancer charity founded by Sir Bobby Robson has raised more than double its goal of £500,000. According to a Press Association report, the Sir Bobby Robson Foundation achieved the initial target in the first seven weeks, topping £1.2 million within a year.

The charity was set up to provide early cancer detection and treatments, and to trial new drugs at the Northern Centre for Cancer Care in the Freeman Hospital.

“As long as the commitment and belief is there, I’ll continue to help for as long as I can,” said Sir Bobby.

The Manager

1,000

Having each managed 1,000 games, Steve Coppell and Graham Turner have entered the LMA’s elite Hall of Fame, the 1,000 Club. Coppell took on his first managerial role aged 28, becoming the youngest to ever manage in the Football League.

During his career, he achieved three promotions and one FA Cup final and has twice been named LMA Manager of the Year. Graham Turner received the LMA Service Award, sponsored by Coca-Cola, recently. His achievements have included two promotions and three league titles.

players at Stoke City have been supporting the charity for several seasons.

Alan Curbishley recently unveiled a £2.5 million sports facility in the London Borough of Bexley.

It is hoped that the new outdoor sports changing pavilion and education and leisure facility at Hall Place will give a considerable boost to sport in the local community.

Watford FC’s Brendan Rodgers (right) has been delivering some motivational words to aspiring footballers.

Speaking to students on the football excellence programme at West Herts College, he emphasised the opportunities that coaching can offer as a career, should they not make the grade on the field.

As part of the LMA’s Community Fund, Spurs manager Harry Redknapp recently attended the first leg of the Special Olympics Great Britain (SOGB) Unified Football Roadshow alongside striker Robbie Keane.

The event was hosted by the Tottenham Hotspur Foundation at the club’s training ground.

The LMA Community Fund works in partnership with several charity and community partners, including the Special Olympics.

This summer, Les Reed will be hoping to steer the GB team to victory in one of the world’s largest sporting events by participation – the Maccabiah Games. Although primarily for Jewish athletes, Arab Israelis can participate in the games, which like the Olympics are held every four years and are sanctioned by the International Olympic Committee and World Federation of Sports.

The Manager

»

cover story

Q How did you find the transition from player to manager at Millwall?

A One of the biggest lessons I learnt in those early days as a manager is that as soon as you put your head above the parapet you get shot at. Being a highly experienced footballer certainly doesn’t prepare you for management.

Players take criticism together as a team. As a manager, you are very much the figurehead and you take criticism on behalf of the players, club and fans.

Taff (Ian Evans), now a colleague at Wolves, was a coach at Millwall at the time. The club was near the relegation zone and I had to start making decisions straight away, so having his guiding hand was invaluable. I would have found it extremely difficult to go from the shop floor straight into management without any help. I was learning on my feet and all I had was the knowledge I’d gained as a

Leadership can be learnt and fine-tuned, but at its heart is

personality and passion.

Step forward Mick McCarthy, whose direct but honest, friendly but firm approach to management has earned him the respect of his team and a place in the Barclays Premier League.

player. I’ve since taken all of my qualifications; it’s essential to have these tools as a manager.

Words:Sue McKellar Photographs:David short

»

cover story

Q How did you find the transition from player to manager at Millwall?

A One of the biggest lessons I learnt in those early days as a manager is that as soon as you put your head above the parapet you get shot at. Being a highly experienced footballer certainly doesn’t prepare you for management.

Players take criticism together as a team. As a manager, you are very much the figurehead and you take criticism on behalf of the players, club and fans.

Taff (Ian Evans), now a colleague at Wolves, was a coach at Millwall at the time. The club was near the relegation zone and I had to start making decisions straight away, so having his guiding hand was invaluable. I would have found it extremely difficult to go from the shop floor straight into management without any help. I was learning on my feet and all I had was the knowledge I’d gained as a

Leadership can be learnt and fine-tuned, but at its heart is

personality and passion.

Step forward Mick McCarthy, whose direct but honest, friendly but firm approach to management has earned him the respect of his team and a place in the Barclays Premier League.

player. I’ve since taken all of my qualifications; it’s essential to have these tools as a manager.

Words:Sue McKellar Photographs:David short

»

cover story

The Mccarthy CV

Nobody can be right all of the time. I’m open to suggestion and discussion. But I have the final say, and the club lives or dies by those decisions Q How difficult is it for a young

you have to act things out

manager to get the buy-in of

at times. When you’ve lost a

his team?

match, you put on your best “bib and tucker”, smile and try

A Results determine that. If

to look as if you are in control

you go in with a set way of

of everything, including your

doing things, you’d better have

emotions. At other times, you

instant success. No one knows

do what Taff calls “the red nose,

everything, so you have to be

silly hat, juggling routine” to

prepared to listen to others.

lift everybody’s mood, whether

I know what I want to do,

you feel like it or not. In a way,

how I want to play and who I

you are acting, but sometimes

want around me. Nobody can

that’s what managing and

be right all of the time and I

motivating people is about.

Player 1977-92 ›› Barnsley, Manchester City, Celtic, Lyon and Millwall ›› 1984-92 Republic of Ireland Manager ›› 1992-96 Millwall ›› 1996-02 Republic of Ireland ›› 2003-06 Sunderland ›› 2006-present Wolverhampton Wanderers

am open to suggestion and discussion. But I have the final

Q What lessons did you take

say, and the club lives or dies

from your international career?

by those decisions.

A There was a real bloodyQ Do you have a turnaround

mindedness about the Republic

strategy when you join a club?

of Ireland; we believed that, wherever we went, we’d give a

A No, you have to be able to

good account of ourselves. We international manager and the

better than that. I have kept myself

A I bought Michael Kightly from

which went back to the days of Jack

huge responsibility that goes with

and the players on an even keel all

Grays Athletic for £25,000, which

be stand-offish. I’ll sit and chat, and

Charlton. I remember when I was

that. You are a figurehead for the

the way through the season and

turned out to be a great piece of

you evaluate your resources and

get to know them. I like to create a

a player in the World Cup walking

nation and you represent it to the

tried to manage the expectations of

business. We’ve had unbelievable

then work with that. Player injuries

good working atmosphere. I’ll have

around the stadium to get a feel for

world in everything you do – how

the club and fans.

success in identifying talent, here

mean you’ll have to keep making

fun with them and join in with the

it. There was a match being shown

you look, speak and conduct

changes. You can’t plan for that

banter, but if, on matchday, I say

on the big screen, so we sat down

yourself with the media.

– you just have to think on your feet

“jump”, I expect them to ask “how

in the middle of the pitch, still in

and get on with it. But, no matter

high?” It’s about mutual respect –

our training kits and flip-flops, to

what the circumstances, I maintain

you can’t get anything out of people

my standards and beliefs.

adapt. I’ve been managing for

also had a cute way about us,

17 years and my approach remains

I couldn’t go in every day and

the same; when you arrive at a club,

During one particularly tough

and at previous clubs. We look for

period, I brought in sports therapist

players who are young, hungry and

Bill Stevens. I was concerned that

with real desire. I’m a grafter and I

Q Expectations of Wolves were very

a fear might be developing among

recruit people who I know will give

watch. The Italians, who we were

high towards the end of the season.

the players that we would lose the

every last drop of sweat. If you have

if it’s just one way. I am fair, but the

due to play, were also there, looking

How did you motivate the team?

campaign. After all, the pleasure of

players with those attributes, it

team know the ground rules; it’s

pristine. I think they underestimated

winning only comes when you have

makes the job of management

Q How would you define your

important to be consistent. And I’ve

our ability, organisation and desire

A You can’t pull the wool over the

won something, the fear of losing

far easier.

relationship with the players?

never asked anything of anyone that

because of our appearance that

players’ eyes, because then they

is always there. Bill certainly had a

I wouldn’t have done as a player.

day. When I became manager of

don’t trust you or believe in you. My

positive effect on the team.

the Republic of Ireland I tried to

assistant manager, Terry Connor,

maintain that special character.

and I have been motivating the team

this as a young manager, you learn

recruitment team of Dave Bowman

I remember walking down a

day-by-day throughout the season.

with maturity, experience and

and Taff. If they recommend that I

street in New York when I was

But at no point have we been

knowledge that this kind of action

sign a player and I’m unable to see

A First and foremost, I treat them with respect and I’m honest. It’s

Q Is yours a conscious management

important that the players can talk

style or part of your personality?

to me about anything, so my door

While I would never have done

Spotting great talent doesn’t happen by chance; it takes hard work. I place a lot of trust in my

is always open. But, while they are

A It’s an extension of me. I am what

manager and builders shouting and

dancing on the table, claiming we’d

doesn’t weaken your hand, it adds

him, I say sign him. The three of us

welcome to ask me a question, they

I am and I don’t change according

waving to me. I couldn’t believe

win this or that.

to your armoury.

have been working as a team for

must be prepared for the answer.

to whether I’m with players, fans

I was getting recognised in New

It has been my mantra from the

They’re not, of course, because I’m

or the chairman. However, there’s

York. It made me realise just how

start that we finished seventh last

Q In any business, spotting talent is

my eyes and ears. They know what

brutally honest and say it like it is.

no question that, as a manager,

big your profile is when you are an

season and we would have to do

crucial; you’ve had real success…

makes a Mick McCarthy player.

10 The Manager

25 years and I can trust them to be

The Manager 11

»

cover story

The Mccarthy CV

Nobody can be right all of the time. I’m open to suggestion and discussion. But I have the final say, and the club lives or dies by those decisions Q How difficult is it for a young

you have to act things out

manager to get the buy-in of

at times. When you’ve lost a

his team?

match, you put on your best “bib and tucker”, smile and try

A Results determine that. If

to look as if you are in control

you go in with a set way of

of everything, including your

doing things, you’d better have

emotions. At other times, you

instant success. No one knows

do what Taff calls “the red nose,

everything, so you have to be

silly hat, juggling routine” to

prepared to listen to others.

lift everybody’s mood, whether

I know what I want to do,

you feel like it or not. In a way,

how I want to play and who I

you are acting, but sometimes

want around me. Nobody can

that’s what managing and

be right all of the time and I

motivating people is about.

Player 1977-92 ›› Barnsley, Manchester City, Celtic, Lyon and Millwall ›› 1984-92 Republic of Ireland Manager ›› 1992-96 Millwall ›› 1996-02 Republic of Ireland ›› 2003-06 Sunderland ›› 2006-present Wolverhampton Wanderers

am open to suggestion and discussion. But I have the final

Q What lessons did you take

say, and the club lives or dies

from your international career?

by those decisions.

A There was a real bloodyQ Do you have a turnaround

mindedness about the Republic

strategy when you join a club?

of Ireland; we believed that, wherever we went, we’d give a

A No, you have to be able to

good account of ourselves. We international manager and the

better than that. I have kept myself

A I bought Michael Kightly from

which went back to the days of Jack

huge responsibility that goes with

and the players on an even keel all

Grays Athletic for £25,000, which

be stand-offish. I’ll sit and chat, and

Charlton. I remember when I was

that. You are a figurehead for the

the way through the season and

turned out to be a great piece of

you evaluate your resources and

get to know them. I like to create a

a player in the World Cup walking

nation and you represent it to the

tried to manage the expectations of

business. We’ve had unbelievable

then work with that. Player injuries

good working atmosphere. I’ll have

around the stadium to get a feel for

world in everything you do – how

the club and fans.

success in identifying talent, here

mean you’ll have to keep making

fun with them and join in with the

it. There was a match being shown

you look, speak and conduct

changes. You can’t plan for that

banter, but if, on matchday, I say

on the big screen, so we sat down

yourself with the media.

– you just have to think on your feet

“jump”, I expect them to ask “how

in the middle of the pitch, still in

and get on with it. But, no matter

high?” It’s about mutual respect –

our training kits and flip-flops, to

what the circumstances, I maintain

you can’t get anything out of people

my standards and beliefs.

adapt. I’ve been managing for

also had a cute way about us,

17 years and my approach remains

I couldn’t go in every day and

the same; when you arrive at a club,

During one particularly tough

and at previous clubs. We look for

period, I brought in sports therapist

players who are young, hungry and

Bill Stevens. I was concerned that

with real desire. I’m a grafter and I

Q Expectations of Wolves were very

a fear might be developing among

recruit people who I know will give

watch. The Italians, who we were

high towards the end of the season.

the players that we would lose the

every last drop of sweat. If you have

if it’s just one way. I am fair, but the

due to play, were also there, looking

How did you motivate the team?

campaign. After all, the pleasure of

players with those attributes, it

team know the ground rules; it’s

pristine. I think they underestimated

winning only comes when you have

makes the job of management

Q How would you define your

important to be consistent. And I’ve

our ability, organisation and desire

A You can’t pull the wool over the

won something, the fear of losing

far easier.

relationship with the players?

never asked anything of anyone that

because of our appearance that

players’ eyes, because then they

is always there. Bill certainly had a

I wouldn’t have done as a player.

day. When I became manager of

don’t trust you or believe in you. My

positive effect on the team.

the Republic of Ireland I tried to

assistant manager, Terry Connor,

maintain that special character.

and I have been motivating the team

this as a young manager, you learn

recruitment team of Dave Bowman

I remember walking down a

day-by-day throughout the season.

with maturity, experience and

and Taff. If they recommend that I

street in New York when I was

But at no point have we been

knowledge that this kind of action

sign a player and I’m unable to see

A First and foremost, I treat them with respect and I’m honest. It’s

Q Is yours a conscious management

important that the players can talk

style or part of your personality?

to me about anything, so my door

While I would never have done

Spotting great talent doesn’t happen by chance; it takes hard work. I place a lot of trust in my

is always open. But, while they are

A It’s an extension of me. I am what

manager and builders shouting and

dancing on the table, claiming we’d

doesn’t weaken your hand, it adds

him, I say sign him. The three of us

welcome to ask me a question, they

I am and I don’t change according

waving to me. I couldn’t believe

win this or that.

to your armoury.

have been working as a team for

must be prepared for the answer.

to whether I’m with players, fans

I was getting recognised in New

It has been my mantra from the

They’re not, of course, because I’m

or the chairman. However, there’s

York. It made me realise just how

start that we finished seventh last

Q In any business, spotting talent is

my eyes and ears. They know what

brutally honest and say it like it is.

no question that, as a manager,

big your profile is when you are an

season and we would have to do

crucial; you’ve had real success…

makes a Mick McCarthy player.

10 The Manager

25 years and I can trust them to be

The Manager 11

»

p l ay e r t o m a n a g e r Dr Sue Bridgewater (pictured) is associate professor of marketing at Warwick Business School, where she leads the Certificate in Applied Management for Football Managers.

Crossing the line

What happens when you go from being one of the lads to the gaffer? Good players can become great managers but, says Warwick Business School’s Dr Sue Bridgewater, few are prepared for the transition. photography:charlie hopkinson

Imagine the scene. You consider yourself part of the team. You join in with changing room banter, are respected for your on-the-pitch skills, and are perhaps even a mover and shaker on the social scene.

Then the manager is sacked and the chairman calls you in. You’re delighted to be offered the role of caretaker manager, perhaps in time becoming permanent. The players will love having one of their own in the top spot and will give you their unstinting support. Won’t they?

As director of the PFA and LMA Certificate in Applied Management for Football Managers, it’s fascinating to learn from the expectations and experiences of football players who

manager are very different. They are

Being known as a former successful player can be a blessing. It can also be a curse

no longer just “one of the lads”.

Tony Adams

make the transition into management.

Singled out When taking up their first managerial appointment – often due to a change in personnel – former players quickly discover that the rules of engagement between the player and

Even a manager coming to the role via the coaching route will find the manager’s relationship with his players is different. While it is perfectly acceptable, and probably

12 The Manager

R ea d t h e i n terv i ew »

The Manager 13

»

p l ay e r t o m a n a g e r Dr Sue Bridgewater (pictured) is associate professor of marketing at Warwick Business School, where she leads the Certificate in Applied Management for Football Managers.

Crossing the line

What happens when you go from being one of the lads to the gaffer? Good players can become great managers but, says Warwick Business School’s Dr Sue Bridgewater, few are prepared for the transition. photography:charlie hopkinson

Imagine the scene. You consider yourself part of the team. You join in with changing room banter, are respected for your on-the-pitch skills, and are perhaps even a mover and shaker on the social scene.

Then the manager is sacked and the chairman calls you in. You’re delighted to be offered the role of caretaker manager, perhaps in time becoming permanent. The players will love having one of their own in the top spot and will give you their unstinting support. Won’t they?

As director of the PFA and LMA Certificate in Applied Management for Football Managers, it’s fascinating to learn from the expectations and experiences of football players who

manager are very different. They are

Being known as a former successful player can be a blessing. It can also be a curse

no longer just “one of the lads”.

Tony Adams

make the transition into management.

Singled out When taking up their first managerial appointment – often due to a change in personnel – former players quickly discover that the rules of engagement between the player and

Even a manager coming to the role via the coaching route will find the manager’s relationship with his players is different. While it is perfectly acceptable, and probably

12 The Manager

R ea d t h e i n terv i ew »

The Manager 13

»Tony Adams, MBe When the job at Wycombe Wanderers

to rebuild the club. But, while I

became available, I was in the middle

stopped the rot in the year I was

of a Sports Science course at Brunel

there, I had little opportunity to

desirable, for a coach to be close to

University, but I decided to go for it.

coach and develop the players. It

his players – to put an arm around

In hindsight, that was probably the

wasn’t building my abilities as a

them and know what’s going on in

wrong decision. Taking my coaching

manager, so I decided to leave. You

their lives – the manager must be

qualifications, including the LMA’s

never know until you get into a job

more at arm’s length.

Certificate in Applied Management, had

what it will be like, but I did my best

There are various reasons why.

whetted my appetite for management,

with the resources at my disposal. Faced

First, the manager needs to be able

and I was impatient. Professional football

with the same scenario seven years on, I

to make important decisions, for

qualifications add to your palette of

think the result would be the same.

the good of the club, without the

skills, but there’s nothing like hands-on

When I left Wycombe, I thought

pressure or influence of friendships.

management and coaching experience.

“right, where do I get trained as a coach?”

It’s also hard to get a strategic overview and work out how best

» G r ah a m T h o r p e , M BE

to achieve success if you are too

That first job was great for developing

Holland appealed; at the last World Cup

my business management skills, as it was

there were four Dutch coaches managing

my remit was to save the club financially.

teams, but not a single English one. I met

a seasoned manager is very valuable. It

heavily involved in the day-to-day

When I first started to coach I had

As batting coach, then assistant coach,

In those early days, I had to let 21 players

with former Celtic manager Wim Jansen,

shields you while you learn. It’s important

action. It can be difficult to see the

to adjust to the lack of control you

I gained experience of working both

go and was focusing hard on recruitment

at the time an advisor for Feyenoord, who

to be yourself, but you can also draw on

wood for the trees.

have during a game. There’s a sense

with individuals and the team. I was an

agreed to give me a free hand at coaching

the influence of your managers. Arsene

of helplessness, because unlike the

important cog in the coaching system.

there. I worked with the under-eights right

Wenger was a fantastic physiologist,

gain the players’ respect. Taking

players you can’t directly influence

One of the most important things I

through to the under-23s, before coaching

George Graham was great with detail

part in banter is fine, but what was

what happens on the field. As a player

learned during the transition from player

at Utrecht for a month. I didn’t have such

and organisation, and Terry Venables has

acceptable as a player may not be

you feel you have more control over

to coach was the importance of taking

a high profile as a player in Holland,

great coaching ability and charisma.

so for the manager. Likewise, while

the outcome. But when you start to see

two steps back before speaking. You

being the last one to leave the bar

that you are making a real difference

can have a great playing career, but it

might afford a player certain kudos,

– perhaps only in small ways at first,

doesn’t necessarily make you a good

it sets a bad example as the boss.

but more so the longer you work with

communicator. You have to be able to

players – that’s very rewarding.

deliver the right message, whether it’s

Furthermore, the manager must

Home truths Sometimes the players are first to recognise the new and invisible lines that are drawn once their former colleague has stepped into management. One player who made the transition to caretaker manager said, “I walked into the dressing room to get changed before the first match. I was quite hurt because they all just turned around and looked at me. One of my friends said, ‘you

After taking level 2 and 3 coaching

giving advice to a player or speaking

qualifications, I secured a role in New

to the media. I’ve learned to stop and

South Wales, Australia. It was a very

consider my response rather than

professional set-up and in many ways

speaking just for the sake of it.

the perfect start to my coaching career.

It took me out of my comfort zone.

To earn the respect of the players, I always try to be honest with them.

As a player, I liked those coaches who

the thorpe cv

were prepared to open up, not only

Player ›› Surrey (1988-2005) 21,937 runs, ave 45.05 ›› England (1993-2005) 6,744 runs, ave 44.66

about cricket but life in general. I’ve had my fair share of ups and downs,

The Adams CV Player ›› Arsenal 14yrs as captain.

4 league titles, 3 FA Cups, 2 League Cups, 1 UEFA Cup, 1 UEFA Cup Winners Cup ›› England 66 caps, 5 goals Manager ›› Wycombe Wanderers (manager) ›› Feyenoord/Utrecht (coach) ›› Portsmouth (assistant manager) ›› Portsmouth (manager)

professionally and personally, so I can

which allowed me to get on and learn.

Management is a very different job to

Being known as a successful player can

playing – you need attributes other than

be a blessing – I don’t think I’d have the

on the technical side. But if someone has

opportunities I have now otherwise. But

been very driven as a player, has character

at times it can also be a curse because

and is a club man, it may help in the

people are always going to think “why

transition, because successful managers

haven’t you got a great defence?”

impose their personality on the team.

When I joined Harry Redknapp at

The best managers are often in their

Portsmouth, he said, “I’ll give you enough

50s or 60s. Experienced in the job and

rope to hang yourself with son” and told

in life, they are seen as a safer pair of

me to get on with it. I knew it would be a

hands for a club. My education is ongoing.

very interesting learning experience. The

I’m still young and have 20 years of

most important thing I learnt from Harry

development ahead of me.

was in recruitment. He really knows the player market worldwide. Working with

interview:sue mckellar

put things in perspective and relate to some of the players’ issues. You have to understand how individuals work, what

arranged for everyone to go out

Power shift

suspicion, more so than someone

You’re the gaffer’. So they made me

their background is and what makes

the following week. I wasn’t sure

These stories raise a number of

from outside of the club. After all,

move to the referees’ room on my

them tick. Everyone is very different,

whether I should still go. Was it

issues associated with the transition

the poacher-turned-gamekeeper

so what you say to one person won’t

acceptable for the manager to

from player to manager. First, the

knows what goes on.

necessarily work with the next.

go out with the lads? Would I be

changes are often unexpected and

welcome, or would they think I

sudden. Even if the player has given

power to hire and fire, a change

abilities as a coach and to help my

was cramping their style? I asked

management some consideration

not everyone will find easy to deal

players develop, as sportsmen and

the opinion of one of the senior

and has done his coaching badges,

with. Senior players may be jealous,

people. With experience comes humility

players and he advised me to go,

he is likely to be unprepared.

while others will feel the need to

and dignity – I want the players to have

but neither I nor the players felt very

He will need to build a new

create more distance. One manager

that, on and off the field.

comfortable. It was like the end of

relationship with the players, even

was amazed to learn that one of his

an era and it happened overnight.”

his friends. He may be viewed with

players dared not ask if he could run

can’t get changed in here now.

own. I suddenly realised how big a step I’d made and how different things would be from now on.”

Another former player spoke of the change in perceptions: “I was very much a social organiser in the squad, arranging nights out for the lads. When I was asked to be caretaker manager, I had just

14 The Manager

Coach ›› NSW batting coach (2005-07) ›› NSW batting assistant coach (2007) ›› Surrey CCC batting coach (2008)

I’m always looking to improve my

The individual suddenly has the

The Manager 15

»Tony Adams, MBe When the job at Wycombe Wanderers

to rebuild the club. But, while I

became available, I was in the middle

stopped the rot in the year I was

of a Sports Science course at Brunel

there, I had little opportunity to

desirable, for a coach to be close to

University, but I decided to go for it.

coach and develop the players. It

his players – to put an arm around

In hindsight, that was probably the

wasn’t building my abilities as a

them and know what’s going on in

wrong decision. Taking my coaching

manager, so I decided to leave. You

their lives – the manager must be

qualifications, including the LMA’s

never know until you get into a job

more at arm’s length.

Certificate in Applied Management, had

what it will be like, but I did my best

There are various reasons why.

whetted my appetite for management,

with the resources at my disposal. Faced

First, the manager needs to be able

and I was impatient. Professional football

with the same scenario seven years on, I

to make important decisions, for

qualifications add to your palette of

think the result would be the same.

the good of the club, without the

skills, but there’s nothing like hands-on

When I left Wycombe, I thought

pressure or influence of friendships.

management and coaching experience.

“right, where do I get trained as a coach?”

It’s also hard to get a strategic overview and work out how best

» G r ah a m T h o r p e , M BE

to achieve success if you are too

That first job was great for developing

Holland appealed; at the last World Cup

my business management skills, as it was

there were four Dutch coaches managing

my remit was to save the club financially.

teams, but not a single English one. I met

a seasoned manager is very valuable. It

heavily involved in the day-to-day

When I first started to coach I had

As batting coach, then assistant coach,

In those early days, I had to let 21 players

with former Celtic manager Wim Jansen,

shields you while you learn. It’s important

action. It can be difficult to see the

to adjust to the lack of control you

I gained experience of working both

go and was focusing hard on recruitment

at the time an advisor for Feyenoord, who

to be yourself, but you can also draw on

wood for the trees.

have during a game. There’s a sense

with individuals and the team. I was an

agreed to give me a free hand at coaching

the influence of your managers. Arsene

of helplessness, because unlike the

important cog in the coaching system.

there. I worked with the under-eights right

Wenger was a fantastic physiologist,

gain the players’ respect. Taking

players you can’t directly influence

One of the most important things I

through to the under-23s, before coaching

George Graham was great with detail

part in banter is fine, but what was

what happens on the field. As a player

learned during the transition from player

at Utrecht for a month. I didn’t have such

and organisation, and Terry Venables has

acceptable as a player may not be

you feel you have more control over

to coach was the importance of taking

a high profile as a player in Holland,

great coaching ability and charisma.

so for the manager. Likewise, while

the outcome. But when you start to see

two steps back before speaking. You

being the last one to leave the bar

that you are making a real difference

can have a great playing career, but it

might afford a player certain kudos,

– perhaps only in small ways at first,

doesn’t necessarily make you a good

it sets a bad example as the boss.

but more so the longer you work with

communicator. You have to be able to

players – that’s very rewarding.

deliver the right message, whether it’s

Furthermore, the manager must

Home truths Sometimes the players are first to recognise the new and invisible lines that are drawn once their former colleague has stepped into management. One player who made the transition to caretaker manager said, “I walked into the dressing room to get changed before the first match. I was quite hurt because they all just turned around and looked at me. One of my friends said, ‘you

After taking level 2 and 3 coaching

giving advice to a player or speaking

qualifications, I secured a role in New

to the media. I’ve learned to stop and

South Wales, Australia. It was a very

consider my response rather than

professional set-up and in many ways

speaking just for the sake of it.

the perfect start to my coaching career.

It took me out of my comfort zone.

To earn the respect of the players, I always try to be honest with them.

As a player, I liked those coaches who

the thorpe cv

were prepared to open up, not only

Player ›› Surrey (1988-2005) 21,937 runs, ave 45.05 ›› England (1993-2005) 6,744 runs, ave 44.66

about cricket but life in general. I’ve had my fair share of ups and downs,

The Adams CV Player ›› Arsenal 14yrs as captain.

4 league titles, 3 FA Cups, 2 League Cups, 1 UEFA Cup, 1 UEFA Cup Winners Cup ›› England 66 caps, 5 goals Manager ›› Wycombe Wanderers (manager) ›› Feyenoord/Utrecht (coach) ›› Portsmouth (assistant manager) ›› Portsmouth (manager)

professionally and personally, so I can

which allowed me to get on and learn.

Management is a very different job to

Being known as a successful player can

playing – you need attributes other than

be a blessing – I don’t think I’d have the

on the technical side. But if someone has

opportunities I have now otherwise. But

been very driven as a player, has character

at times it can also be a curse because

and is a club man, it may help in the

people are always going to think “why

transition, because successful managers

haven’t you got a great defence?”

impose their personality on the team.

When I joined Harry Redknapp at

The best managers are often in their

Portsmouth, he said, “I’ll give you enough

50s or 60s. Experienced in the job and

rope to hang yourself with son” and told

in life, they are seen as a safer pair of

me to get on with it. I knew it would be a

hands for a club. My education is ongoing.

very interesting learning experience. The

I’m still young and have 20 years of

most important thing I learnt from Harry

development ahead of me.

was in recruitment. He really knows the player market worldwide. Working with

interview:sue mckellar

put things in perspective and relate to some of the players’ issues. You have to understand how individuals work, what

arranged for everyone to go out

Power shift

suspicion, more so than someone

You’re the gaffer’. So they made me

their background is and what makes

the following week. I wasn’t sure

These stories raise a number of

from outside of the club. After all,

move to the referees’ room on my

them tick. Everyone is very different,

whether I should still go. Was it

issues associated with the transition

the poacher-turned-gamekeeper

so what you say to one person won’t

acceptable for the manager to

from player to manager. First, the

knows what goes on.

necessarily work with the next.

go out with the lads? Would I be

changes are often unexpected and

welcome, or would they think I

sudden. Even if the player has given

power to hire and fire, a change

abilities as a coach and to help my

was cramping their style? I asked

management some consideration

not everyone will find easy to deal

players develop, as sportsmen and

the opinion of one of the senior

and has done his coaching badges,

with. Senior players may be jealous,

people. With experience comes humility

players and he advised me to go,

he is likely to be unprepared.

while others will feel the need to

and dignity – I want the players to have

but neither I nor the players felt very

He will need to build a new

create more distance. One manager

that, on and off the field.

comfortable. It was like the end of

relationship with the players, even

was amazed to learn that one of his

an era and it happened overnight.”

his friends. He may be viewed with

players dared not ask if he could run

can’t get changed in here now.

own. I suddenly realised how big a step I’d made and how different things would be from now on.”

Another former player spoke of the change in perceptions: “I was very much a social organiser in the squad, arranging nights out for the lads. When I was asked to be caretaker manager, I had just

14 The Manager

Coach ›› NSW batting coach (2005-07) ›› NSW batting assistant coach (2007) ›› Surrey CCC batting coach (2008)

I’m always looking to improve my

The individual suddenly has the

The Manager 15

Depending on results, you can be the hero or villain, and you’ll bear the brunt of plaudits or abuse far more intensely than any player some coaching sessions. He thought

knowledge has been shown to be

required. There is no substitute for

he was still approachable, whereas

critical to success. For example,

experience and learning by doing.

the player was concerned about

Dr Amanda Goodall’s research

Sadly, in the turbulent world of

overstepping the mark with his boss.

at Warwick Business School

football management, many young

Being a football manager is

shows that vice chancellors with

managers are not given long to

lonely and there are tough decisions

strong research records are more

get it right. The average tenure for

to make. Instead of being one of the

successful than those without.

a football manager stands at just

group, you are the lone figure in the

In football, however, our research

under one-and-a-half years, with

spotlight. Depending on results, you

suggests that there is no particular

almost half of first-time managers

can be the hero or villain, and you’ll

relationship between how good a

never getting a second chance.

bear the brunt of plaudits or abuse

player you were and how good a

far more intensely than any player.

manager you will become. Yet, as

and Warwick Business School

This is why the FA, LMA, PFA

Roy Hodgson explained at a recent

are committed to trying to help

Same sport, different boots

LMA Business Club event, “being

players fast-track the skills they will

a great horse doesn’t necessarily

need. Coaching and management

The transition from player to

make you a great jockey”.

qualifications, together with

manager goes through several

experience, provide a toolkit of

stages. After initial adjustments,

Practice makes perfect

players and fans often respect the

The player and manager are, after

new manager because of their skill

all, very different. The former

their experience, can benefit

on the pitch. But once this short

is based on individual skill and

from continual improvement, but

honeymoon period is over, he’ll be

application, whereas being a great

help is particularly vital in the early

judged on his success as a manager.

manager is about understanding the

transition phase. It is a shocking

Popular myth would have us

abilities of your players and bringing

waste that potentially great

believe that great players don’t

out the best in others. A great player

managers are judged on

necessarily make great managers.

may well have these aptitudes

their abilities before they have

“What about Bobby Charlton?”

in his locker, but it can take time

had the chance to mature into

they say. In some sectors, expert

to develop them to the standard

the role.

ideas and skills.

All managers, regardless of

» Manjinder virk, actress/writer Having found success as an actress – winning plaudits for dramas such as Britz and Doctors – Manjinder Virk turned her creative talent to writing.

Now a published playwright, how did she find the transition from reading to writing scripts?

I always wanted to be an actress, but I’ve been writing for about eight years. While it started as a hobby, I’m now taking myself more seriously and focusing on it as much as acting. The feedback and support I had early on was very important. I was given a lot of encouragement and help in nurturing my skills. People who know me as an actress are often surprised to hear I’m writing, but are usually interested in reading or hearing more about that side of my work.

My acting experience has been useful in writing screenplays. I’ve read so many, so have learnt what works and what doesn’t, although you never truly know. I’ve also gained a lot from watching plays. I think my ability to write good dialogue, in particular, stems from my acting experience. I still have much to learn as a writer.

Writing is a longer-term process than acting – going from your initial vision all the way to production. I get a different type of satisfaction from that; it’s more personal and requires more patience. I got the opportunity to direct my own short film recently. It was daunting at first, but then you realise just how much you know and are capable of. People shouldn’t be afraid to try their hand at something different.

16 The Manager

»

t e a m ta l k s

Word play You prepared as best you could, trained hard and selected the team wisely. Yet here you are, staring defeat in the face. With minutes to address (swear at, comfort, plead with) your team, how can you instigate a change? illustrations:nicola jennings

John Timpson, chairman of Timpsons Motivation comes from the mutual

fantastic, but that they haven’t yet

respect that exists between you and

shown it on this occasion.

your team. And to respect you they

Like many businesses at the

must believe you have what it takes and

moment, I’m having to shore up

trust your judgement, whatever the

confidence in my team. I’m focusing on

situation. There’s no substitute for

our successes and the opportunities

being the real article.

that exist, and backing that up with

I don’t like the use of fear as

figures. You have to sell yourself and

a management tool. Your message has

your ideas for the business. But you also

to be communicated in a positive way

have to be totally open about any

– “you can win” not “you can’t lose”.

problems. If people think that you’re

As a leader, it’s your responsibility to

holding something back or doubt your

get people to believe in

ability to respond to the challenges,

themselves and every other

they won’t give you their best.

member of the team. You have to

Leadership is about personality and

take away any reason they might

passion, honesty and inspiration. There

have for not being successful.

will, no doubt, be pivotal instants when

When it comes to what has gone

you sense the moment and say the

wrong or right, I tell it like it is.

right thing. But, however inspirational

Whether it was down to you as a

the words, if people don’t trust and

manager or poor performance by

respect you and believe in your

the team, say so, and be clear about

message, those words won’t work. In

what you’re going to do to rectify it.

that sense, before you’ve even opened

Communicate any faults in a positive

your mouth, the groundwork will

way – tell them you know they are

already have been done.

» PS:There’s more...

John Timpson will be joining David Moyes and other high-profile leaders for a live debate about building enduring success at the LMA conference in September.

Visit www.touchlinetoboardroom for more information

18 The Manager

However inspirational the speech, if people don’t trust and respect you and believe in your message, it won’t work

The Manager 19

»

t e a m ta l k s

Word play You prepared as best you could, trained hard and selected the team wisely. Yet here you are, staring defeat in the face. With minutes to address (swear at, comfort, plead with) your team, how can you instigate a change? illustrations:nicola jennings

John Timpson, chairman of Timpsons Motivation comes from the mutual

fantastic, but that they haven’t yet

respect that exists between you and

shown it on this occasion.

your team. And to respect you they

Like many businesses at the

must believe you have what it takes and

moment, I’m having to shore up

trust your judgement, whatever the

confidence in my team. I’m focusing on

situation. There’s no substitute for

our successes and the opportunities

being the real article.

that exist, and backing that up with

I don’t like the use of fear as

figures. You have to sell yourself and

a management tool. Your message has

your ideas for the business. But you also

to be communicated in a positive way

have to be totally open about any

– “you can win” not “you can’t lose”.

problems. If people think that you’re

As a leader, it’s your responsibility to

holding something back or doubt your

get people to believe in

ability to respond to the challenges,

themselves and every other

they won’t give you their best.

member of the team. You have to

Leadership is about personality and

take away any reason they might

passion, honesty and inspiration. There

have for not being successful.

will, no doubt, be pivotal instants when

When it comes to what has gone

you sense the moment and say the

wrong or right, I tell it like it is.

right thing. But, however inspirational

Whether it was down to you as a

the words, if people don’t trust and

manager or poor performance by

respect you and believe in your

the team, say so, and be clear about

message, those words won’t work. In

what you’re going to do to rectify it.

that sense, before you’ve even opened

Communicate any faults in a positive

your mouth, the groundwork will

way – tell them you know they are

already have been done.

» PS:There’s more...

John Timpson will be joining David Moyes and other high-profile leaders for a live debate about building enduring success at the LMA conference in September.

Visit www.touchlinetoboardroom for more information

18 The Manager

However inspirational the speech, if people don’t trust and respect you and believe in your message, it won’t work

The Manager 19

cent off the ball. The other 20 per cent is motivation.

Q Do young, inexperienced players need a different kind of team talk?

Yes, as do teams lower down in the Football Leagues or the Conference League compared to in the Barclays Premier League. I only really get uptight

Peter Taylor, manager, Wycombe Wanderers

as a manager when I ask something of a player and they don’t respond. As a manager, you can take that quite personally. But it happens less with

Q How did the team talks you received as

Q When do you start planning what you’re

a player influence your own approach?

going to say?

Keith Burkinshaw, my manager at

The day before a match, I give myself a

Tottenham, and Malcolm Allison at Crystal

good hour to gather my thoughts

Palace couldn’t have been more different.

together. I write a page on the opposition,

Keith was incredibly direct and would tell

a page about my team in possession and

you if he expected more. As a player, you

a page on our defence. But I don’t take

don’t always want to hear that, but I loved

those three pages into the dressing room;

him for being so honest.

I just take one small piece of paper with a

Malcolm was very different; he

series of bulletpoints.

made me feel like the best player in the

When I was a player, I liked to know the

world. He’d say things like “You’re too

key tactical information and I took that on

good and too quick for the left back

board as a manager. Players have to be

marking you”. His approach was to

clear about what is required of them on

instil confidence, highlighting the

the pitch. You must have a good plan and

weaknesses in the opposition, but

then trust that your players will do

making you feel ten-feet tall.

everything they can to make it work.

My own approach is improving with

I like to give my players an idea of how

age. I’m getting better at building

I expect the match to pan out. For

players’ confidence and I like to use a bit

example, if an opposing player turns out

of reverse psychology. I’ll say things like

to be a particular threat, I need the team

“You realise that you haven’t scored for

to be prepared for that and to know how

seven games, but you know that today

to deal with it.

you will”. I now understand that players sometimes need a bit of a cuddle.

As a young manager I probably got too

I try to get across to them how we can hurt the opposition, as well as how they can hurt us. If you only talk about how

uptight about things. At times, all

good the other side is, you risk causing too

managers can take things a little too

much fear. I’d say my team talks are 40 per

personally. I’m calmer now.

cent about tactics on the ball and 40 per

seasoned professionals. With less experienced players, you have to talk them though everything in more detail and give reminders right up to kick off.

I managed the England side against Italy for one game in 2000 and it was probably one of the easiest I’ve done. I was really up for the experience and knew that I was dealing with very good players.

I prepared, as always, the night before.

I didn’t need to give a big motivational speech; it was more a case of strategy.

Q What made you give David Beckham his first England captaincy in that match?

Two things influenced my decision. The first was how David handled the criticism when he was sent off against Argentina during the 1998 World Cup. The following season he was getting hammered at every away game, as well as in the press, but he showed incredible character.

Then, when I worked with him as a coach to the England team, I saw just how much he enjoyed playing for the national side and his dedication to international duty. I thought he deserved a chance.

interview:sue mckellar

My team talks are 40 per cent about tactics on the ball and 40 per cent off the ball. The other 20 per cent is motivation 20 The Manager

Roberto Forzoni, performance psychologist and consultant As things start to go pear-shaped, you should be working through a check-list of questions: is your strategy working? Are people in the right positions? Is the competition behaving as you expected? You can then work out how to negate their threat and maximise your opportunities. But once your new plan is in place, how do you convince your team that they can make it work? (www.robertoforzoni.com)

Words into action: 10 steps

1

Stay calm. To be able to think quickly, you need to remain emotionally detached from the problem. The team won’t respond well if they see you’ve lost your cool. Perhaps take a few minutes out with trusted colleagues before addressing the team as a whole.

2

Listen. Management is not about having all the answers, and enforcing decisions. Engaging staff and players, asking the right questions and listening can help you make appropriate changes and raise performance levels.

3

Don’t waste time. Simply going over what could or should have happened, or passing blame is not the best use of your time.

4

Have a clear strategy. If you make changes, ensure people understand what they are and why you are making them. The team needs to know that you are in full control and can make difficult decisions when the pressure is on.

5

Be specific. It’s easy to generalise when under pressure.

Don’t. Give specific reasons why something needs to be changed.

Ask yourself what’s important now?

6

Keep it professional. Things said in the heat of the moment may be regretted later on. Focus on behaviour or actions, but don’t make it personal. And remember that sarcasm has no place in elite level performance.

7

Mind your language. Using absolute terms like “must” and “should” add pressure to an already difficult situation. Let the team focus on what you need them to do.

8

Share the blame. Don’t fall into the habit of using “we” when things are going well and “you” when they are not.

9

Take pride. Reminding the team of why they are there can help remove self pity.

10

Give hope. Be a practical optimist and take it step by step. Remind the team of past success, particularly any similar situations in which they have overcome the odds.

The Manager 21

cent off the ball. The other 20 per cent is motivation.

Q Do young, inexperienced players need a different kind of team talk?

Yes, as do teams lower down in the Football Leagues or the Conference League compared to in the Barclays Premier League. I only really get uptight

Peter Taylor, manager, Wycombe Wanderers

as a manager when I ask something of a player and they don’t respond. As a manager, you can take that quite personally. But it happens less with

Q How did the team talks you received as

Q When do you start planning what you’re

a player influence your own approach?

going to say?

Keith Burkinshaw, my manager at

The day before a match, I give myself a

Tottenham, and Malcolm Allison at Crystal

good hour to gather my thoughts

Palace couldn’t have been more different.

together. I write a page on the opposition,

Keith was incredibly direct and would tell

a page about my team in possession and

you if he expected more. As a player, you

a page on our defence. But I don’t take

don’t always want to hear that, but I loved

those three pages into the dressing room;

him for being so honest.

I just take one small piece of paper with a

Malcolm was very different; he

series of bulletpoints.

made me feel like the best player in the

When I was a player, I liked to know the

world. He’d say things like “You’re too

key tactical information and I took that on

good and too quick for the left back

board as a manager. Players have to be

marking you”. His approach was to

clear about what is required of them on

instil confidence, highlighting the

the pitch. You must have a good plan and

weaknesses in the opposition, but

then trust that your players will do

making you feel ten-feet tall.

everything they can to make it work.

My own approach is improving with

I like to give my players an idea of how

age. I’m getting better at building

I expect the match to pan out. For

players’ confidence and I like to use a bit

example, if an opposing player turns out

of reverse psychology. I’ll say things like

to be a particular threat, I need the team

“You realise that you haven’t scored for

to be prepared for that and to know how

seven games, but you know that today

to deal with it.

you will”. I now understand that players sometimes need a bit of a cuddle.

As a young manager I probably got too

I try to get across to them how we can hurt the opposition, as well as how they can hurt us. If you only talk about how

uptight about things. At times, all

good the other side is, you risk causing too

managers can take things a little too

much fear. I’d say my team talks are 40 per

personally. I’m calmer now.

cent about tactics on the ball and 40 per

seasoned professionals. With less experienced players, you have to talk them though everything in more detail and give reminders right up to kick off.

I managed the England side against Italy for one game in 2000 and it was probably one of the easiest I’ve done. I was really up for the experience and knew that I was dealing with very good players.

I prepared, as always, the night before.

I didn’t need to give a big motivational speech; it was more a case of strategy.

Q What made you give David Beckham his first England captaincy in that match?

Two things influenced my decision. The first was how David handled the criticism when he was sent off against Argentina during the 1998 World Cup. The following season he was getting hammered at every away game, as well as in the press, but he showed incredible character.

Then, when I worked with him as a coach to the England team, I saw just how much he enjoyed playing for the national side and his dedication to international duty. I thought he deserved a chance.

interview:sue mckellar

My team talks are 40 per cent about tactics on the ball and 40 per cent off the ball. The other 20 per cent is motivation 20 The Manager

Roberto Forzoni, performance psychologist and consultant As things start to go pear-shaped, you should be working through a check-list of questions: is your strategy working? Are people in the right positions? Is the competition behaving as you expected? You can then work out how to negate their threat and maximise your opportunities. But once your new plan is in place, how do you convince your team that they can make it work? (www.robertoforzoni.com)

Words into action: 10 steps

1

Stay calm. To be able to think quickly, you need to remain emotionally detached from the problem. The team won’t respond well if they see you’ve lost your cool. Perhaps take a few minutes out with trusted colleagues before addressing the team as a whole.

2

Listen. Management is not about having all the answers, and enforcing decisions. Engaging staff and players, asking the right questions and listening can help you make appropriate changes and raise performance levels.

3

Don’t waste time. Simply going over what could or should have happened, or passing blame is not the best use of your time.

4

Have a clear strategy. If you make changes, ensure people understand what they are and why you are making them. The team needs to know that you are in full control and can make difficult decisions when the pressure is on.

5

Be specific. It’s easy to generalise when under pressure.

Don’t. Give specific reasons why something needs to be changed.

Ask yourself what’s important now?

6

Keep it professional. Things said in the heat of the moment may be regretted later on. Focus on behaviour or actions, but don’t make it personal. And remember that sarcasm has no place in elite level performance.

7

Mind your language. Using absolute terms like “must” and “should” add pressure to an already difficult situation. Let the team focus on what you need them to do.

8

Share the blame. Don’t fall into the habit of using “we” when things are going well and “you” when they are not.

9

Take pride. Reminding the team of why they are there can help remove self pity.

10

Give hope. Be a practical optimist and take it step by step. Remind the team of past success, particularly any similar situations in which they have overcome the odds.

The Manager 21

»

development

Watch and learn

We all learn from experience.

But the really clever people learn from the experience of others.

Words:christian doherty

Where the mentoring relationship

time,” says Payne. “Add to that lower

Fabio Capello in the England

develop the new breed of talent, it

“Football can and must continue to learn from business, as well as

is properly understood, the benefits

mortality and longer life expectancy

set, he has seen up close the real

retains the knowledge and expertise

other sports such as rowing and cycling, where mentoring

can be considerable and long term

in the UK, and more people are likely

value of working with more

of the mentor. It would, after all, be

flourishes. We must adapt their best practices and methods to our

on both sides. “Mentoring is different

to look to those who are older or

experienced colleagues.

sacrilege to let the know-how of the

specific requirements. The LMA can draw on a huge pool of

to directing, story-telling or fault

more experienced for help.”

“It is absolutely vital,” says Pearce.

likes of Rinus Michels and Guus

experienced and talented former managers and coaches. We’re

“There’s a tendency in football to try

Hiddink disappear without first

focused on building a programme to ensure they can continue to

passing to the next generation.

help develop the next generation of managers and coaches at all

finding,” says Alistair Smith, who set

The trend is already evident

up company Alite to provide learning

among businesses, which are waking

to catapult inexperienced players

and motivation programmes for

up to value of having their younger

and coaches to stardom on the back

educators, developers and parents.

employees guided and advised by

of a couple of games. Then, when

has been more haphazard. Many

“It is a relationship that succeeds or

people who have seen it and done it.

things take a dip, we hang them out

managers fresh from a playing career

fails on integrity and trust.”

Large organisations such as BT and

to dry. That can’t be right – the

don’t seek out an older, wiser head.

Club. He believes the role of the

Everyone’s a winner

Microsoft have run mentoring

players and coaches of the future

They may not want to be seen to be

mentor is often misunderstood. “It

Rapley says there are certain key

schemes for some time.

need all the support they can get.”

asking for help or simply lack an

should be thought of as being on a

ingredients to a successful mentoring

understanding or appreciation of the

continuum, with mentoring at one

relationship: “Trust, rapport,

mentor-mentee relationship.

end and coaching at the other,” he

communication and an openness to

says. “It’s about passing on

learn from both sides, because it’s not just a one-way thing.”

And, as a means of developing true potential, it is back in fashion.

Susan Payne, who founded a fund

To date, football has lagged

In the UK, the use of mentoring

levels. Experience doesn’t fade – if we’ve got it, we should use it.”

Richard Bevan, chief executive, LMA

management company after a career

behind – in the UK at least. Yet the

Train of thought

at blue chip firms such as Goldman

benefits of mentoring are obvious.

That’s something the Dutch have

Sachs, believes the economy and

Stuart Pearce is now rebuilding his

understood. Many clubs, and indeed

the GB swimming team, now runs his

knowledge and asking questions.

social climate may have a lot to do

promising career as England U21

the national federation, have long

own performance management

Coaching, on the other hand, is

with it. “This complex and difficult

coach after a difficult stint at

paired younger coaches with older

company and is a mentor and advisor

basically enabling a person to

symbiotic relationship, because both

environment will be with us for some

Manchester City. Working alongside

heads. Not only does this help to

for Leicestershire County Cricket

become better at what they do.”

mentees and mentor can win from it.”

22 The Manager

Alan Rapley, a former captain of

Susan Payne agrees: “It’s a

The Manager 23

»

development

Watch and learn

We all learn from experience.

But the really clever people learn from the experience of others.

Words:christian doherty

Where the mentoring relationship

time,” says Payne. “Add to that lower

Fabio Capello in the England

develop the new breed of talent, it

“Football can and must continue to learn from business, as well as

is properly understood, the benefits

mortality and longer life expectancy

set, he has seen up close the real

retains the knowledge and expertise

other sports such as rowing and cycling, where mentoring

can be considerable and long term

in the UK, and more people are likely

value of working with more

of the mentor. It would, after all, be

flourishes. We must adapt their best practices and methods to our

on both sides. “Mentoring is different

to look to those who are older or

experienced colleagues.

sacrilege to let the know-how of the

specific requirements. The LMA can draw on a huge pool of

to directing, story-telling or fault

more experienced for help.”

“It is absolutely vital,” says Pearce.

likes of Rinus Michels and Guus

experienced and talented former managers and coaches. We’re

“There’s a tendency in football to try

Hiddink disappear without first

focused on building a programme to ensure they can continue to

passing to the next generation.

help develop the next generation of managers and coaches at all

finding,” says Alistair Smith, who set

The trend is already evident

up company Alite to provide learning

among businesses, which are waking

to catapult inexperienced players

and motivation programmes for

up to value of having their younger

and coaches to stardom on the back

educators, developers and parents.

employees guided and advised by

of a couple of games. Then, when

has been more haphazard. Many

“It is a relationship that succeeds or

people who have seen it and done it.

things take a dip, we hang them out

managers fresh from a playing career

fails on integrity and trust.”

Large organisations such as BT and

to dry. That can’t be right – the

don’t seek out an older, wiser head.

Club. He believes the role of the

Everyone’s a winner

Microsoft have run mentoring

players and coaches of the future

They may not want to be seen to be

mentor is often misunderstood. “It

Rapley says there are certain key

schemes for some time.

need all the support they can get.”

asking for help or simply lack an

should be thought of as being on a

ingredients to a successful mentoring

understanding or appreciation of the

continuum, with mentoring at one

relationship: “Trust, rapport,

mentor-mentee relationship.

end and coaching at the other,” he

communication and an openness to

says. “It’s about passing on

learn from both sides, because it’s not just a one-way thing.”

And, as a means of developing true potential, it is back in fashion.

Susan Payne, who founded a fund

To date, football has lagged

In the UK, the use of mentoring

levels. Experience doesn’t fade – if we’ve got it, we should use it.”

Richard Bevan, chief executive, LMA

management company after a career

behind – in the UK at least. Yet the

Train of thought

at blue chip firms such as Goldman

benefits of mentoring are obvious.

That’s something the Dutch have

Sachs, believes the economy and

Stuart Pearce is now rebuilding his

understood. Many clubs, and indeed

the GB swimming team, now runs his

knowledge and asking questions.

social climate may have a lot to do

promising career as England U21

the national federation, have long

own performance management

Coaching, on the other hand, is

with it. “This complex and difficult

coach after a difficult stint at

paired younger coaches with older

company and is a mentor and advisor

basically enabling a person to

symbiotic relationship, because both

environment will be with us for some

Manchester City. Working alongside

heads. Not only does this help to

for Leicestershire County Cricket

become better at what they do.”

mentees and mentor can win from it.”

22 The Manager

Alan Rapley, a former captain of

Susan Payne agrees: “It’s a

The Manager 23

»

development

Successful mentoring depends less on in-depth technical knowledge and more on listening, analysing and posing questions Follow the leader Behind many of the best managers is, or was, a great mentor. Kenny Dalglish made no secret of the amount of time he spent with Bob Paisley when he took over at Anfield. Then there was Sir Alex Ferguson’s relationship with Jock Stein.

“For any man seeking to further his education in football, Jock was a oneman university,” Sir Alex said.

Raymond Domenech often credits much of his success to his relationship with previous French manager Aime Jacquet. And perhaps the two greatest footballing mentors were from the twin beacons of beautiful football. Mario Zagallo has helped develop countless coaches in his native Brazil since winning World Cup medals as a player and coach.

Finally, Rinus Michels, the originator of Total Football and FIFA’s Coach of the Century, spent over 30 years helping mentor Dutch coaches. His work lives on today in the likes of Guus Hiddink, Dick Advocaat and Frank Rijkaard.

Having mentored countless people

posing questions. It is about learning

he says. “They should act as a

over the past two decades, she

lessons on management, which can

sounding board and help the mentee

understands that mentoring is not

come from any source.

to find the best solution.”

about teaching how, but challenging

According to Smith, who has

Smith agrees that it isn’t about

and improving the mentee’s

been involved in mentoring with

imposing a view or method. “Develop

decision-making. “The key thing is

Football League managers for the

the individual, rather than come up

that mentees are allowed to consider

last four years, the guidance that

with ready-made solutions,” he says.

broader options and are forced to

managers seek from their mentors is

“The mentor should be skilled at

think more laterally,” she says.

often related to relationship issues

asking the right questions at the right

“Mentoring allows them to capitalise

and communication. “No one phones

time and in the right way.”

on another person’s successes and

me on a Friday night to ask about

experience in order to make better

specific tactics, but they may want to

grey hair has so far proved invaluable:

choices themselves.”

discuss decisions they have to make,

“When my playing career at

to get a balanced view.”

Manchester City ended, I was

It’s fair to say that, at times,

For Pearce, having access to some

football can be accused of insularity,

Rapley is positive that a young

fortunate enough to work for three-

favouring experience in a manager

manager could benefit from a mentor

and-a-half years under Kevin Keegan

over the promise of youth. But

with no background in their

and Arthur Cox. I still regularly seek

successful mentoring depends less

particular sport or business. “The

advice from Arthur. Many managers

on in-depth technical knowledge and

mentor should never exert their

need that kind of guidance, because

more on listening, analysing and

expertise on the relationship,”

we’re all still learning.”

24 The Manager

»

experience

Hugh Robertson, MP, and shadow minister for sport and the Olympics, is a rare breed. We meet the ex-military man who took the tough route to Westminster.

Train hard fight easy I joined the military straight from school.

leader in the army is easy – that it’s

It seemed a good way to get some

about shouting orders and enforcing

travel in before university, earn a little

discipline. But to lead soldiers in active

money and gain some valuable skills. I

service is one of the most testing

only intended to stay for six months,

leadership roles there is. I’ve been in a

but I enjoyed it so much I ended up

situation where the troops and I were

staying for ten years.

shelled for some 23 consecutive nights.

There’s a perception that being a

During my military career, I saw

You’re sleeping on cold concrete and

active service around the world – in

each morning face the carnage of the

charge of a platoon of 30 soldiers in

previous night’s action.

Northern Ireland, as an adjutant of a

To keep people safe and working at

tank regiment in the Gulf War and in

their best in that sort of situation,

command of the British detachment in

shouting makes little or no difference.

Sarajevo. One thing to your advantage

You have to be very well trained, have

as a leader in the army is your team are

your team’s trust and keep reminding

incredibly well trained. We used to

them of the bigger picture. It must have

say “train hard, fight easy” and I believe

been incredibly difficult in Iraq to

that’s a great lesson for life. When

motivate the soldiers when back in the

you’re in charge in that sort of situation,

UK people were questioning whether

it’s essential that people trust you.

they should be there. In that sense, I

You have to earn that trust from day

was lucky, because when I was in active

one, and then demonstrate that you

service there were very clear national

are worthy of it as you take them

security or humanitarian reasons

through training.

behind what we were trying to do.

Everything you do and every time you meet someone, you gain something. That makes you a better politician and a better leader

»

experience

Hugh Robertson, MP, and shadow minister for sport and the Olympics, is a rare breed. We meet the ex-military man who took the tough route to Westminster.

Train hard fight easy I joined the military straight from school.

leader in the army is easy – that it’s

It seemed a good way to get some

about shouting orders and enforcing

travel in before university, earn a little

discipline. But to lead soldiers in active

money and gain some valuable skills. I

service is one of the most testing

only intended to stay for six months,

leadership roles there is. I’ve been in a

but I enjoyed it so much I ended up

situation where the troops and I were

staying for ten years.

shelled for some 23 consecutive nights.

There’s a perception that being a

During my military career, I saw

You’re sleeping on cold concrete and

active service around the world – in

each morning face the carnage of the

charge of a platoon of 30 soldiers in

previous night’s action.

Northern Ireland, as an adjutant of a

To keep people safe and working at

tank regiment in the Gulf War and in

their best in that sort of situation,

command of the British detachment in

shouting makes little or no difference.

Sarajevo. One thing to your advantage

You have to be very well trained, have

as a leader in the army is your team are

your team’s trust and keep reminding

incredibly well trained. We used to

them of the bigger picture. It must have

say “train hard, fight easy” and I believe

been incredibly difficult in Iraq to

that’s a great lesson for life. When

motivate the soldiers when back in the

you’re in charge in that sort of situation,

UK people were questioning whether

it’s essential that people trust you.

they should be there. In that sense, I

You have to earn that trust from day

was lucky, because when I was in active

one, and then demonstrate that you

service there were very clear national

are worthy of it as you take them

security or humanitarian reasons

through training.

behind what we were trying to do.

Everything you do and every time you meet someone, you gain something. That makes you a better politician and a better leader

»

experience

There comes a point when you don’t want to live out of a suitcase anymore.

role is to hold the government to

should have from the National

account in the area of sport and the

Lottery, we’d be in a very different

Olympics. I have to support them

place today.

I had some fantastic opportunities

when they get things right and

and experiences in the military, but

speak up and offer alternatives

because of the role models it

reached the stage in my life when it

when they don’t.

produces. It’s important to get the

was time to move on and start

But elite level is also important

I also represent the views of the

balance right between investment in

something new. I wasn’t one of those

public, so being able to speak in public

grassroots and elite level, because

people who wanted to be a politician

is essential. The army was good in

one drives the other.

from the age of 16. If you’d told me

developing that skill – it helped me be

then that I would be doing this now I’d

able to address a large audience.

Community work is the great untold story of football.

I set out last year to visit every club in

think I could continue to do some

Sport is not high on the political agenda in this country.

good, and help to improve people’s

I was lucky enough to go to Australia

doing. There’s a lot of great work

lives in some way.

a few years ago and I was incredibly

being done, which many people don’t

impressed by how well sport is

realise, but also a big difference

impossible to go straight from the

organised there and how central it is

between the clubs. As a government,

army into politics and thought it was

to life. Of course, they have to their

I would want to interfere less with

important to have some kind of

advantage better weather and lots of

how the football business runs itself,

experience in business.

space, so even in the cities it’s quite

but in return I’d expect clubs to do as

Far too many people go into

easy to find facilities. While the sports

much as possible within their local

politics without sufficient experience

minister in Australia has pretty much

communities. Football can have a

of other things. Just as in football,

direct access to the prime minister, it

massive impact on people’s lives and I

you’re more likely to find success as a

is less of a political tool here – it won’t

would see our role as government to

manager if you’ve had varied

rise up the political agenda until

support clubs in capitalising on that.

experience along the way, rather than

leaders believe that it would influence

jumping straight in.

the public to vote.

have thought you were mad. But the idea grew on me, particularly during my work in Northern Ireland. I liked to

I knew that it would be almost

I worked in the investment

the Barclays Premier League to see what community work they were

Richness of experience is very important.

I believe sport is one of the most

management side of Schroders for

effective tools available to

You never stop learning, and the more

seven years. I’m extremely glad I had

government. There’s considerable

you can do in your career, the more

the chance to work in the City,

evidence that children who take part

experience you pick up. Everything

especially now in my work on the

in sport perform better in school and

you do and every time you meet

London 2012 Olympics. That

are healthier, happier and more

someone, you gain something. That

understanding of finance and

socially cohesive. Sport has also

makes you a better politician and a

budgets and how to put a major

proven to be an incredibly effective

better leader. I’d like to see more

development like this together has

tool in tackling some of the problems

people come into politics later in life,

been invaluable.

in our inner-cities. It can get into

when they’ve had other careers and

communities, draw people off the

built up a bank of experience.

I have to meet high expectations, but within limits.

streets in the evening and provide

As in football management, it’s about

teamwork, leadership and standards.

making the most of the brief in front

them with something constructive to do. It’s a great proxy for teaching In that sense, sport is a very

of you. I have to work within the

under-explored asset for government

constraints of budgets and the

and I’d like to see them taking it

direction of the party. As an

more seriously. If grassroots sports

opposition spokesman, my principal

had received the level of funding it

28 The Manager

Leadership in active service is one of the most testing roles there is. Shouting makes little difference

It’s also important to take time out.

When I entered politics I was unprepared for the 24/7 nature of the job. You are constantly in the public eye and, short of bolting the front door, it can be difficult to get away from that. But it’s important to do so – that way you return refreshed and re-energised for the job in hand.

The Manager 29

»

experience

There comes a point when you don’t want to live out of a suitcase anymore.

role is to hold the government to

should have from the National

account in the area of sport and the

Lottery, we’d be in a very different

Olympics. I have to support them

place today.

I had some fantastic opportunities

when they get things right and

and experiences in the military, but

speak up and offer alternatives

because of the role models it

reached the stage in my life when it

when they don’t.

produces. It’s important to get the

was time to move on and start

But elite level is also important

I also represent the views of the

balance right between investment in

something new. I wasn’t one of those

public, so being able to speak in public

grassroots and elite level, because

people who wanted to be a politician

is essential. The army was good in

one drives the other.

from the age of 16. If you’d told me

developing that skill – it helped me be

then that I would be doing this now I’d

able to address a large audience.

Community work is the great untold story of football.

I set out last year to visit every club in

think I could continue to do some

Sport is not high on the political agenda in this country.

good, and help to improve people’s

I was lucky enough to go to Australia

doing. There’s a lot of great work

lives in some way.

a few years ago and I was incredibly

being done, which many people don’t

impressed by how well sport is

realise, but also a big difference

impossible to go straight from the

organised there and how central it is

between the clubs. As a government,

army into politics and thought it was

to life. Of course, they have to their

I would want to interfere less with

important to have some kind of

advantage better weather and lots of

how the football business runs itself,

experience in business.

space, so even in the cities it’s quite

but in return I’d expect clubs to do as

Far too many people go into

easy to find facilities. While the sports

much as possible within their local

politics without sufficient experience

minister in Australia has pretty much

communities. Football can have a

of other things. Just as in football,

direct access to the prime minister, it

massive impact on people’s lives and I

you’re more likely to find success as a

is less of a political tool here – it won’t

would see our role as government to

manager if you’ve had varied

rise up the political agenda until

support clubs in capitalising on that.

experience along the way, rather than

leaders believe that it would influence

jumping straight in.

the public to vote.

have thought you were mad. But the idea grew on me, particularly during my work in Northern Ireland. I liked to

I knew that it would be almost

I worked in the investment

the Barclays Premier League to see what community work they were

Richness of experience is very important.

I believe sport is one of the most

management side of Schroders for

effective tools available to

You never stop learning, and the more

seven years. I’m extremely glad I had

government. There’s considerable

you can do in your career, the more

the chance to work in the City,

evidence that children who take part

experience you pick up. Everything

especially now in my work on the

in sport perform better in school and

you do and every time you meet

London 2012 Olympics. That

are healthier, happier and more

someone, you gain something. That

understanding of finance and

socially cohesive. Sport has also

makes you a better politician and a

budgets and how to put a major

proven to be an incredibly effective

better leader. I’d like to see more

development like this together has

tool in tackling some of the problems

people come into politics later in life,

been invaluable.

in our inner-cities. It can get into

when they’ve had other careers and

communities, draw people off the

built up a bank of experience.

I have to meet high expectations, but within limits.

streets in the evening and provide

As in football management, it’s about

teamwork, leadership and standards.

making the most of the brief in front

them with something constructive to do. It’s a great proxy for teaching In that sense, sport is a very

of you. I have to work within the

under-explored asset for government

constraints of budgets and the

and I’d like to see them taking it

direction of the party. As an

more seriously. If grassroots sports

opposition spokesman, my principal

had received the level of funding it

28 The Manager

Leadership in active service is one of the most testing roles there is. Shouting makes little difference

It’s also important to take time out.

When I entered politics I was unprepared for the 24/7 nature of the job. You are constantly in the public eye and, short of bolting the front door, it can be difficult to get away from that. But it’s important to do so – that way you return refreshed and re-energised for the job in hand.

The Manager 29

»

e x p e c tat i o n

Following in the family footsteps can have its perks, but it is a double-edged sword. Will you be judged on your own merits, and what if the boots you are trying to fill belong to a legend?

Big boots

trade, especially when the business

When I stepped into the family shoes I realised it was my future

is of their own making. Liam Griffin is now managing director of Addison Lee, a company founded by his father John. He works alongside his brother Kieran, who is the sales and marketing director.

While his ambition had always been to work in the City, Liam eventually chose to use his economics degree to play a central role in expanding Addison Lee. The firm is now London’s largest minicab company, serving 10,000 corporate clients and carrying ten million passengers a year.

“My father always hoped, rather than planned, for a family succession,” says Liam. “Whereas my brother Kieran joined the company straight from school, I went to

words:Carrie Dunn

university, working at Addison Lee

Many people would argue that it’s

highly successful. All eyes will be on

during my summer breaks, then

unwise to work alongside a close

you to live up to the family name. And

heading to the US to work as a

relative. Sibling rivalry, high

if you manage to live up to their high

football coach. My mother always

expectations and over-familiarity all

expectations, many will suspect your

envisaged me taking a job in a City

make for a potentially fraught and

success to be the result of favouritism

firm, while my father just wanted me

complicated business relationship.

and string-pulling rather than ability.

to do something I would enjoy.”

Harry Redknapp would probably

Outsiders can feel envious of the

disagree. His brother-in-law, Frank

real or perceived opportunities

Home from home

Lampard Senior, was his assistant at

available to someone who has family

In the end, Liam could see nothing

West Ham for seven years and it’s

ties to the business. “The idea that

more enjoyable than a job in the

likely that the managerial partnership

someone has been employed for who

family business, partly because of the

worked because, not in spite, of their

they are rather than what they can do

special atmosphere. “The sense of

family connection.

can have a negative impact on the

loyalty and passion is far stronger in a

And the football lineage of Messrs

attitude of other staff,” says Richard

family firm, not just for myself and

Redknapp and Lampard doesn’t stop

Hawkes, chairman of coaching and

Keiran, but for all of our employees,”

there, having successfully passed on

learning development company

their knowledge and ability to their

Unlimited Potential. “Also, should

at Manchester United. However,

his father’s knack for management.

becoming manager of non-league

of promoting from within and

sons. Harry managed his son Jamie at

that person be underperforming, it

his experience was quite different.

In his first management position at

side Burton Albion in 1998. 11 years on,

offering our staff opportunities to

Bournemouth and Southampton,

can be difficult to sack them. That

With opportunities limited at Old

Peterborough United, Ferguson has

after learning his trade and making

grow and develop. That’s all down to

while Frank Lampard Junior has

can have long-term repercussions.”

Trafford, Darren moved on and

led his side from League Two to the

impressive progress with Burton, he

our family company ethos.”

enjoyed a successful career with

Coca-Cola Championship in just over

was rewarded with the opportunity to

On a personal level, Liam thinks

Wolves and Wrexham.

two years, making him one of the most

take over the reins of his father’s alma

that working together also improves

coveted young managers around.

mater, Derby County.

relationships within the family. “Being

achieved a level of fame eclipsing even his father’s.

Like father, like son

he says. “We have a proud tradition

But following a parent’s career

With dad Sir Alex in the hot-seat,

But, what Ferguson didn’t gain

path in this way isn’t always easy,

cynics might have expected son

from family favouritism, it seems he

especially when that parent has been

Darren Ferguson to get an easy ride

made up for in genes, having inherited

30 The Manager

Nigel Clough stepped out of his father’s considerable shadow by

Parents often harbour a desire to see their children carry on the family

in touch on a day-to-day basis means we are extremely close,” he says.

The Manager 31

»

e x p e c tat i o n

Following in the family footsteps can have its perks, but it is a double-edged sword. Will you be judged on your own merits, and what if the boots you are trying to fill belong to a legend?

Big boots

trade, especially when the business

When I stepped into the family shoes I realised it was my future

is of their own making. Liam Griffin is now managing director of Addison Lee, a company founded by his father John. He works alongside his brother Kieran, who is the sales and marketing director.

While his ambition had always been to work in the City, Liam eventually chose to use his economics degree to play a central role in expanding Addison Lee. The firm is now London’s largest minicab company, serving 10,000 corporate clients and carrying ten million passengers a year.

“My father always hoped, rather than planned, for a family succession,” says Liam. “Whereas my brother Kieran joined the company straight from school, I went to

words:Carrie Dunn

university, working at Addison Lee

Many people would argue that it’s

highly successful. All eyes will be on

during my summer breaks, then

unwise to work alongside a close

you to live up to the family name. And

heading to the US to work as a

relative. Sibling rivalry, high

if you manage to live up to their high

football coach. My mother always

expectations and over-familiarity all

expectations, many will suspect your

envisaged me taking a job in a City

make for a potentially fraught and

success to be the result of favouritism

firm, while my father just wanted me

complicated business relationship.

and string-pulling rather than ability.

to do something I would enjoy.”

Harry Redknapp would probably

Outsiders can feel envious of the

disagree. His brother-in-law, Frank

real or perceived opportunities

Home from home

Lampard Senior, was his assistant at

available to someone who has family

In the end, Liam could see nothing

West Ham for seven years and it’s

ties to the business. “The idea that

more enjoyable than a job in the

likely that the managerial partnership

someone has been employed for who

family business, partly because of the

worked because, not in spite, of their

they are rather than what they can do

special atmosphere. “The sense of

family connection.

can have a negative impact on the

loyalty and passion is far stronger in a

And the football lineage of Messrs

attitude of other staff,” says Richard

family firm, not just for myself and

Redknapp and Lampard doesn’t stop

Hawkes, chairman of coaching and

Keiran, but for all of our employees,”

there, having successfully passed on

learning development company

their knowledge and ability to their

Unlimited Potential. “Also, should

at Manchester United. However,

his father’s knack for management.

becoming manager of non-league

of promoting from within and

sons. Harry managed his son Jamie at

that person be underperforming, it

his experience was quite different.

In his first management position at

side Burton Albion in 1998. 11 years on,

offering our staff opportunities to

Bournemouth and Southampton,

can be difficult to sack them. That

With opportunities limited at Old

Peterborough United, Ferguson has

after learning his trade and making

grow and develop. That’s all down to

while Frank Lampard Junior has

can have long-term repercussions.”

Trafford, Darren moved on and

led his side from League Two to the

impressive progress with Burton, he

our family company ethos.”

enjoyed a successful career with

Coca-Cola Championship in just over

was rewarded with the opportunity to

On a personal level, Liam thinks

Wolves and Wrexham.

two years, making him one of the most

take over the reins of his father’s alma

that working together also improves

coveted young managers around.

mater, Derby County.

relationships within the family. “Being

achieved a level of fame eclipsing even his father’s.

Like father, like son

he says. “We have a proud tradition

But following a parent’s career

With dad Sir Alex in the hot-seat,

But, what Ferguson didn’t gain

path in this way isn’t always easy,

cynics might have expected son

from family favouritism, it seems he

especially when that parent has been

Darren Ferguson to get an easy ride

made up for in genes, having inherited

30 The Manager

Nigel Clough stepped out of his father’s considerable shadow by

Parents often harbour a desire to see their children carry on the family

in touch on a day-to-day basis means we are extremely close,” he says.

The Manager 31

»

e x p e c tat i o n

“There’s definitely a stronger bond between us all and we share an ambition to make the business as successful as possible.”

“Members of the same family who work together have a common interest,” agrees Professor Cary Cooper, author of Business and the Beautiful Game. “That gives them a better understanding of the pressures each faces in the job.”

There also tends to be a strong empathy between family members, says Hawkes. “They are more likely to be able to anticipate one another’s moods and actions.”

Brothers in arms Siblings who work alongside one

Considering that Gary and Phil Neville have been a solid and regular presence

another can add an interesting

in the England squad for over a decade – starting more international games

dynamic to a business. In the late

together than any other siblings – working with one another clearly hasn’t

1980s, Luton Town fans were treated

been a hindrance. The duo’s parents also worked together for many years at

to the dual playing power of brothers

Bury Football Club. Jill remains club secretary, while Neville retired recently

Mark and Brian Stein. Having always

from his role as commercial manager.

been a little overshadowed by goal machine Brian, younger sibling Mark came into his own later in his career,

Boodles, the long-established

clients. “Some buyers want big global

jewellery firm, has been family run

brands, but many people want to deal

More recently, both Manchester

since its inception. Brothers Michael

directly with those in charge,” he says.

United and England have benefited

and Nicholas Wainwright are now at

“The fact that we are a family business

from the Neville family genes.

the helm. “We’ve been working

is, therefore, a major selling point.”

Brothers Gary and Phil started out

together for 25 years without a cross

among a number of fledging players

word,” says Michael. “The large age

their nephews with them on the board

under Sir Alex Ferguson’s watchful

gap between us means less sibling

of directors, something they believe

eye and have gone on to have highly

rivalry.” He thinks the fact that

provides a certain security. “I can trust

successful careers for both club

Boodles is a family business affects

my nephews and my brother

and country.

the way it operates and attracts

completely and that counts for an

when his brother had retired.

The Wainwright brothers now have

awful lot,” says Michael. “We know

Keep it in the family When it comes to club loyalty, they don’t get much

and the year after, whereas for many companies boards are transient.”

Regardless of which family

stronger than in the Curtis clan. Joan Curtis, now 70,

members are involved, when there’s

has worked as a commercial assistant at Bury Football

a long-standing family trade, there

Club since she was 32. The family connection, however,

can be pressure to fall in line. But

goes back to 1936, when Joan’s father, Bill Gorman,

that wasn’t the case for Michael

made his debut as a fullback for the Bury side.

Wainwright, a chartered accountant

Joan’s daughter Lynn now works alongside her as

32 The Manager

we’ll be working together next year

by training. “While I once harboured

commercial secretary, while son Michael has been

ambitions to make it big on the

head groundsman at Gigg Lane for over 20 years.

stock market, when I stepped into

Unsurprisingly, perhaps, Joan says Bury Football Club

the family shoes I realised it was

has been her life and she has no plans to retire.

my future.”

»

t i m e l i n e t o g r e at n e s s

Fred Everiss

1882 – Born in West Bromwich

1896 – aged 14, Everiss joins the West Bromwich Albion (WBA) staff as an office boy, in charge of programmes and general clerical work

Having clocked up 46 years, he is the game’s longest-serving manager. His dedication to football and to one club, West Bromwich Albion, is inspirational. illustration:Christopher gibbs

1902 – Appointed secretary-manager after the resignation of Frank Heaven, Everiss would go on to hold the post for an incredible 46 years 1910-11 – WBA are crowned Football League Division Two Champions 1919-20 – WBA are crowned Football League Division One Champions 1927 – Everiss becomes secretary of the Football League Secretaries’ and Managers’ Association, later becoming chairman 1930-31 – WBA are crowned FA Cup winners 1948-1951 – Everiss retires from his management position, but takes on a directorial role until his death

The Manager

The Manager

»

t i m e l i n e t o g r e at n e s s

Fred Everiss

1882 – Born in West Bromwich

1896 – aged 14, Everiss joins the West Bromwich Albion (WBA) staff as an office boy, in charge of programmes and general clerical work

Having clocked up 46 years, he is the game’s longest-serving manager. His dedication to football and to one club, West Bromwich Albion, is inspirational. illustration:Christopher gibbs

1902 – Appointed secretary-manager after the resignation of Frank Heaven, Everiss would go on to hold the post for an incredible 46 years 1910-11 – WBA are crowned Football League Division Two Champions 1919-20 – WBA are crowned Football League Division One Champions 1927 – Everiss becomes secretary of the Football League Secretaries’ and Managers’ Association, later becoming chairman 1930-31 – WBA are crowned FA Cup winners 1948-1951 – Everiss retires from his management position, but takes on a directorial role until his death

The Manager

The Manager

»

nepal, india, sudan... stephen constantine knows a thing or two about fitting in with local cultures and learning from the experience.

60

British coaches and managers are currently holding positions abroad – five of them in Africa, three in Asia and eight in the Caribbean

Competing in the semi-final of the South Asian Federation Games, Stephen Constantine wore the Himalayan national costume of his side, Nepal, helping to inspire his team.

the extra mile

hospitable. I haven’t seen anything that makes me feel in any way unsafe,” he says.

Despite this, Constantine was recently advised not to attend Sudan’s World Cup qualifier against Mali because of safety concerns.

His advice for managers going to live overseas is to not immediately assume that working practices learnt at home will still apply.

“You have to respect the local culture,” he says. “There may be things that seem very strange, but every culture has a style of play that suits them. If you do it the right way, within their boundaries, you can achieve great things.”

» B E P R E PA R E D “Immerse yourself in their way of life.

The more you can mix with the locals the better,” advises Sean McPheat, managing director of Management

colleagues with him. However, he

Training and Development (MTD), a

believes working with local talent

company that offers cultural awareness

has its advantages. “In all of my

training for businesses.

international posts, the assistant

Despite running courses for a range

manager has tended to be local. It

of blue-chip companies, such as Coca-

can be useful, especially early on,

Cola, Pfizer and Ford, McPheat says

as he’ll be more familiar with the

training on its own is not enough.

players than I am.”

“Many of the cultural differences can’t be picked up or learnt on a course. Get

Stephen Constantine’s CV reads like a roll call for a UN meeting. The half-British, half-Greek manager spent his early career leading clubs in the US and Cyprus and has, over the last decade, managed a clutch of national football teams. These have included Nepal, India, Malawi and, since February, Sudan’s Desert Hawks. He also spent a year as first team coach for Millwall during the 2005/06 season.

“The first international job I was offered was Cambodia and when I told my wife she went silent,” says

36 The Manager

FAR AND WIDE British coaches currently working abroad include:

›› Bobby Williamson – Uganda

›› Bob Houghton – India ›› Peter Reid – Thailand ›› Gary Stempel – Panama ›› Tommy Taylor – Grenada

Constantine. “Eventually she said, ‘Isn’t that where the Killing

in the local culture to do a good job.

For a team that had not won two

Foreign office

involved and soon you’ll become a lot

In recent years, security has become

more streetwise – that’s where the real

an increasingly important issue for

knowledge comes from,” he says.

Fields were?’ Fortunately or

consecutive games in five years,

anyone thinking of going overseas

unfortunately, the Nepal job came

Constantine proved an inspiration.

to work. For any business sending

MTD’s courses surrounds the subtleties

up shortly afterwards, so that’s

With just seven weeks of

employees on foreign assignments,

of working abroad. “It’s the little things

where we went.”

preparation, and despite a lack of

ensuring they are safe and have

that make the difference,” says McPheat.

Knowing little about the place

equipment, medical team or proper

the support they need is a must.

“Knowing the pace at which people

other than Everest and the Gurkhas

diet for the players, he got the side

Working in Sudan, it’s an issue

work, the level of detail that they need,

didn’t throw Constantine: “It wasn’t

into the South Asian Federation

Constantine is only too aware of.

local nuances and what is expected of

too much of a culture shock as I’m

Games. For his efforts, Constantine

The Foreign and Commonwealth

staff is very important.”

pretty open-minded.” This is a man

received the Nepali equivalent of an

Office advises against travel to

who will eat anything (although he

OBE from the king himself.

many parts of the country.

Some of the most valuable advice on

He believes that working successfully overseas is not just about learning business

declined rats in Malawi), learns the

When taking a new job,

lingo (he can still get by in Nepali)

Constantine says he is normally

of the political situation, but I have

do business in these countries, it’s also

and is prepared to immerse himself

asked if he wants to bring existing

so far found the people to be very

about their way of life.”

“It’s a very difficult place because

etiquette. “It’s not only about how people

The Manager 37

»

nepal, india, sudan... stephen constantine knows a thing or two about fitting in with local cultures and learning from the experience.

60

British coaches and managers are currently holding positions abroad – five of them in Africa, three in Asia and eight in the Caribbean

Competing in the semi-final of the South Asian Federation Games, Stephen Constantine wore the Himalayan national costume of his side, Nepal, helping to inspire his team.

the extra mile

hospitable. I haven’t seen anything that makes me feel in any way unsafe,” he says.

Despite this, Constantine was recently advised not to attend Sudan’s World Cup qualifier against Mali because of safety concerns.

His advice for managers going to live overseas is to not immediately assume that working practices learnt at home will still apply.

“You have to respect the local culture,” he says. “There may be things that seem very strange, but every culture has a style of play that suits them. If you do it the right way, within their boundaries, you can achieve great things.”

» B E P R E PA R E D “Immerse yourself in their way of life.

The more you can mix with the locals the better,” advises Sean McPheat, managing director of Management

colleagues with him. However, he

Training and Development (MTD), a

believes working with local talent

company that offers cultural awareness

has its advantages. “In all of my

training for businesses.

international posts, the assistant

Despite running courses for a range

manager has tended to be local. It

of blue-chip companies, such as Coca-

can be useful, especially early on,

Cola, Pfizer and Ford, McPheat says

as he’ll be more familiar with the

training on its own is not enough.

players than I am.”

“Many of the cultural differences can’t be picked up or learnt on a course. Get

Stephen Constantine’s CV reads like a roll call for a UN meeting. The half-British, half-Greek manager spent his early career leading clubs in the US and Cyprus and has, over the last decade, managed a clutch of national football teams. These have included Nepal, India, Malawi and, since February, Sudan’s Desert Hawks. He also spent a year as first team coach for Millwall during the 2005/06 season.

“The first international job I was offered was Cambodia and when I told my wife she went silent,” says

36 The Manager

FAR AND WIDE British coaches currently working abroad include:

›› Bobby Williamson – Uganda

›› Bob Houghton – India ›› Peter Reid – Thailand ›› Gary Stempel – Panama ›› Tommy Taylor – Grenada

Constantine. “Eventually she said, ‘Isn’t that where the Killing

in the local culture to do a good job.

For a team that had not won two

Foreign office

involved and soon you’ll become a lot

In recent years, security has become

more streetwise – that’s where the real

an increasingly important issue for

knowledge comes from,” he says.

Fields were?’ Fortunately or

consecutive games in five years,

anyone thinking of going overseas

unfortunately, the Nepal job came

Constantine proved an inspiration.

to work. For any business sending

MTD’s courses surrounds the subtleties

up shortly afterwards, so that’s

With just seven weeks of

employees on foreign assignments,

of working abroad. “It’s the little things

where we went.”

preparation, and despite a lack of

ensuring they are safe and have

that make the difference,” says McPheat.

Knowing little about the place

equipment, medical team or proper

the support they need is a must.

“Knowing the pace at which people

other than Everest and the Gurkhas

diet for the players, he got the side

Working in Sudan, it’s an issue

work, the level of detail that they need,

didn’t throw Constantine: “It wasn’t

into the South Asian Federation

Constantine is only too aware of.

local nuances and what is expected of

too much of a culture shock as I’m

Games. For his efforts, Constantine

The Foreign and Commonwealth

staff is very important.”

pretty open-minded.” This is a man

received the Nepali equivalent of an

Office advises against travel to

who will eat anything (although he

OBE from the king himself.

many parts of the country.

Some of the most valuable advice on

He believes that working successfully overseas is not just about learning business

declined rats in Malawi), learns the

When taking a new job,

lingo (he can still get by in Nepali)

Constantine says he is normally

of the political situation, but I have

do business in these countries, it’s also

and is prepared to immerse himself

asked if he wants to bring existing

so far found the people to be very

about their way of life.”

“It’s a very difficult place because

etiquette. “It’s not only about how people

The Manager 37

»

teamwork

on a mission when an organisation is struggling to survive, it takes a focused manager and a dedicated team to rebuild it.

Words:christian doherty

Most professional football clubs will find

by poor results and morale among team members will

themselves in need of a saviour at some point.

probably be low.

The ebb and flow of the game and the fact that there

The corporate world has long placed considerable

will always be both winners and losers, mean club

value on turnaround expertise, drawing on the know-

turnarounds – on or off the pitch – are common.

how of experts such as Joe McClean. Working out of

There is, therefore, a thriving market for Red Adair

Grant Thornton’s Newcastle office, McClean has been

managers capable of coming in, identifying the

helping companies to reverse their fortunes for over a

problems and turning the ship around.

decade. He has an established routine when arriving at

For some, the opportunity can be priceless: with

a stricken business. “The first thing to do is establish a

confidence likely to be rock-bottom, the incoming

rapport,” he says. “The people running the organisation

manager often has little to lose. “Usually, when you’re

may have been under intense pressure for some time.

brought in with the aim of restructuring people are in

They need to feel that you’re someone with whom they

so much denial that their expectations are very low,”

can share their problems.” The key to this, he adds, is

says Ian Gray, a turnaround expert currently advising

trust. “When I first visit a business, I listen carefully to

hardware firm Robert Dyas and with assignments at

what the directors have to say. It is their business, after

numerous high profile PLCs under his belt. “People

all. I ask them what’s keeping them awake at night and

tend to doubt that you’ll be able to make any kind of

that begins to establish trust and rapport.”

difference,” he says.

Having made a career of helping businesses recover

Clubs and businesses in need of help will

from seemingly hopeless situations, Gray emphasises

most likely have systemic problems that have

that the success or failure of any turnaround project will

long gone ignored. While much is made of

depend largely on the people within the organisation.

the boost engendered by the arrival of a

“In any situation, you will have three types of people,”

new manager, achieving successful and

he says. “The first are believers who know what they’re

sustainable change is about more than

doing, see that the business has a future and will work

simply making a dead cat bounce. It’s about assessing where the organisation wants to be, what has gone wrong in its attempts to get there, and then putting appropriate solutions in place.

Fresh thinking Taking on a turnaround project has its challenges, not least lifting the mood of the organisation. Previous management may have found themselves exhausted

»

teamwork

on a mission when an organisation is struggling to survive, it takes a focused manager and a dedicated team to rebuild it.

Words:christian doherty

Most professional football clubs will find

by poor results and morale among team members will

themselves in need of a saviour at some point.

probably be low.

The ebb and flow of the game and the fact that there

The corporate world has long placed considerable

will always be both winners and losers, mean club

value on turnaround expertise, drawing on the know-

turnarounds – on or off the pitch – are common.

how of experts such as Joe McClean. Working out of

There is, therefore, a thriving market for Red Adair

Grant Thornton’s Newcastle office, McClean has been

managers capable of coming in, identifying the

helping companies to reverse their fortunes for over a

problems and turning the ship around.

decade. He has an established routine when arriving at

For some, the opportunity can be priceless: with

a stricken business. “The first thing to do is establish a

confidence likely to be rock-bottom, the incoming

rapport,” he says. “The people running the organisation

manager often has little to lose. “Usually, when you’re

may have been under intense pressure for some time.

brought in with the aim of restructuring people are in

They need to feel that you’re someone with whom they

so much denial that their expectations are very low,”

can share their problems.” The key to this, he adds, is

says Ian Gray, a turnaround expert currently advising

trust. “When I first visit a business, I listen carefully to

hardware firm Robert Dyas and with assignments at

what the directors have to say. It is their business, after

numerous high profile PLCs under his belt. “People

all. I ask them what’s keeping them awake at night and

tend to doubt that you’ll be able to make any kind of

that begins to establish trust and rapport.”

difference,” he says.

Having made a career of helping businesses recover

Clubs and businesses in need of help will

from seemingly hopeless situations, Gray emphasises

most likely have systemic problems that have

that the success or failure of any turnaround project will

long gone ignored. While much is made of

depend largely on the people within the organisation.

the boost engendered by the arrival of a

“In any situation, you will have three types of people,”

new manager, achieving successful and

he says. “The first are believers who know what they’re

sustainable change is about more than

doing, see that the business has a future and will work

simply making a dead cat bounce. It’s about assessing where the organisation wants to be, what has gone wrong in its attempts to get there, and then putting appropriate solutions in place.

Fresh thinking Taking on a turnaround project has its challenges, not least lifting the mood of the organisation. Previous management may have found themselves exhausted

»

teamwork

Depending on results, you can be the hero or villain, and you’ll bear the brunt of plaudits or abuse far more intensely than any player hard to make it work. Then there are the

asked and not everyone will be happy

blockers, who are likely to respond to

about it. According to McClean, to be

your efforts with ‘I’ve been here for

a successful turnaround professional

25 years and it’s always been this

you need a thick skin allied to a

way. I’m not going to change’.

friendly smile. “Experience tells

“The third set of people fall

me that organisations often

in the middle – you may have

need to have their perspectives

to mentor or train them in a

challenged and a bit of devil’s

different way of doing things.

advocacy,” he says.

The success of a turnaround

But, while feathers might

will depend partly on the

have to be ruffled, the experience

balance of those types of people

need not be overly brutal. It

in the organisation.” In Gray’s view,

helps if the expert coming into

quickly assessing who to keep and

the business can spend time with

who might be better moving on will

employees and ask the right questions

save precious time.

For a football manager, that skill comes into

in an empathetic way. “Find out what the key problems are, then go through them, one by

play every half-time, but especially so when a quick

one. You can start to pick out what the root cause of

change in progress is needed. Speaking at a recent

each issue is,” says McClean. “Some businesses need an

LMA Business Club event, Fulham’s Roy Hodgson said,

external and unemotional opinion.”

“You have to think very carefully about what difference

While the stresses and obstacles of trying to reignite

a substitute can make,” adding that “you have to be as

success can be greater than expected, the rewards

comfortable with plan B as with plan A.”

are likewise. “It’s like seeing a light go on when people

Once the key people are on board, the chances

realise that there is a different and better way of

of success are much greater. Those that remain will

doing things,” says Gray. “It’s hugely satisfying every

require a clear vision, mapping out what the main

time I go to a business and see people become more

difficulties are and what is needed to ensure survival.

excited about what’s happening within the company.”

Harnessing the goodwill and enthusiasm of the people

And for those who successfully arrest a slide through

within the organisation is, therefore, high on the list of

careful intervention, clever remedies and considerable

any manager striving for change.

teamwork, it can be a passport to greater glory.

No pain, no gain

» PS:There ’s more ...

Rarely, though, will the course of a turnaround run entirely smoothly. Any attempts at major change in a

Hear turnaround guru David Buchler’s advice on managing

business or football club will involve a degree of pain.

through difficult times at the LMA conference in September.

Some very tough questions will certainly need to be

Visit www.touchlinetoboardroom for more information

» r ev er sa l o f fortu nes Marks and Spencer – When Stuart Rose arrived in May 2004, he faced a business that appeared to have forgotten what it was supposed to be doing. Six months later, he had identified non-performing staff and assets, junked an expensive IT system and refocused the business on what it did best. M&S returned to the top of the pile.

Liverpool, 2005 – The ultimate turnaround? Ali Semi Yen Stadium, Istanbul, May 2005. Liverpool are 3-0 down at half time against AC Milan in the Champions League final. Rafael Benitez totally changes tactics, removes an unhappy player and convinces those left that the cause is not lost. After pulling three goals back, Liverpool win on penalties.

Espanyol, 2008-09 – With ten weeks left of La Liga, Espanyol were bottom on 22 points, eight away from safety, with only four wins to their name. It would take a miracle, so coach Mauricio Pochettino asked for one, hiking 12km to Montserrat. After his pleas to the Virgin, Espanyol finished tenth, ten games and eight wins later.

40 The Manager

»

the skillset

I have to make sure we deliver on our promises. My name’s behind it, so I stand to lose more if something goes wrong

And now for something completely different.

David Platt swapped the pitch for the fairway. But what happens when you change your career trajectory?

is a well-trodden route for professionals seeking a radical change, boosted by government promotion and moves to shorten and clear the route to the classroom.

After a 20-year career, accountant Geoff Haynes had risen to become financial director of two subsidiaries of a major bank. However, he was disillusioned and ready for a fresh

words:Mark Williams

challenge. “I was a parent governor at my daughter’s school, and when I saw teachers in their fifties who

When former England skipper

– in football and beyond. After being

clearly loved their jobs, it inspired

David Platt first quit his job as

let go by Manchester United as a

me,” says Haynes. “My office was

England U21 coach, he wasn’t sure

youth player he showed resilience,

also closing down, so I faced a long

whether his departure from football

guts and determination in resurrecting

commute to London or a relocation.”

management would be permanent.

his career at Crewe. Supreme skill,

Instead, Haynes went for a

“Then I had my son,” he says. “I

great tactical awareness and an

more radical option – he signed

wanted to spend as much time

uncanny knack for finding the net saw

up for teacher training. “It was

with him as possible, so decided

the hardworking midfielder become

a tough decision,” he admits,

against going back into full-time

a star performer at Villa Park and,

“especially as it meant a 40 per cent

management.” He and some friends

thriving on big-stage pressure, one of

drop in earnings.” Haynes joined

had been germinating an idea

the nation’s most consistent players.

Peterborough’s Thomas Deacon

for a business for some time. The

Natural leadership and effective

Academy, where his considerable

venture, while requiring Platt’s full

communication skills meant he was

experience enabled him to join the

commitment, would allow him more

soon wearing the skipper’s armband

teaching ladder a few rungs up.

flexibility in his home life than would

and handling post-match media

have been possible in the dugout.

interviews with ease.

Having turned the idea into

While some of Haynes’ friends thought he had lost his marbles,

Platt says the skills he picked up

others could see that he was ideally

something more solid, Platt is

as a football manager have come

to the highs and lows of football

generating some buzz, you might

it, so I stand to lose much more if

suited to his new calling. He was, for

now managing director of Major

into their own in his new venture.

management? Platt compares the

think that being David Platt helps.

something goes wrong.”

example, naturally inclined to work

Golf Events, which organises

“Organisation and attention to

satisfaction of seeing an event come

But how helpful is it to be known for

prestigious golf events for small

detail are key to both roles,” he

together on the day to the kind of

groups at premium courses. “I

says. “In the golf business we work

started the venture with three close

While developing Major Golf

with people. “At one stage at the

one talent or business if you have

Events, Platt hasn’t cut the ties with

bank I was an operations manager

instant feeling of success or failure

shifted onto a quite different career

the beautiful game and is still visible

in charge of 35 people, which was

with small groups, but these are

following a game. But, as in football,

path? “The name can open doors,”

in the media. “I hope I’ll always have

great. It is individuals that make

friends,” says Platt. “Two are golf

prestige events so everything has

real, long-term success is more of

admits Platt. “People might show

a connection to football,” he says.

organisations – something that is

professionals – our ambassadors

to run like clockwork.” He adds that

a slow burn. “In football, winning a

more interest initially if they receive

“The work I do in that area gives me

often forgotten in finance.”

in the golf world, if you like – while

while planning is vital, there’s also

match brings instant satisfaction,

an invitation from me, and they

a great deal of enjoyment. Football’s

the third has 30 years’ business

an element of thinking on your feet.

but it’s short-lived – very quickly

may have more confidence in our

still in my blood.”

experience. He makes sure our

“Like in football management, you

you must focus on the next fixture.

business proposition or marketing

decisions are sound and I take care

have to prepare as much as possible

The only real, ongoing satisfaction

literature. But for the most part it

Pleased Sir

of a Masters”), but he needed to

of the hands-on, organisational side.”

beforehand, but then respond to

in football comes at the end of the

doesn’t hold much sway with our

Beyond the world of football,

pass a one-year post-graduate

situations as they unfold on the day.”

season. It’s the same in business – it

target market.” He adds that putting

wholesale career changes are not

certificate in education. Classroom-

But when the golfers have

takes time to spread the word and

your stamp on something such

unusual. With the crisis in the

based training convinced him he was

As a player, Platt was already

packed up their tees and gone

see a new business come to fruition.”

as this can add to the pressure: “I

economy, many in financial services,

making the right career move. When,

displaying attributes that would stand

home, how does the feeling of

In terms of building the

have to make sure we deliver on

in particular, are being forced to

in September 2006, Haynes became

him in good stead for management

seeing an event through match up

reputation of the business and

all our promises. My name’s behind

rethink their career paths. Teaching

a full-time maths teacher he found

Transfer window

42 The Manager

Obviously, Haynes’ maths skills were impeccable (“My accountancy qualifications were the equivalent

The Manager 43

»

the skillset

I have to make sure we deliver on our promises. My name’s behind it, so I stand to lose more if something goes wrong

And now for something completely different.

David Platt swapped the pitch for the fairway. But what happens when you change your career trajectory?

is a well-trodden route for professionals seeking a radical change, boosted by government promotion and moves to shorten and clear the route to the classroom.

After a 20-year career, accountant Geoff Haynes had risen to become financial director of two subsidiaries of a major bank. However, he was disillusioned and ready for a fresh

words:Mark Williams

challenge. “I was a parent governor at my daughter’s school, and when I saw teachers in their fifties who

When former England skipper

– in football and beyond. After being

clearly loved their jobs, it inspired

David Platt first quit his job as

let go by Manchester United as a

me,” says Haynes. “My office was

England U21 coach, he wasn’t sure

youth player he showed resilience,

also closing down, so I faced a long

whether his departure from football

guts and determination in resurrecting

commute to London or a relocation.”

management would be permanent.

his career at Crewe. Supreme skill,

Instead, Haynes went for a

“Then I had my son,” he says. “I

great tactical awareness and an

more radical option – he signed

wanted to spend as much time

uncanny knack for finding the net saw

up for teacher training. “It was

with him as possible, so decided

the hardworking midfielder become

a tough decision,” he admits,

against going back into full-time

a star performer at Villa Park and,

“especially as it meant a 40 per cent

management.” He and some friends

thriving on big-stage pressure, one of

drop in earnings.” Haynes joined

had been germinating an idea

the nation’s most consistent players.

Peterborough’s Thomas Deacon

for a business for some time. The

Natural leadership and effective

Academy, where his considerable

venture, while requiring Platt’s full

communication skills meant he was

experience enabled him to join the

commitment, would allow him more

soon wearing the skipper’s armband

teaching ladder a few rungs up.

flexibility in his home life than would

and handling post-match media

have been possible in the dugout.

interviews with ease.

Having turned the idea into

While some of Haynes’ friends thought he had lost his marbles,

Platt says the skills he picked up

others could see that he was ideally

something more solid, Platt is

as a football manager have come

to the highs and lows of football

generating some buzz, you might

it, so I stand to lose much more if

suited to his new calling. He was, for

now managing director of Major

into their own in his new venture.

management? Platt compares the

think that being David Platt helps.

something goes wrong.”

example, naturally inclined to work

Golf Events, which organises

“Organisation and attention to

satisfaction of seeing an event come

But how helpful is it to be known for

prestigious golf events for small

detail are key to both roles,” he

together on the day to the kind of

groups at premium courses. “I

says. “In the golf business we work

started the venture with three close

While developing Major Golf

with people. “At one stage at the

one talent or business if you have

Events, Platt hasn’t cut the ties with

bank I was an operations manager

instant feeling of success or failure

shifted onto a quite different career

the beautiful game and is still visible

in charge of 35 people, which was

with small groups, but these are

following a game. But, as in football,

path? “The name can open doors,”

in the media. “I hope I’ll always have

great. It is individuals that make

friends,” says Platt. “Two are golf

prestige events so everything has

real, long-term success is more of

admits Platt. “People might show

a connection to football,” he says.

organisations – something that is

professionals – our ambassadors

to run like clockwork.” He adds that

a slow burn. “In football, winning a

more interest initially if they receive

“The work I do in that area gives me

often forgotten in finance.”

in the golf world, if you like – while

while planning is vital, there’s also

match brings instant satisfaction,

an invitation from me, and they

a great deal of enjoyment. Football’s

the third has 30 years’ business

an element of thinking on your feet.

but it’s short-lived – very quickly

may have more confidence in our

still in my blood.”

experience. He makes sure our

“Like in football management, you

you must focus on the next fixture.

business proposition or marketing

decisions are sound and I take care

have to prepare as much as possible

The only real, ongoing satisfaction

literature. But for the most part it

Pleased Sir

of a Masters”), but he needed to

of the hands-on, organisational side.”

beforehand, but then respond to

in football comes at the end of the

doesn’t hold much sway with our

Beyond the world of football,

pass a one-year post-graduate

situations as they unfold on the day.”

season. It’s the same in business – it

target market.” He adds that putting

wholesale career changes are not

certificate in education. Classroom-

But when the golfers have

takes time to spread the word and

your stamp on something such

unusual. With the crisis in the

based training convinced him he was

As a player, Platt was already

packed up their tees and gone

see a new business come to fruition.”

as this can add to the pressure: “I

economy, many in financial services,

making the right career move. When,

displaying attributes that would stand

home, how does the feeling of

In terms of building the

have to make sure we deliver on

in particular, are being forced to

in September 2006, Haynes became

him in good stead for management

seeing an event through match up

reputation of the business and

all our promises. My name’s behind

rethink their career paths. Teaching

a full-time maths teacher he found

Transfer window

42 The Manager

Obviously, Haynes’ maths skills were impeccable (“My accountancy qualifications were the equivalent

The Manager 43

England 1, Belgium 0 – Everyone remembers David Platt’s late winning goal at Italia 1990.

Swede dreams Few post-football

it easy to adjust. “I was lucky in that

a number of military job fairs, it

I started at a brand new academy,”

was the prison service that held the

he says. “All the teachers were

biggest draw. “It is quite a common

careers have been

new, so I wasn’t the new boy.

route for ex-military personnel,” says

as varied as Tomas

I was able to contribute

John. “This is partly due to the job

Brolin’s. Once

significantly right from the

security. There will, after all, always

one of world

word go,” he adds. “The

be criminals. But I also wanted to be

football’s greatest

managerial skills I’d learned

involved in rehabilitating offenders.”

talents, the former

at the bank were very useful

John joined the prison service in

Sweden, AC Parma

and I still help our management

the same month he left the navy and,

and erstwhile Leeds and

team when asked for advice.”

after training, became an officer at

Crystal Palace midfielder never

But, coming from a well-paid,

a London prison. Other than having

fully recovered from a broken

highly regarded career in financial

to wear a uniform, he has found

leg in 1994, and he hung up

services, are the benefits in

them to be entirely different worlds,

his boots four years later, aged

teaching as generous? “The rewards

but some of the attributes that he

just 28. After seven games

are more tangible and being able

gained in the Royal Navy have served

at Selhurst Park as assistant

to contribute in a positive way

him well. “Discipline and respect for

manager to Attilio Lombardo,

gives me an added buzz,” says

rank were obviously second nature

Brolin returned to Sweden in

Haynes. “You have challenging

to me,” he says. “I also knew how to

1998, where he soon opened

days – maybe a difficult class or

communicate effectively with people

Italian restaurant Undici (Italian

student – but I still love it. There’s

from all walks of life, which has

for eleven – his shirt number

much more to job satisfaction than

helped me hugely in my new career.”

at Parma).

the salary. I could be earning more

The past 18 years have seen

if I’d remained a finance director

John work in numerous facilities,

1999 when his car was badly

– but would I enjoy it as much? The

and he became a governor in 2001.

damaged following a collision

answer, most definitely, is no.”

“It is a highly demanding position,”

He hit the headlines in

with an elk. After briefly selling

he says, “and it requires the ability

shoes online, investing in real

Prison break

to manage accounts and people

estate and (rather bizarrely)

and to understand the political

former chart-topping purveyor

Unlike in financial services and football, few people who work in the armed services do so throughout their working lives.

After joining the Royal Navy in 1986, John R spent five years as an able seaman, seeing active service in the Persian Gulf and elsewhere.

of Euro dance Dr Alban and has

“When I left, I wanted to spend

but it has been good to me and I

advertised Jacuzzis on TV in his

more time with my wife, but I had

still enjoy it. Looking back, I’m glad

native land.

no idea what I wanted to do for a

I took the risk and started out on a

career,” recalls John. After attending

new career path. I’ve no regrets.”

marketing a revolutionary vacuum cleaner nozzle, in 2006 Brolin became a semi-pro World Series Poker player. He once starred alongside tennis ace Björn Borg in a pop video by

44 The Manager

environment.”

Does he have any regrets about leaving the navy? “I miss the people – there were many good times – and the travel, but it’s a single man’s career. The prison service is hard work and the hours can be long,

»

working together

One careful owner Owners, like managers, are a diverse set. Each has

of assets. This kind of ownership is also characterised

their own motive for buying into a club and exerts a

by the incentivising of senior management through

particular influence on its stability, performance and

performance-based rewards or even equity positions.

culture. While there have been many well-publicised

What relevance does this have for football? A

examples of dysfunctionality between the owner and

considerable amount, in that much of what is happening

management, the converse also applies. It’s striking how

in the football industry reflects this broader context

more stable, better-performing clubs are characterised

of trading, performance and exploiting assets. Clubs

by open, realistic relationships between board and

are bought and sold, football finance is a source of

management. In successful clubs, there’s often a balance

considerable interest, and changes in ownership create

between pragmatism and risk, and a strong sense of

speculation and the potential for change. New investors

collective ambition.

are constantly being sought and the profile of owners,

Football, of course, is not alone in this respect.

The credit crunch has highlighted the consequences

shareholders and chairmen is heightened.

Why is all this important? New owners and significant

of an ineffective relationship between company

shareholders often feel the need, understandably, to

shareholders, governance (boards) and management.

provide a rationale for their involvement. That, in turn,

But, even before the financial crisis, the emphasis

generates interest and debate among the support base

on governance in the corporate world was gaining

and can have huge significance for the manager. It

momentum. Shareholders were exerting increasing

essentially creates the climate within which managers

pressure on boards to get better performance from

have to operate.

management. And, while the desire for more influence wasn’t always successful, the intention to tighten up the

Time and tide

relationship was apparent.

Although ownership in football is clearly fluid, many existing major or controlling shareholders have held

Just returns

their positions for years, which would suggest stability

Having conducted many board reviews in public

of ownership. Yet the circumstances of clubs change

companies and in the public sector, I can testify to the

regularly (it is part of the DNA of football) with

scrutiny now given to issues such as remuneration, risk,

competition, promotion, relegation and the threats,

succession, business model, capability, sustainability

promises, risks and opportunities that this brings. The

and the balance between short-term performance and

elusive nature of success – achieving it and maintaining

strategic direction. What has also been interesting

it – and the lurking prospect of failure – avoiding it and

is the impact of private equity and hedge fund

dealing with it – are the basis of the constant challenges

ownership, where leveraged funds and debt are used

faced by clubs.

to buy companies. The emphasis there is on creating

The circumstances and motivations of owners also

value for shareholders through significant and speedy

change over time, whether in anticipation of, or in

improvements in performance and more effective use

response to, the club’s position and issues, or due to

46 The Manager

The success of a club depends not only on the nature and quality of the owner and manager, says Professor Stuart Timperley, but on the relationship between them.

»

working together

One careful owner Owners, like managers, are a diverse set. Each has

of assets. This kind of ownership is also characterised

their own motive for buying into a club and exerts a

by the incentivising of senior management through

particular influence on its stability, performance and

performance-based rewards or even equity positions.

culture. While there have been many well-publicised

What relevance does this have for football? A

examples of dysfunctionality between the owner and

considerable amount, in that much of what is happening

management, the converse also applies. It’s striking how

in the football industry reflects this broader context

more stable, better-performing clubs are characterised

of trading, performance and exploiting assets. Clubs

by open, realistic relationships between board and

are bought and sold, football finance is a source of

management. In successful clubs, there’s often a balance

considerable interest, and changes in ownership create

between pragmatism and risk, and a strong sense of

speculation and the potential for change. New investors

collective ambition.

are constantly being sought and the profile of owners,

Football, of course, is not alone in this respect.

The credit crunch has highlighted the consequences

shareholders and chairmen is heightened.

Why is all this important? New owners and significant

of an ineffective relationship between company

shareholders often feel the need, understandably, to

shareholders, governance (boards) and management.

provide a rationale for their involvement. That, in turn,

But, even before the financial crisis, the emphasis

generates interest and debate among the support base

on governance in the corporate world was gaining

and can have huge significance for the manager. It

momentum. Shareholders were exerting increasing

essentially creates the climate within which managers

pressure on boards to get better performance from

have to operate.

management. And, while the desire for more influence wasn’t always successful, the intention to tighten up the

Time and tide

relationship was apparent.

Although ownership in football is clearly fluid, many existing major or controlling shareholders have held

Just returns

their positions for years, which would suggest stability

Having conducted many board reviews in public

of ownership. Yet the circumstances of clubs change

companies and in the public sector, I can testify to the

regularly (it is part of the DNA of football) with

scrutiny now given to issues such as remuneration, risk,

competition, promotion, relegation and the threats,

succession, business model, capability, sustainability

promises, risks and opportunities that this brings. The

and the balance between short-term performance and

elusive nature of success – achieving it and maintaining

strategic direction. What has also been interesting

it – and the lurking prospect of failure – avoiding it and

is the impact of private equity and hedge fund

dealing with it – are the basis of the constant challenges

ownership, where leveraged funds and debt are used

faced by clubs.

to buy companies. The emphasis there is on creating

The circumstances and motivations of owners also

value for shareholders through significant and speedy

change over time, whether in anticipation of, or in

improvements in performance and more effective use

response to, the club’s position and issues, or due to

46 The Manager

The success of a club depends not only on the nature and quality of the owner and manager, says Professor Stuart Timperley, but on the relationship between them.

their personal circumstances and

strategic issues is crucial in creating

interest levels. In such a fluid and

a realistic and clear framework in

volatile industry, it’s remarkable

which to operate.

to find stable major or majority ownership that has lasted for long

Recognise where the power and

periods and that, in some cases,

influence lie. Organisationally, clubs

has presided over and handled a

vary considerably. While a manager

number of transitions. Particularly

might favour a particular structure

remarkable is when that is

of expertise and specialists to

accompanied by periods of success.

support him, the board or chairman

club, and you can’t run it like you

The norm, however, suggests a

might want a part of that decision.

would other business interests.

more rapidly changing position with

DAVE WHELAN, OWNER, WIGAN ATHLETIC It’s a unique thing, a football

a variety of motives apparent and

Work with the club culture. There’s

you own, you will run it with

With any other business that

a changing pattern of ownership

no one way to manage a club and

sense and caution and an eye on

status and philosophies. I believe

each has a distinct culture, which

the future. But a football club

that when the Football League

the manager must understand.

is very different – decisions are

invited club owners for discussions

Years ago, as a club chairman,

driven by passion. You have to be

recently, defining who to invite was

I wanted to write a book about

a risk-taker; there’s no other way

difficult, such is the complicated

different club cultures and their

in football.

nature of ownership.

impact on the manager’s job. I

I can read a game of football,

It is against this backdrop that

didn’t – I would never have got

so I’ll speak frankly with the

we should look at the relationship

manager about what I’ve seen

between the manager and owner

happen on the pitch. But I won’t

– or, for simplicity’s sake, the

It’s easy to identify clubs where

interfere. The decisions I make

chairman. What are the main issues

problems and crises seem a way

relate to club finances, the

for managers operating in what can

of life – normally characterised by

stadium and when we’re signing

be radically different organisation

ownership and leadership vacuums,

or selling players. Football is

environments?

dysfunctional structures, self-

the manager’s domain and they

invited to another game.

interest, boom and bust financials or

need to be in complete charge

Clarity and realism about

a fragmented culture. But, equally,

of everything relating to that.

objectives. Before taking a job,

there are clubs that handle transition

get a clear mandate (not a job

well, have agreed and understood

of the most difficult things in

description, but a simply and easily

ambitions, objectives, values and

football, because there are so

understood set of expectations)

constraints, and that respect the

many people out there who think

that will serve as a reference point

spheres of influence and autonomy

they can do the job.

and a guide for future relationships.

boundaries. They understand

Understanding and agreeing the

the balance between short-term

applied, I wanted him. If you

basis on which you can plan,

performance requirements and a

don’t have a good working

develop and run the football side

coherent plan for building a viable

relationship between the owner

of the club would seem a sensible

future, and put mutual self-interest

and manager the club will fail.

starting point.

above individual self-interest.

see eye-to-eye and have a strong

Understand the business model

are many clubs and managers

partnership. And the keys to

and financial position. Anyone

who achieve these things, some

making that relationship

managing the mainstream activity

exceptionally so. For the rest, there

work are mutual respect and

of a club should be aware of its

lies the target.

trust. Sometimes that can

proposed strategic direction, the

take more than one season to

choices emanating from that and

develop, but without it you’re

the financial constraints. I would

Timperley is a past chairman and now a

dead in the water.

argue that a manager’s buy-in to the

director of Watford Football Club.

Appointing a manager is one

The minute Steve Bruce

It’s an absolute must that the two

48 The Manager

Idealistic, maybe, but there

A highly respected business school academic and advisor, Prof Stuart

»

c o r p o r at e c u lt u r e

Identify yourself when things get tough, standing out from the crowd can be a competitive advantage. but how do you foster and exploit a positive culture and personality? words:Steve Bates Corporate culture or identity is

success vastly improves.

increasingly being recognised

In the case of football, Timperley

as a potentially positive force

says, building culture within

in business. And, according to

a club isn’t necessarily

Professor Stuart Timperley – an

a question of

expert in the field of corporate

geography; it doesn’t

and strategic advice and a non-

centre on a particular

executive director of Watford – few

city or region.

businesses offer a clearer window

“It’s more about

on this concept than football clubs.

having a strong

“It’s clear that identifiable

sense of purpose,” he

cultures within a business can

says. “You must have

seriously facilitate growth for that

a group of players

company,” says Timperley. “But

who share the same values

what exactly is a culture? For

and ambitions.”

me, there are three key elements:

For that reason, the choices

leadership, choices and action.

a manager makes – especially

These are the ingredients that

in terms of the team he

determine an organisation’s culture.

assembles around him – are

“Cultures tend to be more about

vital in shaping a club’s culture. The

actions than words,” he adds. “What

people who make up the club will

the culture he’s trying to build.

you say and what you do can be

form its philosophy.

It’s the power of example – and

quite different, but it is largely

football is an incredible universal

through a business leader’s actions

Badge of honour

language with which to convey

that they will earn their credibility.”

According to Timperley, the pattern

your intentions.”

that is created by that ethos and

Few managers know more about

Creating an environment that promotes cooperation, camaraderie and harmony among team members is vital. It takes a visionary leader

Pulling together

the shared direction are something

fostering club identity than Dave

a fighting unit – the “Crazy Gang”

beat Liverpool in the FA Cup final

successful team is having everyone

An alignment of goals is, perhaps,

other players will also pick up on.

Bassett, the man behind one of the

– which regularly upset much bigger

– an upset that still has a special

focused on where you are going,”

the most important aspect in

“Players will watch the decisions

ultimate club cultures – Wimbledon.

clubs. It did so with a mix of hungry

place in English football folklore.

says Bassett. “Lay down what you

forging an organisation’s culture.

a manager makes carefully,” he

In the 1980s, Bassett successfully

players, who shared a desire to

Bassett, who had by then handed

want to achieve and a timeframe for

If you can get everyone pulling in

says. “His decisions to keep certain

transformed the club from a lower

overcome the odds. That culture

the reins to Bobby Gould, said, “The

meeting that goal. Then work out a

the same direction, your chance of

players and sell others define

division side with no history into

peaked in 1989, when Wimbledon

most important factor in building a

realistic plan for how to get there.”

50 The Manager

The Manager 51

»

c o r p o r at e c u lt u r e

Identify yourself when things get tough, standing out from the crowd can be a competitive advantage. but how do you foster and exploit a positive culture and personality? words:Steve Bates Corporate culture or identity is

success vastly improves.

increasingly being recognised

In the case of football, Timperley

as a potentially positive force

says, building culture within

in business. And, according to

a club isn’t necessarily

Professor Stuart Timperley – an

a question of

expert in the field of corporate

geography; it doesn’t

and strategic advice and a non-

centre on a particular

executive director of Watford – few

city or region.

businesses offer a clearer window

“It’s more about

on this concept than football clubs.

having a strong

“It’s clear that identifiable

sense of purpose,” he

cultures within a business can

says. “You must have

seriously facilitate growth for that

a group of players

company,” says Timperley. “But

who share the same values

what exactly is a culture? For

and ambitions.”

me, there are three key elements:

For that reason, the choices

leadership, choices and action.

a manager makes – especially

These are the ingredients that

in terms of the team he

determine an organisation’s culture.

assembles around him – are

“Cultures tend to be more about

vital in shaping a club’s culture. The

actions than words,” he adds. “What

people who make up the club will

the culture he’s trying to build.

you say and what you do can be

form its philosophy.

It’s the power of example – and

quite different, but it is largely

football is an incredible universal

through a business leader’s actions

Badge of honour

language with which to convey

that they will earn their credibility.”

According to Timperley, the pattern

your intentions.”

that is created by that ethos and

Few managers know more about

Creating an environment that promotes cooperation, camaraderie and harmony among team members is vital. It takes a visionary leader

Pulling together

the shared direction are something

fostering club identity than Dave

a fighting unit – the “Crazy Gang”

beat Liverpool in the FA Cup final

successful team is having everyone

An alignment of goals is, perhaps,

other players will also pick up on.

Bassett, the man behind one of the

– which regularly upset much bigger

– an upset that still has a special

focused on where you are going,”

the most important aspect in

“Players will watch the decisions

ultimate club cultures – Wimbledon.

clubs. It did so with a mix of hungry

place in English football folklore.

says Bassett. “Lay down what you

forging an organisation’s culture.

a manager makes carefully,” he

In the 1980s, Bassett successfully

players, who shared a desire to

Bassett, who had by then handed

want to achieve and a timeframe for

If you can get everyone pulling in

says. “His decisions to keep certain

transformed the club from a lower

overcome the odds. That culture

the reins to Bobby Gould, said, “The

meeting that goal. Then work out a

the same direction, your chance of

players and sell others define

division side with no history into

peaked in 1989, when Wimbledon

most important factor in building a

realistic plan for how to get there.”

50 The Manager

The Manager 51

»

c o r p o r at e c u lt u r e

On your side

ten years or so,” says

Often, adds Bassett, seeing that

Sir Alex. “A club like

plan through to fruition comes down

Manchester United can

to money and staff: “Recruiting the

never stand still. You

right people is incredibly important.

always have to be receptive

In business and football, there will

to new ideas, while maintaining

always be competitors with bigger

the fundamental beliefs that

budgets than you, but it’s still

shape your club.”

possible to succeed with less. It is essentially the people that make the

Force for good

business. As a manager, you have

But, just as a successful culture

the business pulling in different

to create a framework for them to

can be a positive force, should a

directions. Alternatively, it could

perform at their best. That means

negative one emerge, it can result in

be that there are one or more

providing a clear path to follow, as

chaos and fragmentation.

disruptive team members who

well as opportunites to develop their

“Often, you will see a

are not conducive to team spirit.

individual skills.

dysfunctional club or business,

If a manager is able to resolve

where the key parts of the

these issues it can improve his

atmosphere and structure at

organisation are simply not working

credibility. That a good manager

Wimbledon, based on a certain

in harmony with each other,” says

can do so also reinforces my

ethos. I did the same thing later at

Timperley. “Sometimes, that will

belief that, when it comes to

Sheffield United,” says Bassett. “The

be down to ownership issues,

organisational culture, actions

result was we were a great team

where there are different areas of

speak louder than words.”

“I was able to create an

and everyone knew their own role.”

Bassett has first-hand knowledge

Creating an environment that

of this kind of situation. “When I

promotes cooperation, camaraderie

was manager at Nottingham Forest,

and harmony among team members

I had one player who thought he

is vital, and requires the presence of

was the most important person at

a visionary leader.

the club,” he explains. “He thought

“Clubs that are successful over

he was chairman, manager, coach

a long period tend to have strong

and player all rolled into one. He

relationships and common strategic

destroyed team spirit at Forest

aims, particularly when a manager

by going on strike after the club

is involved in all areas of the club,”

refused his request for transfer. We

says Timperley. “They have stability.”

went from being in a strong, winning

Sir Alex Ferguson is a prime

position to a team in decline.

example of a powerful personality shaping a club’s culture. He has created a situation where words and actions inspire employees to deliver better. To remain successful requires an open mind and Sir Alex’s ability to embrace change has been key in keeping him and Manchester United at the top for almost 20 years.

“Managing change has been one of the most important aspects of my job, particularly in the last

52 The Manager

“At Wimbledon and Sheffield

If [the team] didn’t believe someone was working for the common cause, they’d rebel against it

United, on the other hand, everyone was pulling in the same direction.

There was a team togetherness at those clubs that meant if they didn’t believe someone was working for the common cause they’d rebel against it.”

In any business, to have such a strong ethic running from top to bottom – with the sense of security and robustness that comes with that – is invaluable.

»

h e a lt h & w e l l b e i n g

Sleep is the interest we have to pay on the capital, which is called in at death; and the higher the rate of interest and the more regularly it is paid, the further the date of redemption is postponed

Nothing cures insomnia like the realisation that it’s time to get up Author unknown

Arthur Schopenhauer

E x p e r t v i e w:

D r D o r i a n D u g m o re

Of insomnia is thought to be the result of stress

To perform at your best, it’s essential to give the body sufficient downtime to recharge its batteries and regenerate its cells. But it’s the constant stressors – the ones you can’t just walk away from – that tend to be the main cause of poor quality or insufficient sleep.

The reticular ac t i vat i n g syst e m ( RAS ) = a twoway pathway of nerve cells that extends from the spinal cord via the lower and mid-brain to the cerebral cortex. The RAS is stimulated by excessive stress as well as by poor quality sleep.

When an individual’s RAS is turned on too frequently, it can remain on, resulting in a likely short-term rise in blood pressure, increased production of cholesterol and a reduction in the body’s immune response. This often occurs through the production of excessive amounts of cortisol, which tends to lower resistance to infections and viruses.

The global downturn will be giving business leaders numerous reasons to lie awake at night. Meanwhile, in football, the spring may

»Magic number

Insomnia is a gross feeder.

It will nourish itself on any kind of thinking, including thinking about not thinking

bring the threat of relegation or pressure to bring home the silverware.

At any time of year, the life of a football manager is highly conducive to sleepless nights. On top of an 80 to 100-hour working

We all need different amounts of sleep but, on average, eight hours is required by the body to fully wind down and replenish its energy stores.

week, they face constant job insecurity, the highs and lows of competition and fierce expectations. The solution? After all, their passion for the game means managers are unlikely to walk away in search of an easy life and a lie-in. The LMA’s Fit To Manage programme is all about prevention – helping managers to cope with stress, learn to relax and check their health and fitness at regular intervals. If you can pick up the warning signs early, potential health problems may be nipped in the bud.

Players and managers have also benefited from interventions such as Performance on Demand (POD), a measurable programme that helps executives and athletes to control and enhance their

Clifton Fadiman

performance. According to the Sports Institute of Northern Ireland, users of the POD programme experienced significant reductions in cortisol levels, thought to have an influence in sleep quality. The

Vicious circle: Red u c ed q ua l i t y/ q ua n t i t y o f s l ee p

benefits apply equally in business. A recent study of FTSE top 20 companies using the POD techniques showed a 79 per cent reduction in tiredness, 74 per cent reduction in feeling exhausted and a 75 per cent improvement in perceived quality of sleep.

Good sleep is an essential element of a manager’s health and fitness and vital in effective management and clear decision-making.

Keep a regular check on your wellness, learn to relax and aim to be centred, even under severe pressure. Optimise the quality of your sleep through practiced techniques that make you less sympathetically dominated (the body’s natural fight or reaction). This produces lower levels of adrenaline and cortisol. It will also help you cope more effectively with the stresses of the game. Sleep tight.

vulnerability to: irritability, anxiety, depression, disturbed thinking, physical disorders and premature illness

The best cure for insomnia is to get a lot of sleep WC F i e l d s

Dorian Dugmore is director of the LMA Fit to Manage Programme, run in association with Wellness International at the adidas Wellness centre in Stockport, funded by the Barclays Premier League.

Sleeping is no mean art: for its sake, one must stay awake all day Friedrich Nietzsche

»

h e a lt h & w e l l b e i n g

Sleep is the interest we have to pay on the capital, which is called in at death; and the higher the rate of interest and the more regularly it is paid, the further the date of redemption is postponed

Nothing cures insomnia like the realisation that it’s time to get up Author unknown

Arthur Schopenhauer

E x p e r t v i e w:

D r D o r i a n D u g m o re

Of insomnia is thought to be the result of stress

To perform at your best, it’s essential to give the body sufficient downtime to recharge its batteries and regenerate its cells. But it’s the constant stressors – the ones you can’t just walk away from – that tend to be the main cause of poor quality or insufficient sleep.

The reticular ac t i vat i n g syst e m ( RAS ) = a twoway pathway of nerve cells that extends from the spinal cord via the lower and mid-brain to the cerebral cortex. The RAS is stimulated by excessive stress as well as by poor quality sleep.

When an individual’s RAS is turned on too frequently, it can remain on, resulting in a likely short-term rise in blood pressure, increased production of cholesterol and a reduction in the body’s immune response. This often occurs through the production of excessive amounts of cortisol, which tends to lower resistance to infections and viruses.

The global downturn will be giving business leaders numerous reasons to lie awake at night. Meanwhile, in football, the spring may

»Magic number

Insomnia is a gross feeder.

It will nourish itself on any kind of thinking, including thinking about not thinking

bring the threat of relegation or pressure to bring home the silverware.

At any time of year, the life of a football manager is highly conducive to sleepless nights. On top of an 80 to 100-hour working

We all need different amounts of sleep but, on average, eight hours is required by the body to fully wind down and replenish its energy stores.

week, they face constant job insecurity, the highs and lows of competition and fierce expectations. The solution? After all, their passion for the game means managers are unlikely to walk away in search of an easy life and a lie-in. The LMA’s Fit To Manage programme is all about prevention – helping managers to cope with stress, learn to relax and check their health and fitness at regular intervals. If you can pick up the warning signs early, potential health problems may be nipped in the bud.

Players and managers have also benefited from interventions such as Performance on Demand (POD), a measurable programme that helps executives and athletes to control and enhance their

Clifton Fadiman

performance. According to the Sports Institute of Northern Ireland, users of the POD programme experienced significant reductions in cortisol levels, thought to have an influence in sleep quality. The

Vicious circle: Red u c ed q ua l i t y/ q ua n t i t y o f s l ee p

benefits apply equally in business. A recent study of FTSE top 20 companies using the POD techniques showed a 79 per cent reduction in tiredness, 74 per cent reduction in feeling exhausted and a 75 per cent improvement in perceived quality of sleep.

Good sleep is an essential element of a manager’s health and fitness and vital in effective management and clear decision-making.

Keep a regular check on your wellness, learn to relax and aim to be centred, even under severe pressure. Optimise the quality of your sleep through practiced techniques that make you less sympathetically dominated (the body’s natural fight or reaction). This produces lower levels of adrenaline and cortisol. It will also help you cope more effectively with the stresses of the game. Sleep tight.

vulnerability to: irritability, anxiety, depression, disturbed thinking, physical disorders and premature illness

The best cure for insomnia is to get a lot of sleep WC F i e l d s

Dorian Dugmore is director of the LMA Fit to Manage Programme, run in association with Wellness International at the adidas Wellness centre in Stockport, funded by the Barclays Premier League.

Sleeping is no mean art: for its sake, one must stay awake all day Friedrich Nietzsche

»

recruitment

Equal measures The number of black managers in UK football is woefully unrepresentative of the ethnic diversity of its teams. But things are starting to change.

“While there have been many professional black footballers playing in the UK for a number of years, there are still only two senior black managers,” remarks Piara Powar, director of Kick It Out, football’s equality and inclusion campaign. He believes the imbalance is partly down to a short-sighted perception about black players. “They just aren’t seen as potential managers,” says Powar. “That view isn’t unique to football and it isn’t necessarily a conscious thing,” he adds.

Broadcaster and former Stoke City and Spurs favourite Garth Crooks goes further: “There’s a lack of belief that black players can deliver as managers.

If people still don’t think that black people have what it takes to manage, in any walk of life, they’re living in the Dark Ages. Talent is talent.”

Primed and ready Until recently, the pool of black former players who had taken their coaching qualifications was relatively small. However, progress is ongoing to ensure that anyone interested in coaching gets all the support and opportunities they need to pursue that ambition.

You don’t deserve a managerial job because you’re black, but you do deserve an equal opportunity to apply “In 2003, several black ex-players approached the

bring with them experience of multi-racial environments

Professional Footballers’ Association (PFA), frustrated

and different recruitment techniques.” Barnes believes

at the lack of response they were receiving when they

American football could also provide a useful blueprint.

applied for coaching jobs,” recalls Bobby Barnes, PFA

“In the US, they have a code of practice called the

assistant chief executive. “They weren’t even getting

Rooney Rule, whereby at least one person from an

onto resident coaching courses.”

ethnic minority must be shortlisted for every advertised

The PFA has since introduced regular meetings for

coaching job. The will to get more black people into

aspiring black coaches, and provides help and advice on

coaching has borne fruit and the proportion of black

applying for courses and jobs. “While the Pro Licence

coaches is now much more representative. Both

course was invitation-only, with few black participants,

managers at the Super Bowl final two years ago were

the PFA now sits on the selection panel and every

black,” he notes.

course includes five or so black players,” says Barnes.

“Similarly, the number of black players on the Applied

The ball’s rolling

Management course at Warwick has quadrupled.”

Of course, whenever change is set in motion, it takes

As in many sports, recruitment practices in football

time to see tangible results. It will, says Powar, be a

have traditionally been more informal than in the

generational shift. “We have to ensure there’s a wide

business world. But Powar sees this changing and the

pool of qualified coaches with the resources they need,

process becoming more formal and open. Kick It Out

and that the people recruiting take a good look at their

has its own equality standards document covering

processes,” he concludes. “It’s partly about education.”

equality and diversity policies, which it works to support

In addressing the imbalance, neither Crooks, Powar,

clubs through. “It’s about asking the right questions of

nor Barnes favours positive discrimination or token

a club’s recruitment processes, not only in management

gestures. “There are many talented black players who

but right throughout the organisation,” says Powar.

want to manage and coach, and we need to ensure

He adds that the growing number of owners, chief

equal opportunities and justice,” says Crooks. “You don’t

executives and board members coming from outside

deserve a managerial job because you’re black, but

the UK is having a positive influence on perceptions

you do deserve an equal opportunity to apply. English

and practices within game. “Having worked previously

football needs to protect and nurture all its homegrown

in countries such as the US, many sports professionals

talent, regardless of colour.”

58 The Manager

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lma news & Events

Pride of Britain David Moyes has become the first manager to win the LMA’s coveted Manager of the Year Award three times. The accolade, which is sponsored

by Barclays and voted for by managers in the top four leagues, was presented to Moyes at the annual awards evening in May. Speaking at the event in Nottingham, LMA chairman Howard Wilkinson said of the Everton manager, “David has not only transformed the club’s fortunes, he has also created a huge fan base, including many of his fellow managers. With only modest fortunes, he has shown what can be achieved through discipline, dedication and an innate ability to get the best out of every player.”

Meet in the middle The League Managers Association

management and the challenges of

hosted its first ever Midland

leadership at the highest level.

Managers’ Dinner in April, bringing

The event was also a great

together four of the game’s

fundraising platform for the LMA

brightest stars. Martin O’Neill, Tony

Community Fund, which places

Mowbray, Alex McLeish and Mick

LMA members in community and

McCarthy took part in a relaxed

charity initiatives and actively

Q&A session, giving their insight

engages them in programmes on an

into the highs and lows of football

ongoing basis.

The winners: Over 200 guests came together at the Birmingham Metropole Hotel to hear about leadership at the highest level from four managerial greats.

David Moyes previously took home the award in 2003 and 2005.

LMA Manager of the Year, sponsored

by Barclays: David Moyes LMA Special Merit Award, sponsored

by Barclays: Sir Alex Ferguson, CBE LMA Service to Football Award, sponsored

by Coca-Cola: Graham Turner Barclays Premier League Manager of the Year: Sir Alex Ferguson, CBE Coca-Cola Football League Championship Manager of the Year: Mick McCarthy Coca-Cola Football League One Manager of the Year: Darren Ferguson Coca-Cola Football League Manager of the Year: Paul Tisdale Hall of Fame 1,000 Club inductees: Steve Coppell and Graham Turner

60 The Manager

The Manager 61

»

lma news & Events

Pride of Britain David Moyes has become the first manager to win the LMA’s coveted Manager of the Year Award three times. The accolade, which is sponsored

by Barclays and voted for by managers in the top four leagues, was presented to Moyes at the annual awards evening in May. Speaking at the event in Nottingham, LMA chairman Howard Wilkinson said of the Everton manager, “David has not only transformed the club’s fortunes, he has also created a huge fan base, including many of his fellow managers. With only modest fortunes, he has shown what can be achieved through discipline, dedication and an innate ability to get the best out of every player.”

Meet in the middle The League Managers Association

management and the challenges of

hosted its first ever Midland

leadership at the highest level.

Managers’ Dinner in April, bringing

The event was also a great

together four of the game’s

fundraising platform for the LMA

brightest stars. Martin O’Neill, Tony

Community Fund, which places

Mowbray, Alex McLeish and Mick

LMA members in community and

McCarthy took part in a relaxed

charity initiatives and actively

Q&A session, giving their insight

engages them in programmes on an

into the highs and lows of football

ongoing basis.

The winners: Over 200 guests came together at the Birmingham Metropole Hotel to hear about leadership at the highest level from four managerial greats.

David Moyes previously took home the award in 2003 and 2005.

LMA Manager of the Year, sponsored

by Barclays: David Moyes LMA Special Merit Award, sponsored

by Barclays: Sir Alex Ferguson, CBE LMA Service to Football Award, sponsored

by Coca-Cola: Graham Turner Barclays Premier League Manager of the Year: Sir Alex Ferguson, CBE Coca-Cola Football League Championship Manager of the Year: Mick McCarthy Coca-Cola Football League One Manager of the Year: Darren Ferguson Coca-Cola Football League Manager of the Year: Paul Tisdale Hall of Fame 1,000 Club inductees: Steve Coppell and Graham Turner

60 The Manager

The Manager 61

»

lma news & Events

The first ever Managers’ Cup proved the perfect opportunity for LMA members to give something back to the community.

Youth on their side

“This was a fantastic event, boosting the confidence and motivation of those youngsters who took part,” said Nick Smith, head of sport development at The Prince’s Trust.

But whether the young players or the managers enjoyed

The League Managers Association

and all participants in a Prince’s

the tournament more is up for

joined forces with The Prince’s

Trust Football Initiative, benefited

debate. It’s not often you get

Trust in March to run the first ever

from the expert advice of Keith

eight leading football managers

Managers’ Cup five-a-side football

Alexander (Macclesfield), Simon

competing in one place in such a

tournament at the Manchester

Davey (Barnsley), Iain Dowie

short space of time. Needless to say,

South Powerleague.

(Newcastle), Dave Bassett, Aidy

there was a fair amount of banter

Boothroyd, Terry Dolan, Paul Jewell

and a lot of competitive spirit.

Having set up its Community Fund in 2008, the LMA is building

and Lawrie Sanchez.

However, only one team can

relationships with a

win and it was Aidy

number of different

Boothroyd’s Buckley Hill

community and charity

that took the honours. The

partners. One of the

victors were presented

aims of the fund was to

with the very first Prince’s

develop ways in which

Trust Managers’ Cup by

LMA members can become

Tony Pulis.

more involved in initiatives

“To get this initiative

that help to grow football

going and bring people

in the community.

together from different

The Managers’ Cup

communities and different

proved the perfect

areas is absolutely

opportunity. Youngsters,

fantastic,” said the Stoke

aged between 16 and 25

City manager.

62 The Manager

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lma news & Events

Charity duel On a very hot day in June, UNICEF and the LMA Community Fund held a charity pitch day at Old Trafford, in which Lou Macari, ex-Celtic manager and former Manchester United striker, and Denis Smith, member of the LMA Hall of Fame 1,000 Club, managed opposing sides. Manchester United Foundation chief executive John Shiels welcomed the teams – a home team put together by captain Jon Meenaghan, and the Football Nights team, made up of four smaller groups. Blackburn manager Sam Allardyce was on hand to present the winners’ trophy, which went to the home side.

“It’s great to see UNICEF, the Manchester United Foundation and the LMA Community Fund organising these charity matches.

I hope it’s the first of many,” said Macari. Meenaghan thanked everyone for an amazing event: “For all involved, it was one of the most memorable days of their lives.”

64 The Manager

Denis Smith (above left) and Lou Macari (above right) managed competing teams.

www.leaguemanagers.com