The Manager - Issue 3

theManager Autumn 2009

the

Manager The magazine of the League Managers Association

Issue 3 £5.00

Small steps Plus: Harry Redknapp paul Tisdale Alex McLeish Alan Smith

ba chairman martin broughton Andy Roxburgh, uefa

legend

the lma pays tribute to sir bobby robson – player, manager, mentor and friend

comment editor

One thing that stands out as we start the new season is the wealth of experience among managers in the top flight. With the economy unlikely to return to its reckless past for some time, it’s understandable that businesses should want solid, reliable leaders at the helm. It makes sense not only for what the manager might achieve, but for the message it sends out to the team, supporters and stakeholders. It says “have confidence in us”, the subtext perhaps being “keep spending or investing – we’re safe”.

Managers such as Harry Redknapp, who speaks exclusively with Sue McKellar in this issue of The Manager, can draw on vast reserves of wisdom to get them through the challenges, high expectations and mixed emotions of the season ahead.

If managers in football or any their teeth at a lower level, it may be no bad thing.

Working as an assistant, under a mentor or in an other field have to environment where you can make and learn from mistakes is healthy for anyone trying to expand their cut their teeth management skillset. at a lower level, it In this edition, we speak with four aspiring managers, who are chomping at the bit to put what may be no bad they’ve learnt into practice, but who also understand thing that a long development journey lies ahead.

But if the preference for experience means young

managers in football or any other field have to cut

We also speak with Eddie Howe, who is proof that if a club puts its confidence in a young coach it can pay off. Despite being the youngest manager in the football leagues, Howe has already guided Bournemouth through some of the toughest situations a team is likely to face. Yet, neither youth nor inexperience – he was only given the job of permanent manager in January – have stopped him producing great results under extraordinary conditions.

One has to ask what impact this kind of pressure can have on a manager. I suspect it can only be a positive one. By rising up through the ranks and getting some battle scars along the way, young managers in any business should be in a better position to stay the distance.

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: Clare Meredith Production manager: Karen Gardner Advertisement manager: Matthew Blore Business development director: Frances Hughes Commercial director: Roger Beckett 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

autumn issue the line-up

20

08

12

12

22

40

04 kicking off News and views from the past

44 the next generation

quarter-season.

We meet the hopefuls vying to be the leaders of the future.

08 HARRY REDKNAPP Staying calm and in control isn’t

48 mind, body and goal

easy when the pressure’s on. We

Backstage at the theatre or a spot

find out what makes the Tottenham

of retail therapy? According to Alan

Hotspur manager so grounded.

Smith and Paul Tisdale, pre-season training doesn’t have to take place

12 SIR BOBBY ROBSON

The Lawrie McMenemy Centre for

Few managers have influenced so

Football Research sizes up the

many lives and careers. The LMA

available options.

16 head start

52 game over?

What does going

pays tribute to a footballing legend and a great man.

on the football pitch.

30 eye to the ground

into administration

Tottenham Hotspur has big plans

mean for a

for its stadium development.

manager and his

16

team? Eddie

Talent won’t grow all by itself, you have to nurture it. We ask acclaimed

34 get personal

Howe speaks

producer Nik Powell, Dutch

Beside every good manager is

from experience.

football’s Gerard Marsman and John

a great PA, as Arsène Wenger

Feaver of the Peter Jones Academy

can attest.

54 Let’s talk business

why centres of excellence are key.

36 strength in diversity

When John Collins joined

22 martin broughton

Unifying a multicultural team has

as manager of Belgian side

The BA chairman on why short-term

become an essential management

Charleroi, communication wasn’t his

thinking has to fit within a long-

discipline, says UEFA’s Andy

only challenge.

term game plan.

Roxburgh.

58 raise the net 26 Self-defence

40 great scot!

Next year’s tax changes are likely to

To survive in a

When was the learning curve

have big implications for UK clubs.

tough market,

steepest for Alex McLeish

Barclays’ Paul Richardson explains

clubs will need

and how influencial was

a sustainable business model.

36

how to mitigate them.

his former coach and

54

mentor, Sir Alex

60 lma events

Ferguson?

Highlights from a season of events.

Kickingoff News and views FROM THE DUGOUT

make Friends & influence While businesses might be cutting costs here, there and everywhere at the moment, it seems that face-to-face networking with fellow managers, clients and associates is still high on the agenda and a worthy investment.

According to a study by business community Business Scene, two-thirds of small to medium-sized businesses are now networking in person at least once a week. Aside from helping you stay abreast of what’s going on in the market, what your customers want and competitors are doing, meeting with colleagues and associates can be a wise career move. In an increasingly competitive job market, the more you can raise your profile, make friends and influence people the better. What’s more, sharing experiences can help even the most seasoned leaders to develop and improve.

Looking ahead, the autumn holds some fantastic opportunities to meet and learn from other managers, starting with the LMA’s

$182m

inaugural conference, Touchline to Boardroom, on 24 September.

Estimated combined debt of Argentina’s first division sides, which has led to the start of the season being postponed. Fewer signings of Argentine players by European clubs – a knock-on effect of the recession – is thought partly to blame.

On the job on the up Cash-strapped businesses are increasingly turning to apprentices and interns to fill the gap created by redundancies or to avoid the cost of recruiting paid staff. While the trend has already raised concerns on

Food for thought

social mobility grounds, it’s difficult to condemn a system with the potential to be so mutually beneficial. Giving

92%

Hot list

of Brits feel happier after eating a takeaway, with

Chicken/Beef Madras

the opportunity of on-the-job training,

spicy curries coming top for stress relief.

Vindaloo

albeit unpaid, is laudable. It could

Thai red curry

provide a vital advantage when they

Pasanda

enter the paid job market and have to

Jalfrezi

compete for scarce positions.

Why? >> The red chilli in curries releases endorphins, while some vegetables (in particular, tomatoes) are rich in mood-enhancing seratonin

>> No washing up – bonus! >> Most takeaways are eaten at the start of

the weekend (and often with alcohol!)

school-leavers and young graduates

For businesses, recruiting eager youths in non-core roles can be a cost no-brainer. But the savvy businesses will be thinking long-term, using the opportunity during recession to build their talent base from within. As well

(source: just-eat.co.uk)

as massive savings in the short term, it could help ensure a more solid future.

The Manager

Richard Bevan

7 pillars The essence of sport, life & business

Perform In business, as in sport, you’re on stage and under scrutiny – more often than you think. Your mini-performances and personal interactions in the workplace leave a legacy.

Managers take centre stage Welcome to Issue 3 of The Manager, which coincides with the LMA’s inaugural Annual Management Conference at the

Compete

Emirates. This is a fantastic opportunity to bring together

Competition is the essence of elite sport

Barclays Premier League managers and leading figures in

and at the heart of a market economy.

football and business to discuss and debate the issues at

You need sound preparation, well

the heart of good management and leadership.

developed skills and a healthy review process to get ahead.

With one eye on next summer’s World Cup, the conference, entitled Touchline to Boardroom, will explore what defines success, how you build a winning team and

Focus

how you develop that team’s winning mentality. We are

Roger Federer doesn’t

delighted that Stuart Pearce, manager of the England

book his flights and

Under-21s, has agreed to join Arsène Wenger, David Moyes

accommodation – he

and Gianfranco Zola, among many others, at the event to

concentrates on playing

provide an insight into preparations for South Africa. They

tennis. It’s where

will share a stage with some of the most respected leaders

he creates value. In

in business to identify what it takes to be a great manager,

business, it’s easy to get

through good times and bad.

distracted away from what we’re good at.

The LMA’s members occupy some of the most pressured and visible management roles in any industry. With weekly AGM’s in front of 20,000 or more passionate fans, there’s

Develop

nothing quite like it. The LMA’s conference is part of our

Nurturing the potential of your people is

expanding commercial programme, bringing businesses

even more essential in a recession. Find

together through the LMA’s corporate management

ways to get your team to perform to all

network to gain an understanding of the principles and

new heights.

practices of football management at the highest level.

Lead

the game, Sir Bobby Robson. Without doubt, he achieved

Great leaders need the full gamet of skills

more than most in football, his successes spanning decades,

– from integrity and passion to public

countries, leagues and tournaments. However, it was his

speaking and the ability to understand

passion for the game that will live longest in the memory.

This issue also pays tribute to one of the legends of

and motivate people.

Sir Bobby was an inspiration to many of the LMA’s current membership and a massive advocate

Partner up

of the development of future coaching and management

Relationships, internally and externally

talent. He influenced so many of today’s managers

with customers and suppliers, are crucial

– providing advice, support and mentoring in his own,

to a successful operation.

unique way. The LMA is proud to have had Sir Bobby as its vice-president and he will leave a huge gap in

Get psyched

our close-knit community.

Mindset plays a huge role in all performance-related industries. Managing

Richard Bevan the League Managers Association

your mental downtime and factoring human motivation into decisions is even more vital in a recession. www.andrewthorp.co.uk

For more information on the LMA’s Corporate Management Network please contact Jim Souter on 07769 906295

The Manager

Eastern promise According to Arsène Wenger, more effort is needed to uncover China’s next generation of football stars.

Visiting Beijing on behalf of Castrol Football, Wenger said, “I refuse to believe that a country as big as China cannot be one of the best countries in the world.”

Despite topping the gold medal tallies at the Beijing 2008 Olympics, China has come up short when it comes to football. Ranked 97 in the FIFA standings and having failed to qualify for the 2010 World Cup, all eyes will be on its sports schools in the coming years to produce some much-needed talent.

The Barclays Premier League also visited the country recently on the brink of Beijing’s inaugural International Football Season. Richard Scudamore said the organisation was committed to a range of activities to help China develop as a major footballing nation: “The Barclays Premier League recognises that the development of the game in China is critical to football’s future as the world’s sport of choice.”

Hitting home Keen to ensure Cardiff City gets maximum matchday revenue from the city’s new stadium, chairman Peter Ridsdale is seeking inspiration and guidance from an unlikely source. Ridsdale recently hooked up with senior staff at baseball’s New York Mets, which took residence of a state-of-the-art new stadium earlier this year. He hopes to draw on the Mets’ considerable marketing experience and optimise Cardiff City’s earning potential from its 27,000-capacity stadium.

The Manager

Exeter City fans will be taking special interest in the performance of new signing James Norwood, after the Supporters’ Trust helped to pay for his transfer. The Trust created a fund specifically aimed at signing new players and will contribute each month towards the cost of Norwood’s wages.

Life lines In a career spanning more than 32 years, Lennie Lawrence has managed more than 1,000 games and gained a valuable insight into the evolution of the game and the manager’s role.

His new autobiography promises to be a revealing read. Contact Green Umbrella Publishing, 01793 778225 for more info.

Boots ‘n’ all Players from the Tranmere Rovers Academy have donated 30 pairs of football boots to the Boots for Africa scheme. The charity has so far collected around 5,000 boots, which it cleans, packages and ships out to South Africa Ethiopia, Ghana and Zambia. Wrexham and Grimsby Town have also supported the charity.

EXTRA TIME Cheltenham Town manager Martin Allen (top) raised nearly £15k for the club by completing a sponsored bike ride from his home in Berkshire to Cheltenham. Allen, who cycled the 70-mile journey with six fans, said it wasn’t just about the money: “It was a commitment to the club from the staff, the players and the supporters,” he said.

Huddersfield Town’s Dean Hoyle also took to two wheels recently on behalf of the Keep It Up campaign, which supports the club’s academy and Yorkshire Air Ambulance. Hoyle came up with the idea of cycling to

Project Malawi Premier Skills, the Barclays Premier League’s leading international

the club’s first away game before realising it would be in Southend, some 242 miles away.

Glenn Hoddle (above, bottom)

grassroots project, has launched its latest project in Africa. The innovative

has succeeded in turning out talent

course, in Malawi, will help to improve the coaching skills of around 40

from his academy in southern Spain.

young men and women, as well as teaching them how to use football as a

Four players have so far returned to

tool to develop skills in the community.

clubs in England and Spain from the

Premier Skills projects, which are run in partnership with the British

Glenn Hoddle Academy, which aims

Council, have already taken place in countries across Africa, including

to give young players a route back

Botswana, Morocco and Uganda.

into professional football.

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Experience

You take the job home with you. If you get beaten, the whole weekend is a disaster

The Manager

Harry Redknapp The Spurs boss on starting out, staying at the top and keeping a cool head in a highpressure job. interview:SUE MCKELLAR Photographs:Tom Willcocks

You started your management career in an assistant role. How important was that?

I actually started off with a year at non-league club Oxford City with Bobby Moore, which was a great learning experience. It taught me a lot about the non-league scene – when you’re dealing with parttime players, you have to hope that they’ll turn up after they finish their day job. When I subsequently joined Bournemouth, as assistant manager and then manager, I was able to draw on that knowledge of non-league players, something many young managers never have any experience of.

How did you find the transition from player to manager?

When I was assistant manager to

David Webb, he really let me get involved in the coaching, which I thoroughly enjoyed, so the transition wasn’t too difficult for me. When you’re in the assistant role, your job is primarily in training, so it’s still possible to be the players’ pal. It’s only when you become a manager and start having to leave people out of the team that it becomes a different job entirely.

What were the biggest lessons you learnt in those early days?

Certainly that you can’t be everybody’s friend. When I first took over at Bournemouth I felt very much on my own. It was pretty much just me and the kit man. Money was also tight at that time, so I didn’t have many staff to

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Experience

bounce ideas off or talk to. When you first become a manager, it can be a pretty lonely existence.

You’re not able to be friends with the players anymore; you’re sitting at the front of the coach on your own rather than at the back having a laugh with the rest of the team. And you take the job home with you; if you get beaten, the whole weekend is a disaster.

Take me through some of your biggest challenges in management so far…

When I took over at Portsmouth for the first time it was a big challenge because, in all honesty, the club wasn’t going anywhere at that point. Then I joined their rivals Southampton, which, looking back, was possibly crazy. And, of course, people also thought I was mad to return to Portsmouth when the club was bottom of the league. I really put my career on the line there, as I did when I joined Tottenham. They were bottom of the league and had I failed to turn things around it would probably have been the end of my career. I’ve given my utmost for every club I’ve managed.

But you learn a lot when things are tough, in particular, about other people around you. That’s why it’s so important to have good staff on your side. I have had Kevin Bond with me for a long time and also Joe Jordan, who is a fantastic man of staunch character. Especially when you join a club, you want people around who will watch your back, who have terrific knowledge of the game, who care and want to succeed with you.

10 The Manager

What gives you most satisfaction and motivation day-to-day?

In football, you can only really think about the week ahead.

You rarely get a chance to enjoy your success, because within 30 minutes of one game finishing, you’re thinking about the next match. It means you don’t have the time to sit back and dwell on your achievements. This business is entirely results-led; five or six bad results and your position can be in jeopardy.

I love to watch players do fantastic things in training, as well as on a match day. When you have a great team and they’re zipping the ball about and scoring goals, it’s like watching a great racehorse on the gallops.

How important do you think cultural fit is between a manager and his club?

I think a good manager can be successful anywhere. Being a good judge of players is key to that success. A bad judge will buy bad players. You have to be convinced that there is something important in every player you buy, something that will improve your team and create the right balance.

Who has most influenced you as a manager?

I was lucky to grow up as a young player under Ron Greenwood at West Ham. Without doubt, he was the best coach in England at that time. Ron was a fantastic manager – very forward thinking and his training sessions were always interesting and engaging. Then I worked under John Bonds at Bournemouth, who was a disciple

of Ron’s, but more flamboyant in style. They were both important influences on me.

How would you describe your own style of leadership?

I believe that confidence plays a huge part in all walks of life and try to instil self-belief in my players. I don’t criticise them too often and if, on occasion, I do get stuck into them they know they deserve it. I tell them straight what I think. However, I’m not one for shouting and hollering – I’d rather explain to them what they can do to improve and give them encouragement.

I am pretty relaxed and laid back, so I’m not one for stringent rules, fining players or ruling with an iron fist. I try to treat my players as responsible adults – if they can’t respond to that and behave themselves, I don’t want them in my team.

How do you maintain such a well balanced outlook when the job is fraught with pressure?

When things aren’t going well it is, of course, difficult to remain relaxed. However, it helps that I’m able to go home to my family and have quality time with them. My wife Sandra and I are involved with charities like Leukaemia Busters and the Round Table Children’s Wish, and that certainly keeps the football part of my life in perspective. I love football and, like everyone in the game, I want to be very successful. But I also know that there are other important things in life – when all is said and done, football is a game, not a matter of life and death.

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»

a tribute

Sir Bobby robson football legend A remarkable man, admired leader and oustanding ambassador for the game, Sir Bobby’s passion and dedication will live on in the countless individuals he has inspired over the years. We pay tribute.

PLAYER 1950-56 Gives up work as a colliery electrician’s apprentice to play for fulham 1956-62 West Bromwich albion, (club captain) 1962-67 Fulham 1957-1962 dons the England shirt 1958 plays in the world cup in sweden

Sir Bobby never forgot his northern roots or his mining background.

“His character was hewn out of the coalface,” said Sir Alex Ferguson

69 goals for Fulham in 152 appearances 20 caps for england

Sir Bobby was the second most successful manager to lead the national side. Paying tribute to a great leader, LMA chairman Howard Wilkinson said, “Bobby had the capacity to create in those who worked with him, and for him, a massive sense of obligation. You quickly felt that you couldn’t let him down.”

manager 1968 Fulham 1969-82 Ipswich Town (FA Cup winners in 1978, UEFA Cup champions in 1981) 1982-90 England (quarter-finals in 1986, semis in 1990) 1990-92 PSV Eindhoven (league titles in 1991 and 1992) 1990 awarded cbe 1992-94 Sporting Lisbon 1994-96 FC Porto (league and cup double in 1995) 1996-97 FC Barcelona 1997 European Manager of the Year 1998-99 PSV Eindhoven 1999-2004 Newcastle United 2002 knighthood 2003 Enters the England Hall of Fame 2005 Becomes honorary freeman of city of Newcastle 2006 Becomes assistant to ireland coach Steve Staunton 2007 Receives the BBC Sports Personality of the Year’s Lifetime Achievement Award 2008 Becomes honorary freeman of Ipswich

When Scotland manager George Burley joined Ipswich Town at the age of 15, Sir Bobby took him under his wing. His continued encouragement and inspiration fuelled a successful playing and management career. “I couldn’t possibly get my head around how my career would have gone were it not for Sir Bobby,” said Burley. “I owe him everything and hope to be guided by his inspiration.”

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a tribute

Bill Shankly once called me at 2am to buy a player. when i complained to my club they said, ‘listen Bobby, enjoy it, because when Bill Shankly calls you up at 2am to buy your players you’ve arrived’. Shankly didn’t get him Sir bobby robson

Speaking last year at a dinner held by the LMA in his honour, Sir Bobby said, “Managers are the most important people in the game. If there is anything wrong with the club they change the manager, not the chairman, the board of directors or the players. The manager is the fulcrum; everything revolves around him. A good chairman will get the right manager and then give that manager a chance. That’s all we ask.”

I was never too big or proud to ask him for advice, which he gave freely and unconditionally Sir Alex ferguson

trophy cabinet European Cup Winners’ Cup, Uefa Cup, FA Cup, 2 Dutch league titles, 2 Portuguese league titles, Spanish Cup, Spanish Super Cup, Portuguese Cup

10 The Manager

Jose Mourinho owes much to his former mentor. Spotting the natural leadership ability of the then-schoolteacher, Sir Bobby took him on board his coaching staff at Sporting Lisbon, then with him to FC Porto and Barcelona.

He is immortal – he left a mark on everyone who knew him jose mourinho

THE SIR BOBBY ROBSON FOUNDATION It is testament to his unselfish nature that, despite fighting his own battle with cancer, Sir Bobby founded a charity to help future sufferers. The Sir Bobby Robson Foundation, which focuses on the early detection and treatment of cancer and the clinical trial of new drugs, raised its initial £500k target in its first seven weeks. This helped to equip a new research centre at the Northern Centre for Cancer Care. To donate or for more information please visit www.sirbobbyrobsonfoundation.co.uk

The Manager 11

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development

Whereas young boys once played football in the streets, there are now fewer safe spaces in which they can do so. We have to artificially create those opportunities to practice 16 The Manager

Head start Unlocking the potential of the UK’s young talent will be essential to its future success.

With The FA’s National Football Centre, remarkably, still at blueprint stage after ten years, we look at why national centres and academies are the key to developing excellence.

According to business tycoon and

step-change in the delivery of

serial entrepreneur Peter Jones,

enterprise education. “We need

despite having always been an

entrepreneurs to stimulate the

enterprising nation, Britain has been

economy and businesses will need

somewhat lax when it comes to

inspired employees to help their

equipping its future generations to

companies recover quickly,” he says.

continue the trend. Furthermore, this

Having recognised the shortfall in

lack of foresight has implications not

long-term planning, the government

only for the young people missing

has pledged £8 million towards the

out, but for the future success of

NEA, which has also attracted

the economy as a whole.

considerable interest and support

While the education system

from the business community.

covers off most bases, the skills integral to success in enterprise have

Tooling up

been woefully underappreciated –

One of the key challenges for the

until now. Spotting a gap in the

NEA, says Feaver, is changing

market, Jones launched a new

people’s perceptions and

venture, dedicated to developing the

understanding of what enterprise

potential of Britain’s future high-

and entrepreneurship are.

fliers. The National Enterprise

“Traditionally, they have been defined

Academy (NEA) will offer the UK’s

in quite narrow terms – a vague

first full-time education programme

notion of business start-ups,” he says.

in enterprise and entrepreneurship,

“The reality is that entrepreneurship

providing as yet unavailable

is a skill that can be taught like any

qualifications. According to John

other. Entrepreneurs are not born,

Feaver, a former Davis Cup tennis

they are made.”

player who is on board the NEA team, now is the perfect time to create a

Whereas a conventional educational facility will send out

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0.3% of the £3.3 billion turnover of the UK film industry was re-invested in developing its future workforce in 2006 qualified graduates each year – who,

students will also have the

with similar grades, may be difficult

opportunity to address business

within structured exercises, each

to separate in terms of ability – a

issues and solve real problems,

designed to test, challenge and

centre of excellence should do more

even to set up and run their own

develop a different aspect of their

than simply tick boxes in the key

small business.

creativity. “The actor Alan Alder once

skills. The real benefit of a facility

Practice at the NFTS takes place

said that originality is unexplored

such as the NEA is its focused

Arts and crafts

territory – you get there by carrying a

programme, based on the toolset

The National Film and Television

canoe, not by taking a taxi,” recalls

required to succeed, but with an

School (NFTS) is another UK centre

Powell. “That’s very much the

emphasis on applying those tools in

of excellence where putting skills into

approach at the school.”

practice. While some things can be

practice is at the heart of learning.

taught, others must be learnt.

Nik Powell, one of the UK’s top film

Forward pass

producers and director of the NFTS,

The NFTS is a major part of a

and A-Level have often relied on a

agrees that to be competitive in a

coordinated plan to re-invest more

traditional approach to learning –

global industry you can’t be insular or

of the industry’s revenue into

heavily focused on the theory of

learn things in isolation.

education, training and personal

“Business studies courses at GCSE

business and delivered through

“To negotiate their way up the

development. This was in dire need:

textbooks in a formal classroom

greasy pole, students need to

in 2006, only 0.3 per cent of the

environment,” explains Feaver. “This

understand the landscape of the

£3.3 billion turnover of the UK film

approach, while extremely valuable,

industry and the economic models

industry was re-invested in

can’t replicate the real business

within it,” he says. “Many of the

developing its future workforce.

world. Being entrepreneurial is about

decisions they’ll have to make in their

Yet, even this tiny amount looks

managing and exploiting risk, being

careers will depend as much on their

substantial when compared to the

creative and innovative, and

knowledge of the industry as a whole.

proportion of revenue that finds its

challenging current methods.”

“Someone’s success in the film

way back into the UK football

It isn’t, therefore, only the

and television industry depends on a

industry. According to Deloitte’s

qualifications that are new at the

combination of their core skills or

Annual Review of Football Finance,

NEA. “We are pioneering a

‘crafts’ and their creative personality.

of the £2.5 billion revenue generated

completely new approach to

The NFTS works on these in parallel,”

by the top 92 clubs in the Barclays

teaching entrepreneurship, with a

says Powell. “You do what you have

Premier League and Football

strong focus on the practical side of

to do in order to do what you want to

Leagues, only around 0.02 per cent

learning,” says Feaver. “As well as

do,” he tells his students. “The job of

was put back into education and

teaching business knowledge and

an institution like ours is to create the

training for its technical and

theory, our programmes will feature

right environment in which to

management staff.

input from a wide range of

develop those technical skills and

entrepreneurs and business people,

then provide as many opportunities

the UK football industry depends

who will act as coaches and mentors

to put them into practice as possible.

heavily on the level of forward

to the students.” Through

Through their mistakes, they will fine-

planning today. A lack of investment

masterclasses and work experience,

tune their natural creative ability.”

in its future workforce has similarly

18 The Manager

Just as in enterprise, the future of

Peter Jones believes the National Enterprise Academy (NEA) can help transform the entrepreneurial culture of the UK, help make the UK a global leader in enterprise education and strengthen the UK economy.

Examples of the positive wider impact of centres of excellence also exist in the arts, says the NFTS’ Powell. He notes, in particular, the success of the National Film School of Denmark and the transformation that has taken place in the Danish Film Industry as a result.

In part, the impact of such a school on its industry will be down to the talented individuals it produces.

But, more than that, the bar tends to bleak implications for the state of

things up at a later stage, it becomes

be raised for all involved – students

the industry as a whole. Unless

much more difficult. The earlier you

and coaches. Any training or

budding players and coaches receive

start to learn, the better.”

development facility worth its salt

the professional support needed

Marsman says that changing

to fulfil their potential, there are

lifestyle trends in recent years has

coaches alongside its intake. “One of

plenty of other nations that will be

made the provision of structured

the central tenets of the teaching at

more than happy to come in and take

training in clubs and, especially,

the NFTS is engagement between

their place.

academies even more important.

students and staff,” says Powell.

In Holland, the emergence of

“Whereas young boys would once

will be nurturing experienced

“Each year, we get a new influx of

dedicated training academies has

have played football in the streets,

students, who bring their own

been key to the nation’s emergence

there are now fewer safe spaces in

culture, originality and freshness. It’s

as a major footballing power over the

which they can do so,” he says.

the job of the younger generation to

past five to ten years. Dutch

“Instead, children are now spending

challenge their elders; it prevents

professional footballers and coaches

more time sedentary, playing on the

things from becoming stale and

have become increasingly sought-

computer. We have to artificially

reminds you that there is more than

after by clubs worldwide and the

create those opportunities to

one way to achieve something.”

nation is considered by many to be at

practice football.”

the fore when it comes to progressive

Since the emergence of the Dutch football academies, Marsman has

Knock on

seen an increased openness to new

In the same way that French football

ideas in Holland’s football industry:

and coach and now director of the

was revitalised by the success of its

“While for many years there was a

Dutch equivalent of the League

Clairefontaine national football

complacency among our coaches,

Managers Association, believes the

centre and a number of youth

more recently there’s been a

Dutch system of starting training

academies, Holland’s new culture of

realisation that the learning never

young has been central to its success

professional development has had

stops. You have to work hard every

in developing players.

marked effects on the Dutch game.

day to improve yourself, learn from

As well as turning out great players, it

other coaches, other countries and

boys as young as four or five playing

has gained Holland an enviable

other sports. You can’t be

in club sides, learning the core

reputation and resulted in there

complacent or blind to what’s going

technical skills and becoming familiar

being a number of highly respected

on. You have to keep looking for ways

with the basics of the game. “From

Dutch coaches and managers.

to improve.”

training and development.

Gerard Marsman, a former player

In Holland, it’s common to find

an early age, they receive formal training in everything they will need,” he says. “That’s very important

There are numerous opportunities for businesses to get involved and support

because, while it is possible to pick

the National Enterprise Academy. For more information visit www.thenea.org

20 The Manager

»

forward planning

While there will always be fires to fight, you can never take your eyes off the end goal.

Martin Broughton, chairman of British Airways, gives us the long and short of planning in adversity. interview:Alice Hoey Photographs:Paul Stuart Never forget where you are trying to get to.

Whether you’re in business or football, there will always be short-term problems that require your immediate attention. You can’t be blinkered to what’s going on around you or ignore what the competition are doing. Your customers certainly won’t.

However, if you focus too much on the short-term issues, there is a danger that you’ll lose sight of your long-term goals. It is, as Charles Hummel wrote, “the tyranny of the urgent”. I believe you can only deal with the short-term challenges with any real integrity if you remain mindful of what you are trying to achieve in the long term.

At British Airways (BA), it is our long-term objective to remain a sustainably profitable premium airline. To fulfil our long-term goals will require not just short-term measures, but permanent structural change.

After all, when the recession ends and things start to return to normal in the economy, we won’t necessarily see that translate into immediate change within the business.

To an extent, we are shooting in the dark.

There aren’t many industries where you have to make such major longterm financial commitments in an environment where external factors – from terrorism to pandemics to global recession – can affect your business so dramatically. It is one of the main reasons why airlines, in general, have been less profitable than businesses in many other sectors.

For example, in 2007, we started a ten-year programme of renewal for our long-haul fleet, the first delivery of aircraft being in 2011 and the last due around 2020. When you consider that these aircraft will be flying for at least 20 years after that, we were making a purchase decision in 2007 on something that will still be in operation in 2040.

»

forward planning

Essentially, we have to make huge decisions and investments without knowing what the market is going to be like. It only takes a look back at the structural change that has taken place over the last 30 years to see that things can change very dramatically.

Sharing with competitors can make good sense.

Few businesses would ever think of cooperating with their competitors in the way that we do in the airline industry. Instead – as has been the case in many sectors, especially consumer goods – you get consolidation. The strong get stronger as the weak go out of business or are acquired by their larger competitors.

However, for various legal reasons, mergers and acquisitions are very difficult in the airline industry, as they are in football.

The next best thing – and really the only other option – is to share our routes and resources with other airlines, principally through our alliances.

Not only do these kinds of partnership give the business a more rational structure and position, they are also in the best interest of the consumer.

Rather than two airlines flying to a destination at a similar time, for example, it makes more sense for them and their customers if they agree to spread the flights.

I’m surprised that more football clubs don’t share their facilities. While Inter-Milan and AC Milan are fierce competitors, their arrangement to share the San Siro stadium has been a very successful one.

24 The Manager

Complacency is dangerous.

It is much easier to hold on to your existing customers, so it’s tempting to focus on acquiring new ones. However, ensuring your customers are happy and spending is a far better strategy.

Customers who have had a good experience with your company won’t always convey that to others, but if they’re not happy they will certainly spread the word. If you lose one customer, it usually has a knock-on impact.

Pride is a great motivator.

People like to be part of a winning team, whatever business they are in. To be part of an organisation that feels like it is going backwards, shrinking or is on the defensive can be very demoralising. That’s why it is essential that we demonstrate to our customers and employees that we’re constantly innovating and investing in the customer.

As many BA staff are not office based, communication can be a particular challenge. However, in a service-oriented business like ours, effective internal and external communication is essential. A significant proportion of our workforce is interfacing with customers all the time and their job satisfaction depends largely on whether those customers are happy. If they sense that you are cheapening the product, you will lose them. It comes down to pride.

Whenever you speak publicly, it’s important to recognise that you are addressing a wide range of audiences – shareholders, staff, the media – who will each

interpret your words differently.

The key is to ensure that your messages are consistent; try to deliver a different message to each audience and you’ll be caught out.

There has been insufficient investment in nurturing Britain’s future talent.

It is one of the things that most frustrates businesspeople when it comes to government education policy. There’s a widely held view that schools should focus not only on teaching academic skills, but

You can’t be blinkered to what’s going on around you or ignore what the competition are doing. Your customers certainly won’t

also employability skills. These are simple, but essential, things like communication and teamworking.

The next level up is adult education, on which the business community spends £37 billion a year – a massive investment compared to the £3 billion spent by the government. But, because businesses are having to shoulder the burden of this education, they tend to tailor it according to their own needs. This means that future generations of businesspeople are acquiring important, but somewhat narrow, skillsets.

A recession can generate innovation and opportunities.

Some of the biggest names in business – Microsoft and Google, to name just two – have emerged from recessions, so it is possible to draw positives from the experience. And it can effect change. We’re already beginning to see a shift in the way that companies approach working patterns. Businesses are showing greater flexibility in the number of hours worked and a willingness to compensate staff for lost earnings, through benefits or a share in

future success. Employees are also becoming more willing to take the pain in the short term – perhaps in terms of wages or hours – in order to secure a better long-term future for the business and reap the rewards when it pays off.

It’s likely that we’ll see a move toward these kinds of share schemes, which traditionally have been difficult to establish on a wide scale.

Going through hard times is always salutary – nobody looks forward to it, but you soon learn who your friends are.

The Manager 25

»

s t r at e g y

Selfdefence How clubs position themselves in the changing market will determine which sink and which swim. We ask the Lawrie McMenemy Centre for Football Research to review the challenges ahead for clubs and identify some winning business models.

It was during the UK’s last recession in the early 1990s that the Premier League was born. Since then, the economy has flourished and the Barclays Premier League has become the most watched and lucrative league in the world.

The incredible growth rates have been partly fuelled by an increasing domestic and global media profile.

While domestic television rights are currently valued at £1.8bn, some experts predict that overseas rights, currently valued at £625m, will eclipse this figure when they come up for renewal in 2010. The potential combined revenues of some £4bn

» siz ing up the opposi tion Sponsorship Many traditional and

secure the short-term credit they need for day-to-day activities.

potential sponsors are

Likewise, larger-scale

now reconsidering how

projects, such as building

much, if anything, they

new stadia or facilities, or

are prepared to pay to

developing talent may have

feature their name on a

to be postponed.

team’s shirt or billboard.

may help to insulate clubs in the

Firms large and small are

Barclays Premier League from some

downsizing their sponsorship

Many clubs have had to stabilise

of the problems of the downturn.

strategies across a number of sports.

admission prices and are finding it

One effect of the growing appeal of

Some sponsors may even have gone

increasingly difficult to sell lavish

the Barclays Premier League, here

out of business.

hospitality packages to corporate clients.

and abroad, has been a change in

Ticketing

Indeed, in their 2009 Review of Football

the dynamic of club ownership and

Financing

Finance, Deloitte’s Sport Business Group

sponsorship. Increasingly, foreign

With financial institutions reluctant to

identified an almost universal change

investors are adding Barclays

lend, clubs may find it more difficult to

in policy, with clubs either freezing or

26 The Manager

Dr Sue Bridgewater (pictured) is associate professor of marketing at Warwick Business School, where she leads the Certificate in Applied Management

Demand at small and medium-sized clubs can be variable; the problems associated with the recession are likely to be more pronounced

reducing prices across the board for

shirt when a player moves on. For all their

Expensive assets

the 2009/10 season. To fill their stadia,

enthusiasm, families may have to choose

Players continue to

many clubs are now relying on the kind

between the shirt or going to a match.

command premium

of expensive sales promotion techniques

Being known as a former successful player can be Adams aTonyblessing.

It can also be a curse wages. In the

more commonly found in retail,

Ownership

especially as other spectator sports and

Globalisation has seen a sharp increase

League, the wage

entertainment can often compete better

in the number of wealthy club owners

bill has increased

for the public’s limited spending.

from overseas, which exposes clubs to

by 23 per cent since

new vulnerabilities. These can be seen

2007 and the wages-to-

Merchandising

at a global level, but are felt very much

turnover ratio currently sits at 62

As UK households tighten the purse-

at local club level and by the supporters.

per cent. Some clubs will be unable to

strings, sales of replica shirts – for years an easy market

Potential club owners are

increasingly aware of the

Barclays Premier

accommodate these high prices, while others, predominantly those outside of

– may fall. Some families

risks associated with football

the top flight, may be forced to prune

may not be able to afford

club ownership and may

back their squads and be more realistic

to buy both home and

be less willing or able to

about what can be achieved with their

away kits, or to replace a

take them.

existing players.

The Manager 27

Premier League football clubs to

»Wi n n ing tactics

their investment portfolios, while

The community chest

global sponsors continue to align

Local affection and support towards a club can be turned into a marketable

themselves at the top of football’s

brand. This can generate revenue through the sale of a wide variety of local

global hierarchy.

goods and services, not necessarily related to the game. This strategy often

While it is too early to predict the full effects of this latest phase in

works best where there are few other teams in the area of the same stature.

the globalisation of football, it could

The nursery school

expose clubs to new vulnerabilities.

A club can use its expertise to develop young

Consider, for example, the case

talent, then sell those players. This strategy

of West Ham United. The club

requires young, talented players to be

lost its primary shirt sponsor – XL

showcased in the first team, which tends

Airways was an early casualty of the recession – then faced further financial uncertainty when Icelandic bank Landsbanki went into receivership. However, West Ham remained focused on the future and was able to absorb the losses. Other clubs may not be as durable.

This example highlights the fact that, while there will be significant challenges for all professional

to lead to exciting, if inconsistent, performances. It is possible to achieve a high position and a measure of solvency with this strategy, but care must be taken to retain some players or fans can become disillusioned.

The high roller A club might invest heavily in its squad in the hope that subsequent on-field success will pay the bills. While a club is unlikely to be able to consistently achieve the highest honours with any other kind of strategy,

football clubs, many in the Barclays

the risks are enormous. Should the squad fail to blend or the backer become

Premier League are relatively

dissatisfied with performance, it can leave the club with crippling debts and a

protected. However, while the

depleted squad.

big clubs remain commercially appealing, demand at small and

The yo-yo

medium-sized clubs is somewhat

Some clubs find themselves bouncing between divisions and leagues fairly

more variable. There, the problems

regularly. However, provided that fans and backers don’t develop unrealistic

associated with the recession and an

expectations or invest too highly, this can be a workable strategy, with the income

uncertain economic future are likely

from the higher levels paying off debts and bills.

to be more pronounced.

The strategic positioning of any business is vital for both short and longer-term success. As the

needs and allows them to deal

brings fresh challenges in the

recession bites and during the long

with the challenges of an uncertain

coming years, how clubs position

recovery period, football clubs will

economic environment.

themselves to adapt will become

have to position themselves in such a way that suits their individual

Football clubs have the capacity to position themselves as some of the ultimate passion brands 28 The Manager

Get the strategy right and it

increasingly important. For those

can secure a club’s future post-

clubs that rely heavily on their fans

recession. Get the strategy wrong,

for revenue, it will be vital.

however, and it could lead to the kind of freefall already seen in clubs

With thanks to...

across the country.

Centre director Dr Richard Elliott,

On the most optimistic note,

and centre members John Cross and

it is important to remember that

Dr Steven Henderson. The Lawrie

football is part of the very fabric

McMenemy Centre for Football Research,

of England’s social and cultural

located at Southampton’s Solent

identity. Therefore, football clubs

University, provides expert support for

have the capacity to position

the football industry, as well as delivering

themselves as some of the ultimate

a range of sports-based higher education

passion brands. However, as

professional and undergraduate courses.

the changing financial market

Visit www.solent.ac.uk/lmcfr

»

bigger picture

EAR TO THE

GROUND

As well as improving the club’s revenue potential, Tottenham Hotspur’s new stadium development promises to deliver considerable social and economic benefits for the local community.

30 The Manager

In stadia terms, size matters, especially when you have a waiting list of over 22,000 for season tickets.

Fortunately, some big thinking has gone into Spurs’ planned grounds. As well as accommodating more spectators, the plans will provide valuable new revenue streams for the club, including enhanced corporate facilities for use on matchdays and the sale of naming rights for the stadium. Consideration has also gone into the revenue potential of non-matchdays.

“The stadium will be a major new conference and events facility, which with the new 150-bed hotel will provide a new destination for businesses,” says project manager Paul Phillips. “Making the most of these commercial revenues will be key in securing the club’s long-term future and achieving greater success.”

Tottenham Hotspur has been in Haringey for 127 years and is inextricably linked with the borough.

“We are extremely proud of these roots, so it was always the preferred option to stay here,” says Phillips.

“With around a million visitors a year, we are the borough’s top visitor attraction and one of its largest employers, pumping many millions of pounds into the local economy,” he adds. Extensive consultation with the

local community, including several public exhibitions and engagement with local organisations, schools and colleges, has helped to shape and add value to the development. “For example, feedback following the first phase of consultation led to the addition of a hotel and reduction in the density of housing to the south of the scheme.” The resulting development promises to act as an important catalyst for regeneration in the area.

The brief for the stadium from Chairman Daniel Levy was very clear – build a world-class stadium, that retains the unique atmosphere of the existing one and gives the fans the best possible experience

The 58,000-capacity stadium will help to ensure that Spurs can continue to compete at the highest level and attract, develop and retain the most talented players. But other elements of the development will have wider benefits. Additions include 450 new homes, a supermarket, hotel, club shop and museum and a new public space with considerable potential for the community. The Tottenham Hotspur Foundation will also get a new base from which to run a range of sportsbased programmes with local children.

The Manager 31

»

recruitment

GET PERSONAL What makes a great personal assistant and why has it become one of the most important roles in business?

THE AGENT

two parties share the same values

As we push ourselves to achieve

and can meet each others

more, in business and leisure, time

expectations. On paper, it can be

has become the ultimate luxury for

easy to match a candidate to a job.

many people. Senior professionals

However, the most successful

increasingly realise that a strong PA

partnerships are achieved when the

can free up that time and enable

boss interviews a small selection of

them to be more productive, in and

candidates, hand-picked to suit his or

out of the boardroom.

her own personality.

People at every level of the

At the top level, PAs should also

corporate ladder are now adept at

have a good understanding of the

dealing with technology. As a result,

business they are in and bring

the main focus of the PA’s role is no

relevant experience to the role. They

longer typing emails and keeping

must be effective from day one,

diaries. It has evolved to incorporate

rather than taking time to learn the

high-level research and project work,

sector. Having good local knowledge

perhaps even presenting papers to

can also be of great value, especially

the board.

when the role requires an amount of

Whereas the PA was once reactive

personal work – whether it’s selecting

– waiting for work from the boss –

the right junior school or knowing

today, a good PA must always be one

who to schmooze to get a table, the

step ahead and proactive in

less a boss has to explain, the more of

anticipating their needs.

their time is freed up.

As with any relationship, it will always be more satisfying when the

Kirsty Miall, Attic Recruitment

The focus of the PA’s role is no longer typing emails and keeping diaries. It has evolved to incorporate high level research and project work

»

recruitment

THE CHAIRMAN

THE CORPORATE PA

great at the job you have to think

A great PA in whom you

Since I started working for Martin

ahead of your boss, get answers to

have absolute faith is

five years ago, my job has been

questions before they ask them and

worth their weight in gold.

revolutionised by technology. He has

initiate better ways of working. You

Being able to feel

embraced flexible working – making

also have to be reactive, as unforeseen

relaxed about delegating

good use of his PDA and remote

events can send your day spinning in

authority to them takes

access to the British Airways

an unexpected direction. One call can

network – and he’s happy for me to

change my priorities in an instant.

the hassle out of life; it lets you focus on what’s most

do the same. This has dramatically

Working for the head of an

important. And that needn’t only

reduced the time I have to spend on

organisation can be isolating, so

be in business – if a PA can help with

certain administrative tasks, freeing

knowing exactly where to go for

your personal admin, it leaves you

me up to venture into other areas of

information is very important. You

more time to deal with the job in hand.

interest, such as customer relations.

have to build and maintain a strong

Proactivity should be second Martin Broughton, Chairman, BA

34 The Manager

nature to a good PA, but to be really

network and use it effectively.

Experience has taught me never to

Arsène Wenger’s assistant, Sheila Horne, retires this year after nearly 39 years as an Arsenel manager’s PA. Among the managers she has worked with are Bertie Mee, Terry Neill, Don Howe, George Graham and Bruce Rioch.

The football PA

put a smile on someone’s face. It’s

As the game has become more

nice to know that, while I’m behind

commercial over the years, the

the scenes, I’m part of the team.

demands on the football manager’s time have increased. On top of

Sheila Horne, PA, Arsenal

training and matchday responsibilities, they now have

THE MANAGER

numerous commitments, both within

Whereas life can be like a bumpy

the club and externally.

road, a good PA makes it more

Before we had a press office and

like a motorway – smoother and

commercial team at Arsenal, it was

easier. In a profession that is already

down to me to deal with these things.

filled with a lot of stress, they can

I remember handling the requests for

take away a lot of the unnecessary

George Graham’s pre-match press

worries and get rid of the things you

interviews. Having those wider

don’t want to deal with.

responsibilities meant I was more

Having a PA as proficient as

involved with what George Graham

Sheila, who really knows the club,

did; I always knew where he was. In

was especially important when I first

any relationship between a boss and

started. I had a double handicap – I

his PA, it’s important to like and

was unfamiliar with the culture of the

respect one another. That respect

club and the country.

comes naturally if you’re good at your job.

To do the job well, it’s important

A club is a very complicated organisation and it is very difficult to determine how much individual

to have a good understanding of

people contribute to the team. But

assume, to learn quickly from

football. For example, you must be

the success of a club is based on

mistakes and realise there’s no such

sensitive to the impact of a poor

human relationships; if you don’t get

thing as a stupid question.

result and show empathy with the

that right, things can be very difficult.

A purely professional relationship

manager, colleagues and fans. Come

Mutual respect between the

between a PA and their boss can work

Monday morning, I can gauge when

manager and his PA is essential, as

fine. However, only a close

it’s appropriate or necessary to

are positive feelings towards each

partnership, based on mutual respect,

bother the manager and when I can

other. Of course, when you have

will get outstanding results. My

handle something on my own. No

worked together for such a long time,

admiration for Martin’s style and

two days are ever the same, and

through good and bad periods, you

ethics and the mutual trust that we

much depends on match results.

develop affection for one another. It’s

share motivate me to do my very best

That keeps the job interesting and

during the difficult times that you

for him.

me on my toes.

discover just how much you can rely

Football is an emotional game and Samantha Pitman, PA to Martin

can play a huge part in people’s lives,

Broughton

so it’s rewarding to be able to help

on someone.

Arsène Wenger

The Manager 35

»

leadership

to recruit the very best people, businesses are ignoring national borders and fishing in the global talent pool. But unifying a team of people from different backgrounds is not without its challenges.

Strength in diversity words:ALICE HOEY If someone can perform at the

highest level and generate the results your business needs, where they come from becomes a mute point. Yet, we’ve become so comfortable with national and cultural diversity that it can be all too easy to forget the subtle, but important, nuances that exist in working practices and mindsets.

While these differences can enrich the fabric of your organisation, if not managed properly, they have the potential to disturb the smooth functioning of a team and hamper individual and team performance.

Inevitably, the task of gelling together an international team falls at the manager’s feet, especially in the upper echelons of football management and in multinational corporations.

Globalisation of business has added an extra dimension to the already complex manager’s job.

“In football, the constant exposure of managers to a variety of cultures means it’s no longer possible to be parochial,” says Andy Roxburgh, UEFA technical director. He adds that the profile

36 The Manager

of the manager has evolved in tandem with the players. “The increase in player power over the last 20 or 30 years and their freedom to move between clubs has led to a very different style of management,” he says. He recalls Frank Lampard’s comment last season that Guus Hiddink would bring to Chelsea much-needed “tough love”. “It was a fantastic description of what is required of any manager these days,” says Roxburgh. “They must have a clear vision of what they want to achieve and the strength of character to impose that on the team – not in a dictatorial way, but through clever management of players. The best managers are those who can relate well to the players and impose on them their philosophy and strategy – no matter how rich or famous they are or where they come from.”

Vive la différence At the core of that leadership skill is a simple understanding of cultural differences and an appreciation that there are methods and styles other

than your own. A person’s default mindset and habits are likely to differ according to how and where they were educated or trained, and might clash with your own or those of team members.

Rather than allowing these differences to strike a wedge, a good leader will leverage them.

“Diversity isn’t about treating everyone the same, but giving them the chance to achieve equal goals by breaking down visible and invisible barriers,” says Jonathan Ferrar, HR director at IBM UK and Ireland. “Leaders today need to be more culturally intelligent and aware of their behaviour and that of their team, whether that’s driven by unconscious bias or microinequities,” he adds. “We’ve seen a cultural shift with our own leadership team, who understand the growing need for cultural adaptability.”

While people might be separated by background and language, they can be united by a common objective, shared passion or dedication. “The most important thing for a manager is to create a very clear common culture within the club,” says Roxburgh. “Then you have to select your team very carefully, bringing in players who you are confident have the potential to adapt to that culture.”

Going “glocal” At IBM, they have adopted a new Global Diversity Framework, which, Ferrar explains, includes what they call a “glocal” approach.

“We have defined a set of global imperatives that provide a roadmap for our strategy. But, while our overall strategy is global, it is flexible enough to be adapted for local relevance,” he says.

The Manager 37

»

leadership

In football, the constant exposure of managers to a variety of cultures means it’s no longer possible to be parochial Andy Roxburgh (below)

Crucially, the company doesn’t view diversity in its global workforce as something to manage so much as a valuable asset to encourage and nurture.

In 2008, the company brought together global leaders to refine its diversity strategy, based on an acknowledgement that the greater the diversity of people within an enterprise, the greater the impact a team can have on delivering innovation to clients.

While corporate or club culture is important in integrating people into a team, it can also be a major factor in attracting them in the first place. According to Ferrar, IBM’s recruitment strategy is about hiring, retaining and developing a diverse global workforce of the very best people, but, “Perhaps more important is creating a global culture that enables understanding and acceptance of the rich diversity of thought and perspective that exists in our global workforce.

Diversity is no longer just about race, gender, sexual orientation or disability – or numbers. We need to broaden the definition and objectives and create a globally sensitive corporate culture that fosters and leverages diversity of thought and relationships.”

Lost in translation The language barrier is something that managers and their employees must quickly overcome if everyone is to perform at their best. If a manager can only communicate with his or her team through

38 The Manager

skills and personality. If there are language or cultural barriers, that can be an even greater challenge.”

Team selection

a translator, their role becomes somewhat one-dimensional – you can get across the basics, but the subtleties are lost. The players, meanwhile, are likely to function more as separate entities than a properly gelled team. Building a team is complex, requiring harmony, a focus on common aims and the ability to harness personalities and individual skills – all of which takes communication.

“On the pitch, communication is less of a problem because football is a common language. In the changing room, however, it is critical,” says Roxburgh. “Managers today must wear three hats – technician, day-to-day manager and leader. You might get by with the former two skills, but it is the leadership qualities that make the difference in performance at the highest level. To be a truly effective leader, you need to be able to inspire and persuade people, using your communication

Despite the challenges of integrating players from abroad, they are easily offset by the advantages of having the best talent at your disposal. The key to making the most of a melting pot of individuals, however, is in the team you create from them.

Rather than viewing someone’s skills, experience and personality in isolation, they must be recruited based on their compatibility with others in the team.

“The most important thing at a club is getting the chemistry right,” agrees Roxburgh, “not only in terms of technical ability, but team spirit and relationships.”

A change in the attitude of some players over the years has put greater emphasis on acquiring people with the right mindset.

“Arsène Wenger has said there are two types of player at the top level – those that love the game and those that use it,” says Roxburgh. “As a manager, you want the former around you, not people who would use your club for fame or money. It comes down to picking the right people. Is it better to focus on the team or the individual? Both. The team comes first, but you have to deal with the individuals to create that team. It’s a delicate balancing act.”

»

mentoring

Great Scot!

Three of Sir Alex Ferguson’s protégées – Alex Mcleish, Mark Hughes and Steve Bruce – are now managers in the top flight.

Coincidence or influence?

McLeish talks to sue mckellar about his learning curve.

Your success at Rangers shows your ability to meet high expectations.

How did that help you to handle the pressure of managing in the Barclays Premier League?

It helped to have been through it before. As any “old firm” manager will tell you, it’s extremely intense and there’s nowhere to hide when you lose. Even a draw is a crisis if your opposition is anybody other than Celtic. The success I had at Rangers far outweighed the tough times, but the tough times prepare you to deal with other challenges.

It preconditioned me to deal with the pressure of expectation at Birmingham City and to believe in our ability to get back into the Barclays Premier League.

Circumstances can change, but expectations never do.

I’m only human and I feel the pressure of expectation the same

40 The Manager

as anyone else. But nobody puts greater demands on me than I do myself. It’s always been like that. I beat myself up at times because I’m very conscientious about my job. However, it’s never been about me; I’ve always been a team player – I want to make the fans happy. Success is an addiction for the fan and I’m fulfilled if I can feed that addiction.

In management, whether you succeed or fail, you have to do it your own way. With time, your personality comes through. I try to be honest with the players, while maintaining their confidence and motivation.

France had been World Cup finalists the season before, so we knew that, tactically, we’d have to be meticulous. If we played open football against France, they’d have destroyed us. But, while I knew our chances would be limited, I had belief in the team. Before the game, I said to the players, “One day, France will lose at home – why can’t we be the team that beats them?” Our players had great organisational skills and I could trust them. Trust is vital and we had it in abundance that night.

Managers are always learning, but what has been the most formative stage in your career?

You were manager when Scotland did the unthinkable and beat France on their own turf, another example of your ability to deliver results on the big occasions...

Without question, the move from Hibernian to Rangers accelerated my learning process. At the time, I thought the next step in my management career would be

The McLeish CV Player ›› 1978-1994 Aberdeen ›› 1994-1995 Motherwell ›› 1980-1993 Scotland Manager ›› 1994-1998 Motherwell ›› 1998-2001 Hibernian ›› 2001-2006 Rangers ›› 2007 Scotland (With a win percentage of 70%, McLeish was statistically the best Scotland manager ever) ›› 2007–present Birmingham

to move to England and work my way up, so the call from Rangers came as a real surprise.

I suppose it was indicative of the financial climate in Scotland and at Rangers that they would take a chance on a young manager.

It was a great opportunity.

Taking part in the Champions League, in particular, was a huge learning experience and helped me to prepare for management in England. I also learnt immediately how important it was for Rangers to win every single week. But I already had the winner’s mentality, having played under Sir Alex Ferguson at Aberdeen.

As a manager, you will never be able to say that you’re infallible or that you have a game completely sussed. I suspect even Sir Alex would admit that. The important thing is to learn from any mistakes that you make. Football management is a precarious profession and the game is so fickle that you’re only as good as your next game. But managers tend to have a masochistic streak that means we love it.

How did playing under Sir Alex Ferguson influence your decision to go into management?

I didn’t have a game plan to be like him or any of my other managers. But anyone who has played under Sir Alex has experienced his intensity and love of the game and it rubs off on you. We’ve probably all taken things from him, subconsciously, into our management careers. His philosophies on selecting players, in particular, have stuck with me.

Sir Alex doesn’t choose players lightly – they must have great mental strength and the character to succeed.

Management is very different now to how it was in Sir Alex’s early career. Even in the 12 years that I’ve been a manager, I’ve seen a marked change in the players and the psychological aspect of management. Yet, while many managers couldn’t make the transition, Sir Alex has successfully evolved and adapted to the changing requirements.

For example, at Aberdeen, he corrected every mistake that we made and instilled in us a desire to win; if you do that with the current generation of players you disable them, so you have to use other forms of motivation. Sir Alex’s ability to move with the times marks him out as a great leader.

Mentor hall of fame Actor and director Kevin Spacey has credited Oscar winner Jack Lemmon (top) with inspiring his acting career and advising him to go out and find his own protégées.

Sir Freddie Laker, (above) the man behind the first lowcost airline, SkyTrain, and a subsequent series of airlines, has been a hero of Virgin’s Richard Branson since he was a child and became a valuable business mentor and friend.

With jeremy darroch, chief executive of bskyb, and ian livingstone, bt chief executive, both former protégées, the success of former dixons boss sir stanley kalms seems to have rubbed off. turn over for jeremy darroch’s thoughts on his influences

The Manager 41

»

mentoring

FOLLOW THE LEADER Back in 2000, a fresh-faced Jeremy Darroch joined the Dixons group as assistant to finance director Ian Livingstone. There, the two men worked under the legendary Sir Stanley Kalms, the now-retired head of the electrical goods retailer. With Darroch and Livingstone now chief executives of BSkyB and BT, respectively, did Kalms influence their success?

Darroch: “I’ve been lucky, very lucky. I worked for a number of people when I was with Proctor and Gamble and then at Dixons from whom l learnt a great deal. I think in any job you look at the people around you and are influenced by their different styles and how they get results. You constantly look for new sources of inspiration and learning. Sir Stanley was unique in terms of the business that he built, but there were others as well.”

And the biggest lessons of the past 12 months?

“In a recession you have to make sensible choices, focus on priorities, and orientate yourself around the customer. It’s all too easy just to hunker down and focus only on the short term.

Successful businesses are flexible in the short term, but willing to prioritise the things that are really important. At the same time, they invest sensibly in the long term, focusing on what will provide sustainable success. It will be the businesses that stay on top of what is most important to them and to their sector that will emerge from the recession in the best shape.”

42 The Manager

»

the future

NEXT GENERATION

Young, keen and itching to prove their mettle in the dugout, we hear the expectations and ambitions of four future managers.

INTERVIEWS: SUE McKELLAR

STEVEN PRESSLEY I’ve always been intrigued by management and got my first taste of it a few seasons ago when George Burley left Hearts. I was made joint caretaker/player manager for a couple of weeks while the board decided on their new manager. Then, when George Burley became Scotland manager, he asked me to join his coaching staff while I was still playing.

Having that hands-on experience with Scotland has been terrific for me.

I feel extremely honoured to have been given that platform from which to learn how top players in Scotland and around the world work. I’ve been involved with on-field performances as well as some very difficult, well publicised off-field situations with players. Seeing how they were dealt with has been hugely educational. I’ve learnt a great deal about management through working with George Burley and Terry Butcher.

I was only 20-years old when I did my B licence. I went on to take my A licence and UEFA Pro Licence, which I believe all aspiring coaches and

Young managers get little time to prove themselves. I intend to make sure I’m as well prepared as possible

managers should do. It opens your eyes to everything from what happens on the training field to dealing with your club’s board of directors. On the Pro Licence in Scotland, managers such as Sam Allardyce, David Moyes and Kenny Dalglish gave seminars and shared their insight. It was hugely educational.

44 The Manager

I know that the ability to handle different characters will be important as a manager, as will an appreciation of the types of training that players respond to. In the modern game, you have to get the right blend of tactics and team preparation, while still

JIMMY FLOYD HASSELBANK

allowing your players to enjoy

Football is my life and I’d like to

he was very honest and fair. If he

training. Since my appointment as

give something back through

put you on the bench he’d explain

assistant manager at Falkirk in June,

management. I hope that my

why. George Graham, meanwhile, is

I’ve worked hard with manager Eddie

determination and desire to get

one of the best at getting the most

May to strike that balance.

things right will help me to succeed.

out of players. I’m hoping to get

However, it’s important that the

the opportunity to visit other

of my past managers. Gordon

players buy into that desire,

managers, such as Arsène Wenger,

Strachan was very intelligent and

because while you can guide them

Jose Mourinho, Sir Alex Ferguson

greatly respected by the players. He’d

in the direction you want them to

and David Moyes, to watch and

punish them when necessary, but

go, they make the final on-field

learn from them.

would keep it in the dressing room

decisions. One of the biggest

rather than making it public. I also

challenges I foresee as a manager

in me and that will give me the time

thoroughly enjoyed working with

will be communicating with the

I need to prove myself. And one that

Walter Smith and Craig Levein.

team. You have to be flexible

is aiming high, not just happy to

Young managers get little time to

enough to communicate effectively

survive. It would also be great to

prove themselves these days. I intend

with players at both ends of the age

work alongside an older, more

to make sure I’m as well prepared as

spectrum, give individuals the level

experienced assistant manager,

possible. My roles with Falkirk and

of attention they need and manage

who can advise me and provide a

Scotland will be of huge benefit to me

different personalities.

different perspective. There are so

I have learnt something from each

I’d like to join a club that believes

I’m currently studying for my A

many talented and experienced

coach and do some all-important

licence at Chelsea and have had the

coaches in English football and

networking in the industry. It is great

opportunity to coach the U17s

their knowledge is valuable.

to be able to learn on the training field

team. I’m also going to FC Twente

I hope my experience of playing

and experience a range of situations,

in Holland for a month to coach

overseas and knowledge of the

without having the burden of making

under Steve McClaren and learn

English game will be a good basis

the final decisions just yet.

from him. I will certainly try to

for my career. I want to manage in

emulate some of my former

England, so it’s encouraging to see

England at the highest level. For many

managers. For example, while Guus

former colleagues like Gianfranco

years, there have been very positive

Hiddink was a hard taskmaster to

Zola and Roberto Di Matteo being

role models in English football for

play under, he was greatly

successful here. For me, there’s a

young Scottish coaches.

respected by the players because

light at the end of the tunnel.

in that, giving me time to develop as a

One day, I’d like to manage in

The Manager 45

OLE GUNNAR SOLSKJAER From an early age, I’ve been interested in the tactical side of football and I’ve always seen myself going into coaching at some point.

When I was a young boy, I’d play computer games where you could be the manager and when I watched football matches on TV every Saturday in Norway I’d make a note of the team line-ups and what systems they were playing.

I had planned that after I retired from playing I’d take six months or a year off – I’d promised my wife. But, about 20 seconds after I told the gaffer I was retiring he said, “Why don’t you stay and coach my forwards?” I couldn’t say no to a learning opportunity like that with Manchester United. So I said yes and had to go back and tell my wife.

Sir Alex Ferguson has made reference to how well I read a game when on the bench and I take that as a compliment. It wasn’t something I did on purpose, it was just natural for me to sit and analyse a game. I feel very privileged to be in this position.

Now I’m no longer a player, I can pick

After Solskjaer retired as a player in 2007, Sir Alex Ferguson asked him to coach the Manchester United forwards, later appointing him reserve team manager.

his brains more and he opens up and

same way, I pick the best qualities of

summer. It’s very important that you

talks to you in a different way. He’s

each manager and aspire to that. You

have a base and structure to what you

very generous at imparting

have to be yourself, but you can learn

are doing, because moving from

knowledge and advice and I’ve learnt

from other people as well. I believe

playing into management and

many things over the last two years –

encouragement is an effective way to

coaching is a big change. When you

in particular, how he deals with

get what you want out of the players,

have the opportunity to coach, you can

people and picks players.

so I always try to look at the positives

put the theory into practice and deal

when I’m coaching, as well as

with issues when they arise, but having

couldn’t be the same as Ryan Giggs

correcting mistakes where necessary.

formal training and qualifications

or David Beckham, but I could try to

I have passed my A & B licences and

When I was a player, I knew I

be good at one thing they did. In the

I will start my UEFA Pro Licence this

prepares you for the reality.

I’ve been offered a few head coach jobs in Norway, but as reserve

It’s important to have a base and structure to what you are doing, because moving from playing into management is a big change 46 The Manager

team manager you can learn without the pressure or limelight. But I’m not afraid of that pressure – I’m looking forward to experiencing it again, as I did as a player. I am delighted to have this job in which I can progress and learn from my mistakes.

TIM FLOWERS When I was a player, going into management didn’t really cross my mind and I didn’t take any coaching badges. In hindsight, that was a mistake, because they give you more perspective on the game and really make you think about everything.

I’ve now my done my A and B

Having been an assistant manager, I understand the responsibilities that come with management. You get very little time to make an impact

licences and would advise any young player to do the same.

have to overcook it. Both also had an

prepared as possible and draw on

When I had to retire through

eye for a good player and I learnt

what experience you have. Having

injury, my manager at Leicester City,

from them that recruitment is a

been an assistant manager, I

Micky Adams, asked me to stay and

massive part of successful

understand the responsibilities that

coach the goalkeepers. Kevin Keegan

management. I often reflect on my

come with management. Once

then asked me to join his coaching

past managers and how they would

appointed, you get very little time to

staff at Manchester City, which was a

handle certain situations.

make an impact, so need to be quick

great opportunity to work with

I want my training sessions to be

in assessing your players and

different people with different ideas.

upbeat, sharp and enjoyable. I have

conveying your ideas to them. I know

I thoroughly enjoyed working for

found that if a session goes on for too

that it’s hard work and I’m conditioned

both Kevin and then Stuart Pearce.

long or there’s too much information,

to the long hours that come with the

the players tend to switch off. I know

job. But I have plenty of energy and

of the blue and asked me to be his

that Arsène Wenger does everything

it’s the job I want to do.

assistant manager at Coventry, I

on the clock.

When Iain Dowie called me up out

jumped at the chance to take on

It’s not easy to get an

more responsibility. I later went on to

interview for a manager’s

be his assistant at QPR. Since leaving

job these days, let

QPR, I’ve been watching and learning

alone a job. You

from football at all levels.

have to be as

The transition from player to manager was probably harder for me at Leicester City, because I went straight from being one of the lads in the dressing room to being a member of the coaching staff. Going to Manchester City was easier as I didn’t know many of the players. I was the goalkeeping coach and not a former colleague.

As well as working as Iain Dowie’s assistant, I’ve worked under many great managers, either as a player or a coach, and have learnt a great deal from them. I won the Barclays Premier League title under Kenny Dalglish and the League Cup under Martin O’Neill and the thing that struck me about their two tenures was the simplicity of their approach to winning. They believed you don’t

The Manager 47

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p r e pa r at i o n

Mind, body and goal At the core of pre-season training is mental preparation, says Exeter’s Paul Tisdale.

And, as he and Alan Smith have discovered, a little creative thinking can help get your message across.

“Managers don’t have time for

In the theatre, performers must deliver to the highest standard every time – something all football coaches want from their team 48 The Manager

gimmicks,” says Alan Smith. “As it’s best to avoid experimenting too much with your players, you have to be pretty confident that your methods will work.

“However,” he adds, “there is a tendency in football to think inwards, so it’s good to step out of the bubble sometimes.”

As manager of Crystal Palace, Smith (left) found a novel way to get his message across – in particular, the importance of consistency. “I came up with the idea of taking the players to London’s West End after meeting the conductor for Joseph and his Technicolor Dreamcoat,” he recalls.

“I was amazed by her enthusiasm, despite playing the same music over and over, and her ability to get the same high

standard out of herself and the orchestra every night.”

After one performance of the show, Smith introduced his players to the musicians. “In the theatre, performers have to deliver to the highest standard every time – something all football coaches want from their team,” says Smith. “I was keen to get across to the players the importance of delivering that consistency.” He is now using similar methods in his new role as football consultant at Middlesbrough football club.

Having played the female lead in West End hits such as Mamma Mia and My Fair Lady, Helen Hobson can attest to the high demands of work in the theatre. She sees clear parallels between performing on stage and on the pitch and found Smith’s idea to be very innovative:

The Manager 49

»

p r e pa r at i o n

“Before a performance, each team will warm up and receive a pep talk or director’s notes. And they are both physically demanding roles, requiring a high level of fitness.”

She adds that, while there might be star performers, both are team games. “You rely on each other to deliver the final product,” says Hobson (above). “Sometimes you might feel below par, but you still have to go on and deliver a great show for your audience.” Despite playing the same role every night, she has never found it boring: “I take a pride in what I’m doing and each time I step onto the stage it feels different.”

No nonsense While he is a staunch advocate of sticking to the norm when it comes to pre-season training, Exeter manager Paul Tisdale (below) has also used non-football examples to get his messages across. When he was head coach of the football side at Team Bath – Bath University’s sports brand – Tisdale took his players to the London offices of Ted Baker. As a friend of founder and chief executive Ray Kelvin, Tisdale saw an opportunity to give the players a unique window into another business. “I wanted to show them that, despite being very different types of business, many of the same rationales, such as structure and discipline, apply.”

If it wasn’t for the unfavourable logistics, Tisdale might repeat the exercise with his Exeter team.

As it is, he regularly visits

Ted Baker for inspiration and a fresh perspective on management.

The priority in pre-season training, says Tisdale, is mental preparation, rather than technical or physical work: “To achieve that, the most important things are creating the right culture and ensuring that management is structured, honest and rational.

Once you have a stable, consistent environment, it becomes easier to deal with the people in it.”

When it comes to preparing players physically for the new season, Tisdale isn’t in favour of the archetypal three or four weeks of intensive physical work, nor training away from the normal environment. “Players need to know where they stand and their expectations should match up to the reality,” he says. “My preseason training regime differs little from during the season – in fact, it is probably less intensive. I prefer to start slowly and steadily, thereby minimising the risk of injury. Then I give the players every chance possible to train, from day one right through to the end of the season.”

Tisdale suspects his straightforward, logic-based approach stems partly from his apprenticeship at Team Bath. “My early management career was spent with elite-level professionals from a variety of sports, but not football,” he says. “I learnt many disciplines, from sports science to psychology, and saw the elements that underline good performance management in any business – common sense, structure and rationale. I’m not reinventing the wheel,” he adds.

“If you get the environment and the processes right, the results will come.”

Queen and country As part of their preparations for the recent npower Ashes series, the England cricket team visited Ypres in Belgium. They laid wreaths at the Tyne Cot cemetery, where more than 12,000 WWI servicemen are buried, visited preserved trenches and took part in a memorial service at Menin Gate, where the names of 54,332 men who fell in the Salient, but have no known grave are listed.

The visit was, said team director Andy Flower, part of ongoing efforts to broaden their horizons and learn more about the role of leadership and team ethics.

Having paid special tribute to those England cricketers who perished in the conflict, captain Andrew Strauss said the team learnt a great deal about the sacrifices made by their forefathers. “It’s important to take a step back from cricket at times. This visit was a deeply moving and humbling experience for all of the players and management,” he said. “Everyone came away with a greater understanding of what it really means to stand shoulder to shoulder and fight for your country,” added Flower.

Eight years ago, the Australians embarked on a similar bonding exercise, which captain Steve Waugh said at the time should be a regular part of the team’s Ashes schedule. The side returned to the Gallipoli peninsula, Turkey, where more than 8,000 Australian troops died in battle in 1915. For the cricket team, a sloping cotton field known as Shell Green struck a particular chord. It was here that a group of Australian troops played a game of cricket in an attempt to distract the Turks from the departure of allied troops.

Speaking about the Gallipoli visit in his autobiography, Waugh wrote: “True bonding experiences stand the test of time and become part of you, and most certainly, visiting Gallipoli together on our way to England for the 2001 Ashes tour had a profound effect on most of the squad.”

The Manager 51

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adversity

game over?

Going into administration doesn’t always mean the final whistle. It can be a fresh start for the business and, for a manager like eddie howe, valuable experience. words: alice hoey 52 The Manager

Waterford Wedgwood, Coffee Republic, Woolworths… compiling an up-to-date list of

failed businesses in 2009 would be a futile task. Faced with falling revenue, rising costs and dour prospects, businesses are finding it increasingly difficult to pay their creditors and many are heading into administration. The football industry has not escaped unscathed,

Liquidation is like a hearse, administration is an ambulance – for the company, there are all sorts of prognoses

Insolvency, he explains, can go

eventually buckling under financial

one of two ways: “Liquidation is

pressures that had been evident

like a hearse, because the business

since the club’s move to a new arena

is dead with no hope of revival.

in 2003. Poor attendance, partly

Administration, on the other

due to the recession, was the nail in

hand, is an ambulance – for the

the coffin, leaving the club knee-

company inside there are all sorts of

deep in debt.

prognoses. It may die, it may recover

While the administrator sought

quickly or it might need to undergo

a buyer for the club, it was forced

some kind of surgery before

into desperate cost-cutting

emerging in better shape.”

measures, releasing players from

Administration effectively

their contracts and making coaching

provides a breather, freezing any

and administration staff – including

action from creditors and winding

caretaker manager Martin Gray

up proceedings from HMRC, who

– redundant.

may be trying to recoup unpaid

On the flipside, where

taxes. “Having taken control, the

administration results in employees

administrator must come up with

being able to remain in an

a rescue strategy that will secure

organisation, the outcome can be

the best possible return for all

very positive. Once back to business,

stakeholders,” says Taylor. “That

staff will often find themselves in a

includes not only creditors, but staff

company with far greater financial

and anyone who deals with the

stability, and purged of its previous

company on an ongoing basis.”

debt and uncertainty.

Hold tight

Down to penalties

While existing management,

Of course, unlike in other business

directors and stakeholders might be

sectors, administration brings an

consulted during the administration

extra kick in the teeth for football

process, they are out of the loop

clubs – a ten-point deduction. After

when it comes to decision-making.

a valiant fight to avoid the drop, it

For football managers and other

was this points penalty that sent

He may be the youngest manager

club employees, the impact of

Bournemouth into League Two for

in the UK football leagues, but

the administration process will

the 2008/09 season. Once there,

Bournemouth’s Eddie Howe has

depend largely on the agreed

the club was hit by a further 17-point

already faced some tough challenges

rescue package. They are unlikely

deduction, due to unresolved issues

– and is stronger for it.

to find themselves the subject of

with its creditors. According to

investigation.

manager Eddie Howe, the impact

Company directors, meanwhile,

on the team was severe. “Morale

Southampton, Darlington and

would be wise to seek professional

was the lowest it has ever been and

Stockport County among the clubs

advice the minute insolvency looms.

it was a major factor behind our

hit by insolvency so far in 2009.

Make the wrong decisions and they

disappointing start to the season.”

As Andy Taylor, an insolvency

could face personal liability or,

When former boss Jimmy Quinn

lawyer with southeast-based asb

worse, disqualification from acting

lost his job in December 2008,

law, points out, football clubs face

as a director in the future. Unless the

Howe, then assistant manager,

additional pressure to stay afloat:

administrators report back that they

took over as caretaker. Just two

“Unlike most businesses, sports

have acted in the interests of the

games later, the position was made

clubs have an important community

creditors, they could incur the wrath

permanent, which at 31 made

dimension and it can take

of the regulators. This can mean

him the youngest manager in

considerable time and money to

having to cash in or loan out players

English football. He faced an uphill

assemble something of quality. For

or make staff redundancies to cut

challenge. “We were in the middle of

the fans, the idea of their club going

running costs.

a massive relegation fight and there

out of business is abhorrent.” But,

For some clubs, the implications

was a lot of negativity in the club,

he adds, “Administration can be the

of that can be serious. Darlington

which I needed to turn around,”

best chance of long-term survival.”

entered administration in February,

recalls Howe. “I set the players a

The Manager 53

series of targets to hit in order for

assistant Jason and I have relished.

us to escape relegation, and used

We’ve tackled it head-on rather than

team-building and bonding sessions

feeling sorry for ourselves.”

to lift their morale. It was important that the team spend as much time

What doesn’t kill you…

together as possible to lift their

With potentially very positive

team spirit and hopefully transfer

long-term consequences, it would

that onto the pitch.”

be a mistake to speak about

Since a transfer embargo was

administration with a sense of

placed on Bournemouth in January

finality. After the short-term trauma

2009, Howe’s biggest hurdle has

and change, there is often a fresh

been an inability to bring new talent

injection of capital, backers with

to the club. “In this kind of situation,

enthusiasm and a solid strategy and

you’re met by financial barriers

a sense of security that may have

at every turn,” he says. “It can be

been lacking for some time.

frustrating when you can’t do the

For Southampton, whose holding

little things, like organising team

company went into administration

events or a massage for the players.”

in April, a knight in shining armour

However, Howe adds that there

rode in at the 11th hour. Fans and

FAIR COP? It might seem like kicking a dog when it’s down but, says Andy Taylor, the ten-point rule isn’t simply a punishment: “When a club is in administration, it still needs to fulfil player contracts and keep the squad strong. Players, therefore, tend to be paid in full, while other creditors are not. Meanwhile, administration allows the club to divest itself of debt, which may include transfer fees owed on its players. The result can be a club, under a new company, with a great squad but none of the associated debt. The penalty is meant to make things fairer on other clubs in the same league.”

are plenty of positive things you can

stakeholders will have been buoyed

do that don’t rely on money and it’s

by Swiss businessman Markus

these he has focused on. It worked.

Liebherr’s confident words about

From a precarious position at the

rebuilding the club and planning for

“People can be quick to write you

bottom of the table, Howe led the

the long term.

off, but that’s motivational; it’s been

side to a series of impressive results

Bournemouth’s future also looks

a good opportunity to prove them

and safety from the drop. “How you

more stable following its takeover

wrong,” he says. “Things can’t get

train and communicate with your

by a consortium led by local

much tougher than they have been,

players is free,” he says. “It has been

businessman Terry Murray. Howe

so if we can come out the other

a huge challenge, but one that my

remains positive and determined.

side, we’ll be much stronger for it.”

“It’s been a whirlwind, but the attitude of the players and staff has been exceptional” – Eddie Howe

54 The Manager

»

experience

Let’s talk

business Getting your message across in English can be hard enough, but French? When John Collins took the manager’s job at Belgian side Charleroi, communication was just one of many challenges.

“It was a real eye-opener,” said the

Talk the talk

former Scotland international and

It was, however, a challenge Collins

Hibernian manager of his arrival

was keen to take on, not only to

in Charleroi – a small, struggling

advance his coaching skills and gain

club in a down-at-heel, working

experience of a foreign club, but to put

class town. The side was points

his communication skills to the test. In

away from relegation and fighting

the end, he says, this proved one of the

to survive.

most satisfying aspects of the job.

When you take leadership of a

“I speak French, but part of the

business in such a precarious position,

challenge for me was to coach in it,

expectations can be pretty low. But, as

use it to motivate the players and deal

Collins points out, it also lands you

with the media. Good communication

with a heavy responsibility.

is 95 per cent of the manager’s job,

“Morale is low and you’re under

especially when you move lower down

intense pressure from the players and

the leagues. To get the absolute

club employees to get results,” he

maximum out of every player –

says. “You’re always looking over your

physically and mentally – you need to

shoulder and thinking about the

push, motivate, train and get to know

realities of the situation; people could

them. You can only achieve that

lose their jobs. That makes it a very

through excellent communication.”

difficult environment to work in.”

While the majority of his players spoke

Good communication is 95 per cent of the manager’s job, especially when you move lower down the leagues 56 The Manager

The Collins CV Player ›› 1984–1990 Hibernian ›› 1990-1996 Celtic ›› 1996–1998 Monaco ›› 1998-2000 Everton ›› 2000–2003 Fulham

›› 1 988-1999 Scotland 58 caps & 12 goals Manager ›› 2006-2007 Hibernian ›› 2008-2009 Charleroi

BUSINESS IN BELGIUM – THREE FAUX PAS ››

The linguistic divide between the French-speaking Walloon region and Dutch-speaking Flanders (there is also a small German enclave) is distinct and somewhat sensitive. Speak French to a Fleming and he may well resent it; address a Walloon in Dutch and they’re unlikely to understand you.

››

“What do you do?” might seem a natural conversation opener, but not so in Belgium. Personal topics and boasting about achievements are a no-no.

››

While café culture and lunchtime meetings are part of Belgian culture, getting overly exuberant or animated in public is not. Don’t let the Duval go to your head.

closed. “It was very difficult to have a player signed without my knowledge,” he says. “That might be how it works at some clubs, but it isn’t the way forward in my view.”

Other than his assistant, who joined him at Charleroi, Collins chose to work entirely with the club’s existing staff, who he found to be a huge asset.

“You have to embrace the local talent and knowledge within the club, and spend a lot of time really getting French, one surprise for Collins was

on time, every day. These little things

to know your staff and players,” he

the cultural diversity at Charleroi and

can annoy you, but you have to learn

says. And, he adds, the relationship-

in Belgian football as a whole. It meant

to adapt to them.”

building has to go both ways. “It’s vital

working with players from a range of

that you earn the respect of your team

Fitting in

and demonstrate your enthusiasm for

Collins also had to adapt to an

the job, especially in the first weeks

your comfort zone and forces you to

unfamiliar structure within the club,

after you arrive,” he says.

be adaptable,” says Collins, who as a

working for the first time in his career

player spent several seasons at

with a director of football.

backgrounds.

“Working abroad takes you out of

Monaco. “You can’t turn up with a set

“I believe this kind of club set-up

While Collins’ contract at Charleroi was only short term, the experience he has gained with the Belgian side –

view of how to do things, because

can work well for a manager, in

from adapting to a different culture

players respond in different ways.”

particular, in helping to secure their

to leading a team on and off the pitch

preferred players,” he says. However,

– is likely to bolster his confidence

particular cultural sticking point with

in one memorable incident at

and add a valuable string to his bow

some of his players. “I really had to

Charleroi, Collins found himself with a

as a manager.

drum into members of the team the

player he’d neither seen nor heard of,

importance of turning up to training

just before the transfer window

For Collins, timekeeping proved a

Collins now looks forward to the next challenge, wherever that may be.

The Manager 57

»

finance

Raise the net

In an increasingly global football industry, competition for the best talent is about to get even tougher. But, says Barclays’ Paul Richardson, a little financial planning can help UK clubs to stay ahead.

For businesses across the board, offsetting falling revenue with cost cutting measures has become an essential skill in the recession survival kit. But when your most expensive asset offers arguably your biggest chance of success and growth, juggling the finances can be a considerable challenge.

These are uncertain times for English football clubs.

Sponsorship and TV deals in sport are increasingly difficult to come by and clubs facing dwindling attendance figures may be forced to cut ticket prices or offer incentives to tempt cash-strapped spectators through the turnstiles.

Taxing times Yet, even against this backdrop, a bigger obstacle looms. “The changes to UK tax laws, effective from April 2010, will bring some major challenges for football managers,” says Paul Richardson, a director of Barclays Wealth and global head of sports media and entertainment. “The new 50 per cent tax rate for the highest earners – up from the current 40 per cent – will make it increasingly difficult to compete for players and could have serious cost implications for clubs’ already substantial wage bills.”

Under the current tax regime, a player at an English club earning £100k a week will take home a net income of £60k. However, once the rate goes up, that will drop by £10k. “Players are likely to demand a higher gross salary from their

58 The Manager

band for footballers is 25 per cent, a player on £100k a week gross would take home a net of £75k, some £25k more than they would get at a UK club after the tax hike.

Level the field

The new tax rate will make it increasingly difficult to compete for talent clubs to offset the additional tax and prevent any drop in their net earnings,” explains Richardson.

“If the clubs agree, it will dramatically increase their wage costs. If they don’t, they could find it difficult to attract players from overseas. Players already in the UK, meanwhile, may well look to foreign clubs with more favourable financial terms.” In Spain, for example, where the maximum tax

Yet, there are things UK clubs can do to maintain their competitive edge without the financial hit.

“Often, when a player comes to the UK from abroad, their tax structure isn’t as efficient as it could be,” explains Richardson. “If a club comes to us early on, before the player has signed a contract, we can look at the most efficient tax vehicles for their salary, putting a certain amount offshore. This means the club may not have to raise their gross salary to the same extent and so can compete better on a tax basis with foreign clubs.”

One option where the foreign player is well known, he adds, is to use their image rights as a tax vehicle: “Where they have a genuine ‘image’ and are performing duties outside the UK, some of the cash earned can be paid offshore, where it will avoid the 50 per cent tax deduction.”

Like any businesses, football clubs are now looking for ways to manage their working capital more effectively. As Richardson says, “By helping managers to mitigate the impact of next year’s tax changes, we can ensure they prevent player wage bills from escalating, and help them retain and attract the international talent so important to their success.”

»

lma news & Events

Charity match pays tribute An England side, managed by LMA chairman Howard Wilkinson and featuring the likes of Alan Shearer and members of the 1990 World Cup squad, played Germany in July, beating them 3-2. The proceeds of the charity match, held at St James’ Park, went towards the Sir Bobby Robson Foundation, which has already raised more than £1.3 million for trials and treatments in the fight against cancer. The charity’s founder, the late Sir Bobby Robson, attended the match, providing the players and the many personalities who turned up for the event the opportunity to honour the great man and his achievements. Don Howe, Howard Wilkinson’s assistant on the day, said of Sir Bobby, “If someone says ‘you can’t do that Bob’, he’ll get it done.

He’s got that inner determination.”

60 The Manager

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lma news & Events

Salon Privé, the UK’s ultimate threeday Super Car event at the exclusive Hurlingham Club, provided the setting for a recent charity evening in aid of the LMA Community Fund.

The focus of the Sportsman’s Dinner, held jointly by the League Managers Association and the Professional Players Federation, was a managers versus players mastermind, with teams facing questions on their specialist subjects as well as general knowledge. The managers, represented by Dave Bassett, LMA chairman Howard Wilkinson and Lawrie Sanchez (left to right, below), came out on top, beating Paul Elliott MBE, Gladstone Small and Andy Gomarsall MBE, (left to right, below left). An auction of items kindly donated by the LMA’s commercial partners, made a significant contribution to the LMA Community Fund.

Starter for 10

62 The Manager

»

coming up

NEXT ISSUE… Don’t miss full coverage of Touchline to Boardroom, the inaugural LMA Annual Management Conference at the Emirates Stadium on 24 September.

Featuring live debate and insight from: Arsène Wenger OBE, BA’s Martin Broughton, Stuart Pearce, David Moyes, Prudential’s Tidjane Thiam, Gianfranco Zola OBE, Michael Vaughan OBE and Iain Dowie, among many others For more information on this and future events contact us on +44 (0)20 7368 7109

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