The Manager Issue 60

THOMAS FRANK

“THE BIGGER PICTURE FOR ME IS ALWAYS DEVELOPMENT”

THE QUARTERLY LEADERSHIP & PERFORMANCE JOURNAL OF THE LMA. SPRING 2025 | ISSUE 60

THE MANAGER

LMA Chief Executive

RICHARD BEVAN OBE. Those who truly understand themselves have an awareness of their physical and mental capabilities, and are equipped with a range of coping strategies to help with the demands of professional football.

Operating at the elite level can be highly rewarding, yet extremely challenging, and coaches and managers need to be in optimal condition to flourish and succeed.

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In March, the LMA was proud to launch the second of three new short courses to its members, LMA Perform, and to coincide with this, this edition has a special focus on performance and wellbeing. Designed and delivered by a number of industry specialists and practitioners through a blended range of cutting edge expertise and research, this course is the first from the LMA to concentrate on the foundations of personal performance and on building the wellbeing skills needed to thrive in modern management.

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Elsewhere, the LMA continues to offer important resources and expertise for Laureus Sport for Good. Since January, the partnership has delivered a number of sessions aimed at improving the mental welfare of young people in grassroots programmes worldwide.

Several hundred users are already accessing fundamental health and wellbeing content through the LMA’s Online Learning Platform.

Expanding our commitment to provide vocationally relevant and effective career

support all year round is of the utmost importance to the LMA. These additions further cement the position of the LMA Institute of Leadership and High Performance as a community of practice, shared experiences and social connections.

While the end of the season typically provides opportunities for much-needed rest and recovery, it also sees the start of the UEFA Women’s Euro 2025. After a strong qualifying campaign, the Lionesses head into

the tournament justifiably confident, and I wish manager Sarina Wiegman and her team the very best of luck in Switzerland.

I also want to congratulate Thomas Tuchel and the England Men’s Senior Team on an unbeaten start to qualification for the 2026 FIFA World Cup, and wish them well for their fixtures over the summer months.

We now look forward to hosting the 33rd LMA Annual Awards Dinner at the

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prestigious JW Marriott Grosvenor House Hotel, London, in May, one of football’s most iconic end-of-season events.

This year, the LMA will be inducting a number of its members into the LMA 1000 Club Hall of Fame, in recognition of having managed over 1000 professional games throughout their careers.

It’s also a great opportunity to celebrate the successes of both the inductees and their peers throughout the season.

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THE MANAGER

Alice Hoey

FROM THE EDITOR. In this special edition of The Manager, we’ve switched things around a little, bringing the Personal Wellbeing and Performance section to the fore in order to shine a bright spotlight on the LMA’s new Perform online short course.

On page 12, Member Services Director Rebecca Gentle gives us the full lowdown on why the course was launched, its methodology, structure and where it sits within the bigger LMA Institute picture. Thereafter, you’ll find one feature based around each of the six course modules, giving you a taste of the broad content covered and, hopefully, an appetite to find out more.

One of the key takeaways for me from this issue is how important mental health is, not only in itself, but in the wider context of overall wellbeing and performance.

Rather than separating it off, we should see it as an essential spoke in the wheel, alongside nutrition and hydration, rest and recovery, and exercise, with all these elements being interlinked. Failing to look after one or more of the spokes can put unmanageable strain on the others, leaving a fragile wheel that might roll a

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little, but will struggle to go the distance.

Brentford’s Thomas Frank touches on this in his cover interview on page 72 when he talks about the need to conserve and recharge his energy. Meanwhile, on page 88, Norway manager Gemma Grainger speaks about the need to provide, “as much physical, mental and emotional support as possible for the players, especially during times of increased pressure, such as the Euros. It also requires you to build an environment where people can say how they feel and reach out for help,” she says.

Managers focus so much on safeguarding and growing the physical and mental wellbeing and performance of the people around them, but it’s important to remember that you have to take care of the source to take care of the flow.

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EDITOR Alice Hoey alicehoey1@gmail.com EDITOR FOR THE LMA Sue McKellar Sue.McKellar@leaguemanagers.com ART DIRECTOR Ian Cherry Ian.Cherry@leaguemanagers.com CONTRIBUTING EDITOR Luke Johnson Luke.Johnson@leaguemanagers.com SENIOR WRITER Mark Farthing Mark.Farthing@leaguemanagers.com PUBLISHER Jim Souter Jim.Souter@leaguemanagers.com BUSINESS DEVELOPMENT Adam Tarrant Adam.Tarrant@leaguemanagers.com The League Managers Association, St. George’s Park, Newborough Road, Needwood, Burton upon Trent DE13 9PD The views and opinions expressed by contributors are their own and not necessarily those of the League Managers Association, its members, officers or employees. Reproduction in whole or in part without written permission is strictly prohibited.

DESIGN Luna Studio PHOTOGRAPHY Action Images, Alamy, Brentford FC, Drew Hermann, GRS, iStock, KNVB, Nigel Keene, OnSide, Premier League, Reuters, Sporting Club Jacksonville, The Cliff, The FA, UEFA, Vitality

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THOMAS FRANK

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Column: Rebecca Gentle

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MODULE 1. Feature: Understanding mental health and wellbeing

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MODULE 2. 10 Ideas: Brain and body

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MODULE 3. Feature: Managing the stress response (feat. Sean Dyche)

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MODULE 4. Interview: Andy Preece (Emotional regulation)

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MODULE 5. How to: Be resilient

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MODULE 6. Feature: Values and beliefs (feat. Rubén Selles)

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Feature: HCA Healthcare

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Interview: James Hudson, Vitality Nutritionist

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WELCOME.

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LMA NEWS.

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LMA CEO: Richard Bevan OBE

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LMA events and corporate activity

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The Editor: Alice Hoey

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LMA Institute

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LMA In the Game

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The Manager Journal

PERFORM SHORT COURSE

Spring 2025 // Issue 60.

The quarterly leadership and performance journal of the LMA.

PERSONAL PERFORMANCE & WELLBEING.

THE MANAGER

THE LEADER.

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Column: Holly Sedlacek

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On the cover: Thomas Frank

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Interview: Will Arnett

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Interview: Gemma Grainger, Norway Women

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Feature: Best foot forward (feat.

Mark Warburton)

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The view from: Liam Rosenior, Strasbourg

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Interview: Jon Fisher, GRS Group

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From another sport: DP World Tour

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Interview: Jamie Masraff, OnSide

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Interview: The Cliff Hotel

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88 GEMMA GRAINGER

THE GAME.

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Interview: Lucienne Reichardt, KNVB

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Arbuthnot Latham

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Leading Edge

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SkillCorner

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Premier League

150

The FA

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Just a Moment

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106 LIAM ROSENIOR League Managers Association

LMA

PERFORMANCE & WELLBEING SHORT COURSE Building your wellbeing foundations for sustained high level coaching and management performance.

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PERSONAL WELLBEING & PERFORMANCE COLUMN

Rebecca Gentle

THE SKILLS YOU NEED TO EXCEL. The LMA Perform: Wellbeing and Performance Course is a new online programme focused on the core aspects of mental health, performance management and resilience.

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PERSONAL WELLBEING & PERFORMANCE

We want to help managers build the wellbeing skills needed to thrive and succeed at the top of the professional game.

We know that working at the highest level of football can be both extremely rewarding and challenging at the same time. Coaches and managers are sporting performers in their own right and, like their team members, they must be in optimal condition to succeed.

They need a combination of physical, technical and mental capabilities, and be able to perform in a competitive, volatile, complex and visible environment.

It is in this context, and recognising the distinct gap in mental wellbeing provision and education in the game, that LMA Perform was designed. We want to help managers build the wellbeing skills needed to thrive and succeed at the top of the professional game.

GETTING TO THE CORE The programme is intended to be relevant, challenging and accessible, blending mental health expertise and academic

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research with the unique insights and real-world experiences of LMA members. It comprises six modules, delivered online over 12 weeks, with live sessions delivered fortnightly by the LMA’s trusted psychologists and wellbeing experts, and workbooks and tasks available to complete in between.

All sessions are recorded in order to allow as much flexibility as possible, given the demanding nature of life and work in professional football.

The content is grounded within the ‘You’ pillar of the LMA’s Personal Development Model, which provides a simple, holistic overview of the four pillars of personal development that are most relevant to coaches and managers. Over the following six features in this special edition of The Manager, you’ll find insight on each of the modules of LMA Perform, hopefully whetting your appetite to find out more. We’ll follow up in the summer edition with a focus on the second course in the series, LMA Lead.

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PERSONAL WELLBEING & PERFORMANCE

LMA Perform is the first in a series of new online courses designed and delivered by the LMA Institute of Leadership and High Performance.

As you’ll see overleaf, the first module in LMA Perform provides participants with a foundational understanding of mental health and wellbeing models, and introduces the Mental Health Continuum, which is used by the LMA to guide its overall mental health support to members. Module Two then explores the science behind mental health, touching on the role of the nervous system and how to recognise and regulate a healthy mind.

As the course progresses, the modules cover themes around stress and burnout, resilience, and emotional regulation, which football managers, and indeed high performers in any industry, know to be core issues.

LMA Perform aims to provide participants with self-awareness around these topics, as well as the ability to recognise the signs, and apply tools to manage their thoughts, emotions and behaviours more effectively.

In later modules, the course progresses to equip participants with the skills and confidence they need to advocate for the implementation of positive mental wellbeing cultures, in particular through periods of stress, change and pressure. Participants will finish the course with a deeper understanding of their own mental wellbeing, the skills to be able to recognise changes in their emotions and feelings, and the capacity to influence positive health and wellbeing in their working environments.

REACHING WIDE LMA Perform is the first in a series of new online courses designed and delivered by the LMA Institute of Leadership and High Performance. It builds on the formal qualifications, calendar of CPD events, 1-to-1 support and resources that have existed for a number of years, and satisfies the demand from the coaching workforce for more structured, formalised online

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personal development options.

Within the wider LMA Member Services programme, mental health support is the fastest growing area of delivery, with a significant number of LMA members accessing confidential support from our network of psychiatrists, psychologists and counsellors.

The first cohort of LMA Perform is now underway, and is made up of a diverse mix of LMA members from the men’s and women’s games. The group includes new managers, those out of work, as well as managers with hundreds of matches in the professional game.

We have plans to deliver this course regularly, to ensure that as many managers and coaches as possible can receive wellbeing and performance education, ultimately improving mental health and wellbeing standards across the professional game.

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MODULE 1

CONTINUOUS, SUSTAINABLE IMPROVEMENT. By focusing on the building blocks of wellbeing, we can look constantly to improve and safeguard our mental health.

Photography: iStock

THE MANAGER

The body and brain are inexorably linked, so our mental health has an impact on our physiology.

Once viewed as a fluffy or softfocus workplace issue, mental wellbeing is now understood and accepted to be a critical factor in our ability to function effectively, physically and mentally. It impacts on our ability to form and maintain healthy relationships, manage our emotions and behaviour, and sustain high levels of performance under pressure.

Crucially, that means we are able to handle not only the short sprints, but the marathon efforts, without succumbing to the damaging effects of stress and burnout (more on page 27).

What do we mean, though, when we talk about ‘mental health’?

Well, whereas mental illness refers to diagnosed conditions that affect only some people, mental health is something that we all have. It is our day-today state of psychological and emotional wellbeing, and as such it may fluctuate over time.

It can be particularly helpful to think of mental health as a continuum, whereby we can be anywhere from in a state of crisis all the way to flourishing.

The aim, therefore, of any work around an individual’s mental health is not to ‘fix’ anything, or to go from ‘bad’ to ‘good’, but rather to help them move up the continuum, and do so continuously and sustainably over the long term. Someone

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The Manager Journal

with poor mental wellbeing who is struggling might, therefore, aim initially to shift towards a state of surviving, while someone who is thriving can find ways to excel.

Importantly, there is always something we can do to improve or look after our mental health and wellbeing, and practitioners work at each stage of the continuum to help us do so. A psychiatrist, for example, will typically work with people whose mental health is in crisis, while counsellors, sports psychologists and executive coaches are on hand at the other end of the spectrum, helping individuals find ways to thrive and excel.

BUILDING THE FOUNDATIONS Wherever we are on the scale, improving our mental health requires a conscious, active focus on the main building blocks of wellbeing. These have been identified by Seligman’s PERMAH model as: Positive emotions, Engagement, Relationships, Meaning, Accomplishment, and Health.

Let’s take each of these in turn.

Research shows us that positive emotions, like joy, interest, hope and gratitude, are not only indicators of wellbeing, they are also drivers of it. They help us to cope more effectively with stress and adversity, and so have

MODULE 1: UNDERSTANDING MENTAL HEALTH & WELLBEING

a profound and lasting impact on mental and physical health.

It’s therefore important to have a conscious focus on these positive emotions, spending time each day to acknowledge the things we are grateful or hopeful about, for example, and making time for the things we enjoy and are interested in.

Engagement, often exemplified by the term ‘flow’, refers to a state of deep absorption in enjoyable and challenging activities. This tends to occur when our skills are matched to the challenge presented to us and leads to a real sense of satisfaction. Studies show that these flow states foster creativity and innovation, and strengthen intrinsic motivation, which is vital for sustaining long-term commitment and wellbeing.

Strong, healthy relationships with family, friends, colleagues and community members are also vital for overall happiness and life satisfaction, providing support, love and a sense of belonging. These relationships are termed ‘high-quality connections’ (HQC) when they leave us feeling acknowledged, energised, supported and engaged. Four pathways have been suggested to form HQCs: respectful engagement, where individuals show genuine interest and value in each other; task enablement, which involves

helping others succeed in their work; trust, characterised by reliability and openness; and play or light-hearted interactions that build camaraderie and creativity.

Meaning refers to our sense of purpose and direction in life, whether achieved through work, relationships, faith or other pursuits. When we have a strong sense of purpose we’re able to set and pursue goals that align closely with our values and beliefs, and this fosters a sense of coherence and continuity.

A strong sense of meaning correlates with higher levels of life satisfaction and wellbeing, and offers a powerful way to alleviate stress and burnout.

Accomplishments also play a vital role in wellbeing, because they provide a sense of direction and fulfilment. When we set goals and achieve them we experience a boost in confidence and self-worth, and each obstacle that we overcome on the way enhances resilience. This is crucial for maintaining mental health and a positive outlook on life.

The final element of the PERMAH model is Health and, more specifically, physical health. In fact, physical health is the cornerstone of overall wellbeing, having a direct impact on our mental and emotional states. For example, the release

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of endorphins when we exercise helps to reduce the symptoms of depression and anxiety, improves sleep quality, and is vital for cognitive function and emotional regulation.

The body and brain are inexorably linked, so our mental health has an impact on our physiology, and vice versa. To take cortisol, known as the stress hormone, as one example, it plays an important role in various systems in the body, including regulating our metabolism, blood pressure and sugar levels. Persistent high levels of cortisol, however, have been linked to difficulty in delaying gratification, lack of emotional resilience, inability to form meaningful connections, difficulty in higher order tasks, and lapses in concentration.

As we dig deeper into the key issues of wellbeing and performance in the following articles, it’s important to remember this interconnection between mind and body as well as focus on the six foundational elements of wellbeing. To what extent, currently, do we prioritise these key areas and how might we develop them further in order to move our mental health up the continuum in a continuous and sustainable way?

This article is based on insight by Steve Johnson, moderator of Module 1 of the LMA’s Perform short course.

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THE MANAGER

MODULE 2

10 IDEAS: BRAIN AND BODY.

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WIRED UP. The human complex nervous system is composed of a central nervous system (the brain and spinal cord) and a peripheral nervous system (made up of nerves that branch off from the spinal cord and extend to all parts of the body. The nervous system influences, and is influenced by, all other body systems, such as the cardiovascular, endocrine, gastrointestinal and immune systems.

This is why we feel physical symptoms, such as a pounding heart and sweaty palms, to mental responses, such as stress.

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MODULE 2: BRAIN AND BODY

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STABILITY THROUGH CHANGE. The brain manages the body’s energy budget very carefully via a process known as ‘allostasis’, meaning ‘stability through change’.

During allostasis, the brain constantly interprets environmental stressors and demands in order to coordinate and regulate our physical and emotional responses. However, when demands are high and too much allostasis is required, our systems simply can’t function in an optimal way. This is known as ‘allostatic load’. Like a machine running on full power continuously, the allostasis systems begin to work less efficiently, and this leads to wear and tear on the body and brain.

SPOT THE SIGNS. Symptoms of allostatic load show in our emotional response. Indeed, our emotions act as red flags to what’s going on inside the brain and body. For example, in a state of ‘fight or flight’ the body’s threat defence system will shift from the parasympathetic to the sympathetic nervous system, switching on a state of hyperarousal, where the heart races and there’s a feeling of panic or disassociated rage. Ramp up the feeling of ‘danger’ further, and the body may even freeze, now under the control of the sympathetic dorsal vagal system.

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EXPERIENCES SHAPE THE BRAIN. The situations and environments that we experience throughout our lives shape our learning and development, physically strengthening the neural pathways that form in the brain. Through a process called ‘myelination’, with repeated use over time, we build more and stronger connections, which in turn can speed up our automatic response to certain situations. While this can be both good and bad, understanding your automatic response to stressors can enable you to better manage or change your reaction and behaviour.

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THE MANAGER

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YOU ARE NOT ALONE. Just as athletes rely on non-verbal cues, practised drills, and communication to work as a unit, your brain functions in a social context, interpreting and responding to the actions and emotions of others to navigate social interactions effectively. As we are ‘social animals’, building strong and meaningful relationships, and deepening interpersonal connections can elevate collective team performance and insulate against challenges and stress.

Strong relationships are also the single biggest indicator of longevity and long-term wellbeing. Spend time cultivating high-quality connections (HQCs).

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PERCEPTIONS SHAPE REALITY. The world looks different to each and every one of us, because it is our own brains that determine how we perceive, predict and react to situations, based on our past experiences and learnings. The reality constructed by your brain will then guide your actions, give your sensations meaning, and determine your emotions, beliefs and biases.

Accepting and understanding this is essential if we’re to be able to challenge and gain greater control over our responses, as well as empathise with others’ perspectives and reactions.

YOU CREATE YOUR EMOTIONS. An emotion is a mental state associated with the nervous system, brought on by chemical changes. This is interpreted through our feelings and language, and responded to with our actions.

Emotions are created spontaneously and concurrently, and are based on individual experiences and skills, so they can vary both in intensity and duration. Importantly, emotions are not ‘in us’ but learned and socialised.

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MODULE 2: BRAIN AND BODY

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WE HAVE MORE CONTROL THAN WE THINK. Control comes down to both self-awareness and social awareness. When we understand our thoughts, feelings, emotions, moods and drivers, and their impact on others, we’re better able to control or redirect those emotions in a productive way. Self-awareness gives us the power to think before acting. Social awareness, meanwhile, enables us to understand the emotional make-up and needs of other people and then treat them accordingly. This means we can find common ground, build rapport, fit into groups and build networks.

PRACTISE BREATHING. In times of high stress, when the body’s sympathetic nervous system and the ‘fight or flight’ response is activated, deep breathing, i.e. filling your lungs from top to bottom, has an immediate and calming impact, triggering the parasympathetic nervous system and bringing down the heart rate. Box breathing, used by a number of elite athletes to calm themselves quickly during competition, is also useful. Breathe in for four seconds, hold for four, breathe out for four and hold for four.

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SLEEP IS KEY. Given the significant relationship between the brain and body, it’s important that both are able to rest properly and recover consistently. Good-quality sleep is foundational to good physical and mental health, and all of us need between seven and nine hours per night. Aim to become an expert in your own sleep and practise setting up a good sleep routine, with an emphasis on a dark room, limited noise, no devices and a temperature of 17-to-19c.

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MODULE 3

SWING THE BALANCE. Understanding the causes and mechanisms of stress is important if we’re to feel and perform at our best over the long term.

Words: Dr Peter Olusoga Photography: iStock

THE MANAGER

It’s often said that coaching and management in elite sport is a stressful job, and not without good cause. High expectations, constant scrutiny, time pressures, and the need to excel in a broad range of areas lead many coaches to report frequent and often chronic stress. However, given that these pressures are so common in the coaching profession, and indeed across other fields of work, why are such experiences of stress not universal?

The answer lies in the fact that stress isn’t an external force; it’s a personal response that comes from within. In other words, no situation is in itself stressful, it’s all about how we interpret it and how effective our strategies are for dealing with it.

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SUPPLY AND DEMAND One good way to think about stress is as a set of scales or a see-saw. On one side are all the demands or ‘stressors’ that we face in our lives. These will be many and varied, and for a coach will include personal stressors, such as feelings of isolation or family problems; organisational stressors, like conflict at work or job insecurity; and performancebased stressors. The latter may include concerns over an upcoming match, for example, or feeling undervalued as a manager.

On the other side of the see-saw are the resources that enable you to cope with these stressors, such as support from friends, the ability to manage your emotions and how rested or energised you are.

The Manager Journal

There will be changes over time to both the demands you face and your coping resources, but what’s important is where the deficit lies at any one time. For example, you might feel stressed because your demands increase – a new project or deadline, for example, or the pressure to win an important match – but equally because something has happened to reduce your ability to cope, such as the absence of a key staff member, or a period of poor sleep.

Where the deficit is small, and you feel challenged or stretched, it isn’t always a bad thing. In certain situations and in moderation, stress can be felt as a powerful motivator, energising you and heightening your awareness, focus and determination. However, when there is chronic stress, or

MODULE 3: RECOGNISING STRESS AND BURNOUT

Just as important as self-awareness in managing the stress response is self-compassion.

a persistent imbalance between demands and coping resources, and this isn’t addressed, it can have a negative impact on your physiology, mood and behaviour.

Coaches report experiencing sadness and depression, low self-esteem, a drop-off in their performance and that of their teams, and ultimately burnout, among other things.

Burnout, like stress, is a term that is much used, but often misunderstood. More than simply feeling particularly tired or stressed, burnout is characterised by an ongoing, enduring experience of three things: emotional exhaustion (a feeling of being overwhelmed and emotionally depleted by work), depersonalisation (a cynical attitude towards,

or withdrawal from, personal relationships at work), and reduced personal accomplishment (a perceived lack of competence, low self-esteem and inadequacy).

DEVELOP AWARENESS It’s important to understand that demands don’t have to be major events to cause us stress.

Coaches face a wide range of stressors at a personal, team, organisation and environment level, and more often than not it’s the accumulation of small things that tip the balance. Awareness is therefore key to spotting when stress is beginning to creep in.

To avoid chronic stress and minimise our chances of burnout, we need to work on both sides of the see-saw, understanding and

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reinterpreting our stressors, while ensuring we have sufficient and effective coping strategies to deal with them.

This starts with understanding what’s going on in the brain when a potential stressor is detected. The process of weighing up demands and coping resources is known as ‘appraising’ and it happens instantly and largely in our subconscious. First, we assess whether a particular encounter represents a threat, challenge or harm to us, and more specifically to our goal commitments, values or beliefs.

We then evaluate what we can do about it, using our coping resources, and how likely that coping strategy is to be effective.

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THE MANAGER

When the brain identifies a situation as a challenge that we believe we can tackle and overcome, it brings about both positive and negative emotions.

This may result in the positive effects of stress mentioned previously – motivation, selfesteem and so on. When we identify a stressor as a threat, however, the brain responds by activating the fight or flight response, releasing adrenalin, increasing the heart rate and breathing rate, and generally getting us ready for action.

The problem is that when we experience chronic stress, this threat response system doesn’t shut off properly. We continue to produce cortisol, which can have a negative impact on our physiology, emotions and behaviour.

Interestingly, research has shown that when we perceive we have enough coping resources, we are more likely to appraise stressors as challenges, whereas when we don’t feel like we can cope, we’re more likely to interpret demands as threats that require the stress response.

SELF-CARE AS A PERFORMANCE STRATEGY Awareness of how you respond in such high-demand or threat

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situations is an important part of learning how to manage stress. For example, you might experience anxiety, fear, frustration or anger, or conversely feel exhilarated, motivated or energised. You might also notice that your behaviour changes when you’re stressed, that you pace up and down, withdraw, become more direct with people or keep looking at your watch.

Professionally, you might feel demotivated, inadequate and lacking in confidence, and see your relationships or work with your team members start to suffer.

It’s important that we are selfaware enough to recognise when the see-saw is beginning to tip and have strategies in place to take action. Selfawareness is a fundamental skill that can be developed over time, in particular by practising regular reflection. Ask yourself some general questions around your typical stressors and coping strategies, and how your behaviour changes, as well as daily reflections on the specific demands you faced today. How did you respond and was that response helpful? Could you have dealt with it differently, and how might you have advised a friend in the same situation.

The Manager Journal

Finally, just as important as self-awareness in managing the stress response is selfcompassion, which Dr Kristin Neff says has three components: self-kindness, common humanity and mindfulness. Selfkindness is about being kind and understanding to yourself when you’re experiencing some sort of distress or when things aren’t going right, while common humanity is understanding that such experiences are not unique to you, but simply part of being human. Others will feel the same. Finally, mindfulness helps us to be more aware, acknowledging and accepting uncomfortable and unpleasant thoughts, feelings and sensations, without overidentifying them or judging them as ‘good’ or ‘bad’.

The world of elite sport is typified by ideas of toughness, strength, grit and resilience, and this can make it difficult for individuals to show vulnerability, admit struggles and reach out for help. In this unforgiving environment, understanding stress and developing self-care skills is essential if we’re to minimise stress, avoid burnout and sustain high performance over the long term.

MODULE 3: RECOGNISING STRESS AND BURNOUT

Stress isn’t an external force; it’s a personal response that comes from within.

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THE MANAGER

I’ve learned that it’s important to block out all the noise, and focus on the truth.

The Manager Journal

MODULE 3: RECOGNISING STRESS AND BURNOUT

SEAN DYCHE MANAGER AND LMA MEMBER When I first started out in management, admitting that you were stressed or struggling at all was seen almost as a weakness. You just had to get on with it, learn to cope and find your own way.

Thankfully, today there’s a lot of specialist help on offer, particularly in terms of mental health and wellbeing. It’s viewed as something useful and necessary. After all, why wouldn’t you use the support available when you need help to refresh or release some of the burden you’re feeling?

Leaning on close colleagues can also be very valuable. I worked

with Simon Clarkson, for example, for many years at Burnley and he became a bit like my psychologist. He was a shoulder to lean on, and someone I trusted who I could share my thoughts and feelings with.

Over the years, I’ve learned that it’s important to block out all the noise and focus on the truth, which is often very different. The outside world may have all these demands and judgements, but only you and those close to you know the various factors at play, and can decide what are realistic

expectations and measures of success.

I also believe in getting enough sleep and rest. I’m not a big advocate of the idea that the manager should always be first in and last out. If you feel you need to rest in order to be at your best, then get some rest. Being obsessive and over-working might get results in the short term, but it isn’t sustainable. Eventually your performance will start to suffer, and so will that of the team. I make sure that I take time away from the game, so when I go back in, I’m refreshed and ready to go.

MODULE 4 ANDY PREECE

KEEP CALM AND CARRY ON. “You have to progress as a person to progress as a manager, and to do that you have to understand yourself better.”

Chorley manager and LMA member Andy Preece reflects on the importance of recognising and regulating your emotions.

Interview: Alice Hoey Photography: Reuters // Action Images

THE MANAGER

Andy Preece was playermanager of Northwich Victoria for three years from 2009.

Reuters // Action Images

I’VE ALWAYS BEEN EMOTIONAL ON THE TOUCHLINE. At the start of my career, I didn’t think too much about the consequences of what I said or did. I just went with it, and thought that whatever happened I’d be able to deal with it and smooth things over. I’ve learned with experience, though, that how you respond in the moment has a big impact on your support staff and the players, affecting their mood, performance and even their family lives.

Likewise, how you act in a press conference or interview can

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impact on the fans and potential employers, and cause ripples right through the club. People build a narrative based on what they see.

IT’S NOT ALWAYS EASY TO STAY IN CONTROL. Often it’s when you face changes, or when things have been going well and then suddenly start going against you, that you find yourself really tested. I’ve faced many situations in my career where sudden changes have meant a total rethink or change of direction, but it’s important to

The Manager Journal

accept that change is all around us; it can happen on a personal level or with the team or club.

My tendency when faced with change is to confront it head on.

I’ll talk to the people involved, air any concerns I have and get my opinion out there.

It can cause some difficult conversations in the short term, but gives me the opportunity to understand the issue better, find some answers and start to see the small wins or positives (see the boxout overleaf). If you delay, it only drags the feeling of resentment on and risks it becoming a bigger problem.

MODULE 4: EMOTIONAL REGULATION

I’ve faced many situations in my career where sudden changes have meant a total rethink or change of direction.

Andy Preece says close communication with your colleagues is important in sharing and managing your emotions.

Reuters // Action Images

TAKE DEEP BREATHS, AND COUNT ONE, TWO, THREE. The manager has a big responsibility. While you can lift the club up with your behaviour, you can also pull it right down into a negative mindset. It’s important as a manager, therefore, to develop control over your emotional response. That starts with being aware of how you’re feeling and why, and thinking about how else you might respond. Before I speak with my staff and players, I spend time preparing, asking myself how I’m feeling, and what impact I want to have. There’s

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emotional preparation you can do, too, because certain situations are only going to go one of a few ways. It helps to spend some time thinking about the possible outcomes, what the potential consequences would be, and how you might feel and respond. For each outcome, what messages would you want to get across?

YOUR OVERALL STATE AFFECTS YOUR ABILITY TO RESPOND. That includes how rested you are and how stressed, and everything that’s going on in

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THE MANAGER

Andy Preece spent four years as Chorley’s assistant manager and director of football before taking on the manager’s job in May 2022.

Reuters // Action Images

My tendency when faced with change is to confront it head on.

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your private and professional life. There may be times in the season when things are going smoothly and there’s not much going on in the background.

You’re far more likely to respond at that time in a measured manner than if things are tough at home, you’re dealing with bad news, or there are issues off field that you don’t agree with.

That’s something I’ve become much more conscious of over

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the years. I’m self-aware enough now to recognise when there are things going on inside my head that might cause me to speak or act in a way that I wouldn’t normally. It’s important to check in on yourself and maybe speak to your assistant coach or someone you trust so that they understand that you’ve a lot going on and can support you when you need it.

MODULE 4: EMOTIONAL REGULATION

COMMON THINKING TRAPS Cognitive strategies for emotional regulation centre around learning to reappraise situations, see the positives and look at them from different perspectives. This means being aware of biases in our thinking and unhelpful thinking styles. These include: All-or-nothing thinking – seeing things only in two extremes, e.g. really good or really bad.

Over-generalising – assuming that what applied in one negative situation or experience will apply to all similar ones.

Jumping to conclusions – making assumptions or predictions that are not based on fact.

Filtering out the positives – failing to recognise or acknowledge positive experiences and situations.

Catastrophising – imagining that the worst-case scenario will happen and that you won’t be able to cope when it does.

Personalisation – taking everything personally or assuming blame needlessly.

Emotional reasoning – convincing yourself that your feelings are evidence of the truth.

‘Should’ statements – having personal rules or expectations about how people ‘should’ or ‘must’ behave or perform.

CHANGE: FROM SHOCK TO ACCEPTANCE Research has revealed a lot about the psychological and emotional processes of change and the psychological distress that it can cause. Kübler-Ross famously charted the emotional pattern that we tend to follow in response to a change event. First, there’s a sense of shock or surprise, followed by denial, whereby you question why or even if the change is happening.

As the reality of the situation kicks in, it’s common for people to express anger and frustration, which later turns into other negative emotions, such as low mood, depression, self-doubt and anxiety. Energy and performance now are likely to be at a low, but fortunately it’s at this point that the curve starts to head north with more positive responses as you start to explore the possibilities of the change, accept and embrace it, and reap the rewards.

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THE MANAGER

Words: Alice Hoey

MODULE 5

HOW TO: BE RESILIENT. UNDERSTAND RESILIENCE

CHALLENGE MINDSET

Resilience is essential if you’re to build a long, meaningful and successful career in football coaching and management, but it’s often misunderstood and misinterpreted. Resilience is not the ability to endure a barrage of stress and difficulties. It isn’t a shield, whereby we deflect or ignore anything that’s negative or difficult. Rather, it is the ability to bounce back from such challenges, being aware of them and of our own emotional response to them, recharging and then moving on.

STATE NOT TRAIT Resilience isn’t something you’re either born with or not. It’s a skill that can be developed over time in much the same way as you might build up your physical strength and endurance. Resilience is a dynamic trait that is cultivated by design, not by default. What’s more, how resilient you are is not solely a function on how you act as an individual, but also the influence of the world around you and your interaction with others.

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Resilience requires us to develop a challenge mindset or ‘gain orientation’, whereby we view stressors and demands not as threats, where we risk losing something, but as challenges that present opportunities to make gains, grow or move forward in some way.

We have the power to choose our mindset and so our emotional response. As Viktor Frankl said, “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

AVOID THE TRAPS It’s important to be aware of, and avoid, thinking traps, such as jumping to conclusions, having tunnel vision, magnifying or minimising events, personalising the situation, and externalising, where you pass the buck or take no responsibility for a problem. Many of us also hold deeply held beliefs that influence our thinking and responses, often without us ever realising it. If we’re to maintain a positive challenge mindset, we need to be able to detect these thought processes and challenge them.

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MODULE 5: RESILIENCE

BE RATIONAL, MAINTAIN PERSPECTIVE Resilience means staying calm and focused, and challenging counterproductive thoughts and irrationality in real time. We can learn to maintain perspective and rationalise our thoughts by verbalising them to trusted colleagues or friends, and by asking ourselves some key questions. For example, have I got all the information, and what’s the bigger picture? Is there another way to view this situation and is there anything positive I can take from it? What is the worst thing that could happen, and if I had a month to live, how important would this be?

STAY FOCUSED Faced with difficult situations that threaten our sense of values, beliefs or goal commitments, it’s important to stay focused on the present, think positively, and consider only what we can control and influence. For example, focus on your own actions, words and behaviours, rather than dwelling on past events or worrying about possible future outcomes and other people’s opinions.

REACH OUT The extent to which we are able to identify and reach out to support is important in our ability to deal with difficult situations or periods. This can be tangible support, such as a colleague offering to cover a coaching session, or perceived support. The latter may take the form of emotional support, whereby we’re able to vent our frustrations or concerns to those around us, and receive expressions of empathy, love, trust and caring from them; esteem support, which bolsters our sense of competence or self-worth; or informational support, relating to advice, suggestions and information.

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KNOW YOUR ABC The ABC model is a tool used in cognitive behavioural therapy to highlight how our irrational thoughts and beliefs govern our emotional response. In the model, Adversity (or Antecedents), i.e. negative events or circumstances (e.g. I didn’t pass the exam), can lead to certain Beliefs (I’m useless at this, I’ll never pass), which results in Consequences for our feelings and behaviours (feeling sad, and not attempting the exam again).

HIGH CHALLENGE, HIGH SUPPORT It’s important to realise that the greater the challenge or expectations that we or our teams face, the more support we will need in order to deal with it in a resilient manner.

When we perceive that support to be available to us and know who or where to go for it, we’re better able to take on or recover from highchallenge situations.

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MODULE 6

FINDING WHAT MATTERS. How closely our lives match up to our values and beliefs can impact on our wellbeing.

Words: Alice Hoey Photography: iStock

THE MANAGER

Stay true to yourself. Don’t lose sight of your values. While these are well-worn phrases, few of us ever stop to consider what they actually mean, or why we should care whether we’re ‘keeping it real’.

In answer to the first part of that, our values are a central part of who we are and who we want to be. They are ‘desirable, trans-situational goals that serve as guiding principles in people’s lives’, according to social psychologist Shalom Schwartz.

Digging deeper into the role and origin of these key elements of our identity, Schwartz found 10 basic human values: security, conformity, tradition, benevolence, universalism, self-direction, stimulation, hedonism, achievement and power. These in turn, he says, are derived from three universal requirements: our individual needs as biological organisms; those derived from coordinated social interaction; and the survival and welfare needs of the group.

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Importantly, our personal values are unique to us, because they originate from our social background, religion, ethnic origin, culture, upbringing, education and all the experiences of life and work that we’ve amassed over the years.

Because we’re always adding to that bank of experiences, our values are not static, but can vary in type and strength over time.

Beliefs, meanwhile, are connected closely to our values, and are the norms and rules that we live by. Each of us has a belief system that we use to make sense of the world around us and that governs how we live, and these include social, moral, political, economic, intellectual, and spiritual beliefs.

ALIGNMENT AND CONFLICT Understanding our values and beliefs is important because they help to guide our choices, emotional responses, behaviours and thought processes. Many of the decisions we make in life are

The Manager Journal

really about determining what we value most, because when many options seem reasonable, we tend to trust our values to point us in the right direction.

Better awareness of these vital influential factors is therefore important if we’re to make the best choice in any situation.

In psychology, the ABC model (Activating event, Belief, Consequence) is used to help us to visualise the links between our beliefs, thoughts and actions.

When something happens to or around someone it causes them to form a belief, either rational or irrational, which leads to some kind of consequence.

Rational beliefs lead to healthy consequences and irrational ones to unhealthy consequences.

It’s important to recognise that the beliefs we hold about how the world works or how we should be as people are not always helpful. For example, in the UK, one belief that many of us share is that it is desirable to have a ‘good job’. If you’re

MODULE 6: VALUES AND BELIEFS

Reflecting on moments of stress, anxiety and discomfort can be very helpful in understanding ourselves and our responses better.

living by this belief then it can cause distress if you happen to lose your job, for whatever reason. In other countries, where the notion of holding on to a ‘good job’ is believed to be less important, and perhaps the belief system is focused more on family, it’s likely that someone who is made redundant would cope better.

This is because there are strong links between how closely we align our lives to our values and beliefs, and our overall wellbeing. When how you live matches your values, life is usually good, whereas when it doesn’t align it can cause stress, anxiety, conflict and unhappiness. Often, we end up struggling with our wellbeing or experiencing distress because we are living life in a way that conflicts with who we are.

where tardiness was rife, but you believe punctuality to be important, or found yourself amongst brash, boastful colleagues when you yourself value modesty and discretion.

How did you feel?

Indeed, reflecting on moments of stress, anxiety and discomfort can be very helpful in understanding ourselves and our responses better, exposing values and beliefs that we may not have given much thought to.

Actively reflecting on your values and beliefs, where they came from, and how rational and helpful they are can help you to avoid negative emotions, thinking and actions, and improve your wellbeing and performance.

Taking time to reflect on times when situations or environments conflicted with your values is likely to confirm this. Perhaps you were in a work environment

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THE MANAGER

I believe that being honest and direct about my values fosters trust and respect across the organisation.

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MODULE 6: VALUES AND BELIEFS

RUBÉN SELLES MANAGER, HULL CITY Values and beliefs are the foundation of my identity as a coach and, more importantly, as an individual. They shape my decision-making, influence my leadership style, and define the culture I strive for when developing the team. I believe that being honest and direct about my values fosters trust and respect across the organisation.

It takes time to develop a clear understanding of your values.

We’re always the result of our past experiences and of what we have learned from them. It’s important to understand the foundation of your values. In my case, my core values come

from my childhood and the way my parents educated me and created a supportive environment. That became a platform in the earlier stages of my career, to be able to confront different challenges and look to progress in my professional career.

In a high-pressure environment like coaching and management, regularly reflecting on your values and how they affect your decision making is essential. The way you apply your values and beliefs makes a big difference.

For example, honesty may be important to you, but you have to be careful how

you deliver that honesty. By analysing how you apply your values and beliefs it can make you a better person, and a better coach.

It’s crucial to take time periodically to reassess your values, especially after challenging seasons or significant changes. It helps to ensure that you continue to lead with authenticity and adapt effectively to evolving challenges. I use a psychologist regularly to analyse the different situations and challenges that I face in my daily work and life. It has made me more conscious of my processes and decision making.

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The Manager Journal

STRESS: READING THE SIGNS AND POSITIVE ACTION. Steve Tobias, Rational Emotional Behavioural Therapist and Cognitive Behavioural Therapist at HCA Healthcare UK, explains the importance of self-awareness and support around mental health.

Photography: iStock

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THE MANAGER

Despite one in eight men in England experiencing a common mental health problem such as anxiety, depression or OCD, only around a third of NHS talking therapy referrals are for men.

Many delay seeking help due to stigma, pride or simply not realising how much things have shifted.

Stress and low mood don’t always come with warning lights, or show up as panic or emotional breakdown. More often, they slip in quietly, showing through subtle changes in everyday habits and thoughts. These may include difficulty sleeping, or using alcohol, food or screens late into the night; feeling more irritable or withdrawn; struggling to focus or stay motivated; using habits like gambling, overeating or drinking to kill time or manage boredom; and losing interest in things that once gave you purpose.

EARLY ACTION Many people find such changes in themselves, or in friends or colleagues, easy to brush off, and they may tell themselves that they’re temporary or that others have it worse.

However, if unhealthy habits start becoming a go-to coping mechanism, it’s worth pausing to reflect. Think of it like a rattle in your car. You hear it,

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and you know something’s off, but because the car still runs, you don’t take it in. Then one day, it breaks down at the worst time. Our mental health can work the same way.

Catching things early is key.

Periods of instability, isolation or boredom can make it easier to fall into routines that, while feeing comforting at first, can quickly become unhealthy.

Eating or drinking more than usual, staying up late watching TV, gambling or endlessly scrolling on your phone might seem harmless, but over time these behaviours can start to replace real rest, connection or purpose. If you notice yourself or someone around you turning to these things more often, ask yourself: is it helping, or being used to avoid something?

TAKING BACK CONTROL You don’t have to wait for things to feel out of control to make a change. There are some useful ways to check in with yourself and feel more grounded. It’s important to create a basic daily routine, because structure helps, especially during uncertain times. Regular chats with friends, family or colleagues can ease loneliness, and talking to someone about any issues, early on rather than when things get bad, makes a big difference. You can help

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You don’t have to wait for things to feel out of control to make a change.

HCA HEALTHCARE

a friend or colleague who might be struggling, simply by asking ‘how have things been lately?’. You don’t need to fix anything. Just listening without judgement can mean a lot.

Support your body, because what you eat, how you sleep and how much you move all affect your mood. Try reframing your thoughts, noticing and challenging negative thinking patterns, and take mental breaks.

Mindfulness, breathing exercises and journaling can give your mind some space.

PROFESSIONAL SUPPORT If you’re struggling to break a habit or feel like you’ve lost

motivation, seeing a therapist or speaking to your GP can help.

Even one conversation can provide clarity or reassurance.

Cognitive behavioural therapy (CBT) is a popular approach that helps you understand the link between your thoughts, feelings and behaviours. It gives you practical tools to manage stress and rethink unhelpful patterns. Therapy doesn’t mean something is wrong with you.

It’s a space to reflect, reset and strengthen your ability to handle life’s challenges.

It’s important to remember you’re not alone, and you don’t have to carry everything by yourself. Whether it’s talking to someone, making a routine or

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just becoming more aware of your habits, looking after your mental health is a strength, not a weakness.

Recognising the early signs of stress and low mood, however, and taking small steps in the right direction, can stop them from taking their toll, affecting both your physical and mental wellbeing.

HCA Healthcare UK provides specialist care across a wide range of services at The Wilmslow Hospital in Cheshire, as well as locations in London and the West Midlands. To learn more contact LMA Wellbeing Manager Sophie Cliff – Sophie.cliff@ leaguemanagers.com

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VITALITY

INTERVIEW

JAMES HUDSON

DON’T RUN ON EMPTY. Achieving your health goals depends not only on eating the right foods, but also on managing your energy, says Vitality’s nutritionist, James Hudson.

Interview: Alice Hoey Photography: Vitality // iStock

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THE MANAGER

In his role as Vitality’s nutritionist, former athlete James Hudson helps to inspire the organisation’s members to take more ownership over their health and wellbeing. His passion and ability to connect and communicate with businesses, athletes and the general public alike align perfectly with Vitality’s model of not only encouraging and rewarding healthy living, but removing the barriers to achieving it. This is important, says Hudson, because with so much information and advice out there, much of it conflicting and not evidencebased, people often don’t know where to start.

“We’re told constantly what we need to eat and when, but

how do you actually do it?

How do you distil all of that information into something relevant and actionable for you as an individual?” asks Hudson.

“There are so many fads out there,” he adds, “because people want a magic bullet.

They’re looking for the fastest, simplest solutions to their health challenges, but often these are not sustainable. In reality, many of our unhealthy behaviours around food come down to poor energy management.”

FILL UP Whereas the focus of many diet regimes is on the total energy consumed and expended each day, Hudson says that where that energy comes from and when we’re eating it should also be

considered. “It’s important to manage your energy across the day, taking into account periods of high physical activity, such as a high-intensity workout, as well as mental exertion, because people tend to underestimate the fuel load of heavy cognitive work,” he says.

“When you find yourself with a big deficit in energy, such as in the mid-afternoon slump, it can impact not only on your physical performance, but also on cognitive functions such as decision making and focus. It’s therefore worth considering when during the day you have opportunities to refuel, and what food choices you’re making at those times.” Going to an event or shopping for food when

In reality, many of our unhealthy behaviours around food come down to poor energy management.

hungry, for example, is likely to result in poorer choices than if you ate first, and may ultimately lead to feelings of guilt and disappointment.

KNOW YOUR WEAKNESSES Indeed, managing our appetite in a healthy and sustainable way throughout the day can help us to avoid the temptation to over-eat or snack, adds Hudson. “If we’re to achieve our goals, it’s important to have a good self-awareness of any potentially unhealthy behaviours and habits that we might have developed around food,” he says. “Perhaps there are periods in the year when you know you struggle with overeating, for example, or you have a tendency to binge on biscuits when you’re stressed or emotional.

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“We needn’t necessarily see these foods as bad or attempt to remove them from our diets completely,” he continues, “because being overly restrictive and denying yourself can actually be more damaging, building negative associations with food. What’s key is to have good awareness and control over your overall nutritional picture, to know that you’re eating plenty of protein, fibrous fruit and vegetables, and all the nutrients your body and mind need, and that you’re managing your energy load well throughout the day. When you have that good understanding and awareness, you can eat a biscuit without feeling guilty, and confident that one won’t turn into 10.”

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LMA NEWS.

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LMA EVENTS & CORPORATE ACTIVITY. GRS Roadstone > GARETH AINSWORTH // KEITH CURLE // RYAN LOWE // RENÉ MEULENSTEEN // KEVIN NOLAN, ROB PAGE // GARY ROWETT // STEVEN SCHUMACHER LMA members Gareth Ainsworth, Keith Curle, Ryan Lowe, René Meulensteen, Kevin Nolan, Rob Page, Gary Rowett and Steven Schumacher supported GRS Roadstone with its annual football tournament at St. George’s Park. They each managed a team and took part in a Q&A.

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The Manager Journal

BP > JASON ROBINSON OBE // DR PETER OLUSOGA LMA Ambassador and 2003 Rugby World Cup winner Jason Robinson OBE joined Dr Peter Olusoga on a panel discussion at BP’s offices in Canary Wharf, London. Topics covered included how to reclaim the narrative in sport and leadership, how DE&I enhances high-performance culture, and the role of the leader in getting the best out of people, in sport and business.

UCFB > ROSS WILSON LAA member Ross Wilson took part in a Q&A as part of a UCFB student engagement event at Wembley Stadium.

He shared his experience and lessons learned, from his time at university, to working at Southampton FC, all the way through to his current role as Chief Football Officer at Nottingham Forest.

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Santander > SEEMA JASWAL LMA Ambassador and professional broadcast host Seema Jaswal hosted the Santander X Awards at Santander’s headquarters in Milton Keynes. A number of awards were given to early-stage businesses, who pitched their ideas to a panel that included Gary Neville and Dame Jessica Ennis-Hill DBE.

ITC Travel Group As part of the LMA’s Performance Visit Series, LMA members, and employees from ITC Travel Group attended Michael Owen’s Manor House Stables, where professional trainer Hugo Palmer joined the group for a behind-the-scenes tour. They learned about how the stables are run and the training methods used.

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The Manager Journal

Jameson > STEVE SIDWELL LMA Ambassador Steve Sidwell supported LMA Partner Jameson with its recent fan engagement campaign in association with LMA Partner Football Manager. Alongside a professional Football Manager Twitch streamer, Sidwell took part in filming, with campaign shoots and live streams at various locations across the UK, including the launch at Rodney Parade.

Vitality > SEAN DYCHE LMA member Sean Dyche supported Vitality at The Ivy Asia, Manchester. He held a Q&A and dined with the company’s guests from the North-West, discussing a range of topics, including his career so far.

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ALL LMA MEMBERS RECEIVE A 10% DISCOUNT ON OUR RANGE OF SWISS WATCHES, AND 15% DISCOUNT ON FINE JEWELLERY AND ELEGANT GIFTS (EXCLUSIONS APPLY).

To take advantage of this offer please contact Karl Bailey 07795 398 735 | karl.bailey@mappinandwebb.com mappinandwebb.com

FIFA > SAM ALLARDYCE LMA member Sam Allardyce took part in a Q&A during a FIFA Masters Programme visit to St. George’s Park.

Allardyce talked with the students about his route into football management, the role of the LMA and the job of the modern football manager.

ITC Travel Group > LES FERDINAND MBE LMA Ambassador Les Ferdinand MBE joined guests of LMA Official Travel Partner ITC Travel Group for a private dinner. Guests were treated to an exclusive behind-the-scenes tour of St. George’s Park and the National Football Centre, and an in-depth Q&A with Ferdinand.

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LMA INSTITUTE OF LEADERSHIP AND HIGH PERFORMANCE. 62

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01 Performance Visits LMA members were invited to a day at Leeds United’s Thorp Arch Training Ground with first-team manager Daniel Farke. The visit included a site tour, observation of a training session ahead of the side’s Championship fixture against Sheffield United, and a post-training meeting with Farke and his backroom team.

02 LMA Diploma in Football Management The 2024/25 cohort completed their final series of one-day in-person masterclasses at St. George’s Park, covering Football Finance, HighPerforming Teams and Employability Skills. The students’ focus now turns to their upcoming study visits, which will take place within elite sporting

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environments, and to preparing their final presentations ahead of the June residential week.

03 LMA Postgraduate Award in Strategic Leadership In January, the group met at St. George’s Park for an Introduction to Strategy workshop, delivered by the University of Liverpool’s Prof Sue Bridgewater. This was followed later in the month by two lecturecasts on Analysis and Planning, and Vision and Direction.

04 LMA & LCA Masterclasses Chartered psychologist Dr Peter Olusoga delivered a session on managing workload and avoiding burnout, while Katie Mobed, a leading performance psychologist, provided vocationally relevant insight and expertise. The day concluded

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with a panel featuring Steve Rands and Ricky Martin, who discussed their experiences of managing and working as part of a multidisciplinary team.

05 LMA & LCA Webinars Pedro Marques, Director of Football Development at FSG Football Group, kicked off the 2025 webinar series with a presentation on building coaching methodologies, and discussed the steps coaches can take to ensure their key principles are applied during training and matches.

Meanwhile, Dan Micciche, LMA member and Player Development Lead Coach at Everton, offered his insight and experience into how to help players transition into first-team environments.

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IN THE GAME: CHARITABLE SUPPORT. LMA members have assisted in raising awareness of cervical cancer across the UK.

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Eve Appeal Awareness campaign The LMA was delighted to support The Eve Appeal with the wearing of Eve Appeal badges by managers on the touchline during Cervical Cancer Awareness Week.

During this week, The Eve Appeal also hosted an online educational webinar for LMA and LCA members.

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MSc Performance Football Coaching (distance-learning) As an LMA institute partner, St Mary’s University invites LMA and LCA members to apply for its MSc Performance Football Coaching degree.

The innovative online football coaching master’s degree will empower you to advance your football coaching knowledge and explore coaching methodologies to develop players underpinned by our expert-led teaching.

THE MANAGER

THE LEADER.

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THE MANAGER

LEADER COLUMN

Holly Sedlacek

LEADING THROUGH SELF-DOUBT. The psychological principle that emotions are contagious is an important consideration for leaders struggling with self-doubt.

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LEADER

No leader is immune to selfdoubt, but those who are more self-aware use it in a healthy way to fuel selfreflection and constructive self-feedback.

When we think about selfdoubt, we tend to think about an internal churn, a hesitation, nervousness or zing of fear that can lead to panic. Self-doubt is the looping question or scenario that replays over and over in our mind, the voice of a harsh critic from years ago or our own selftalk trying to sabotage progress.

While we also often kid ourselves that our self-doubt is well hidden, it can manifest unintentionally to those around us and so have far-reaching consequences. Anything that we push under the rug will eventually build and trip up not only us, but those we’re trying to lead.

This is known as ‘emotional contagion’, and we’ve all felt it. Have you ever walked into a room, be it a boardroom, office or changing room, and picked up an emotion that wasn’t your own? It might be an air of discomfort, a whiff of excitement or even an impending dread. The problem is that the emotion you are feeling can be interpreted by those around you as something quite different. One common response to feeling self-doubt, for example, is withdrawal.

While to you it might feel like a protective cocoon, to those around you it can be perceived as a desire to be elsewhere,

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which can be very damaging.

Nothing is more demotivating than a leader who seems half out of the door. It can leave people feeling like they don’t matter or believing that it’s acceptable to be only half invested. Highperforming teams aren’t built on individuals who lack commitment or are perceived as not fully committed. Self-doubt can inadvertently signal noncommitment.

Another way that self-doubt tends to externalise is hesitation.

This, too, can have negative consequences, because in an environment of uncertainty, people tend to create a narrative that suits them. As our brains are wired to have an ingrained negativity bias, this narrative is rarely positive.

FACE THE TRUTH Self-doubt can also affect how you communicate as a leader.

It might lead you to sugarcoat reality, avoid difficult truths or, conversely, to shift blame when direct conversations feel uncomfortable. While leaders are expected to encourage and uplift others, ignoring problems or focusing only on the positives can be a sign of self-doubt rather than confidence. This behaviour signals to your team that you are struggling to communicate difficult messages, because true leaders have the courage

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@thegrovehotel

LEADER

Anything that we push under the rug will eventually build and trip up not only us, but those we’re trying to lead.

to address what’s unsaid with clarity and conviction.

Relying on blunt or direct communication because selfdoubt prevents you from crafting a better message will only prevent you from fulfilling your potential as a communicator.

One helpful approach here is to think about why the other person would want to hear your message, state your intended outcome, and then gain agreement about moving forward with the conversation.

This small improvement in communication style can enable leaders to convey emotional intelligence while building trusting relationships.

It’s important to recognise that if self-doubt isn’t tamed, it can

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sap your time and energy, and influence the impression you make as a leader, because it’s consumed by those around you.

No leader is immune to selfdoubt, but those who are more self-aware use it in a healthy way to fuel self-reflection and constructive self-feedback. The best leaders navigate with selfdoubt buckled in the back seat and move forward regardless. By recognising self-doubt, learning to manage it, and leading with clarity, you provide the reassurance and motivation your team needs to perform at their best.

Holly Sedlacek is a Leadership Coach and Director of Know Your Pace Ltd. Find out more and contact Holly at: knowyourpace.co.uk

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THOM FRAN THOMAS FRANK

IT’S ALL ABOUT DEVELOPMENT.

A talented leader, respected among his peers, Thomas Frank always maintains an optimistic outlook. Since taking the helm of Brentford in October 2018, he has reached an EFL Cup semi-final, and the Championship play-offs twice, winning promotion to the Premier League in 2021, and consolidating the club’s position.

Here, he speaks with Sue McKellar about his passion for developing both himself and others.

Interview: Sue McKellar Photography: Nigel Keene // Brentford FC

MAS NK

THE MANAGER

MY JOURNEY HERE INFLUENCED MY OUTLOOK. From my youth growing up in Denmark, it was always natural for me to take the initiative and organise things. I started coaching at about 20 years old as the head coach of an U8 team, so was already taking responsibility and making decisions, albeit on a small scale.

While I played football up to the age of around 23, it was at grassroots level, so unlike many of my peers in the game I’ve never been part of an academy or played professionally.

Instead, I stayed in education right through to university, where I achieved a Bachelor of Sport degree, and even began a Masters in CoachingBased Leadership in Football.

When I got my first full-time job, however, that was put on hold; it’s still on hold 23 years later. I believe my time at university had a huge impact on my perspective on things, on leadership and how to understand and develop people.

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I have no doubt it influenced my approach to everything. Perhaps even more importantly, though, it fostered a desire to be curious in life, to continuously study and pursue knowledge.

MY FOUNDATIONS ARE IN TALENT DEVELOPMENT. As I’ve been coaching football since I was 20 years old, I’ve certainly done my 10,000 hours on the grass! Most of this was working with youth sides. My first full-time job, when I was around 30, was in collaboration with the Danish Federation, and I was responsible for developing the best young talent in the clubs I was working with. Then, after two or three years, I moved on to become a youth national team coach for five years. That first eight years, and even the period before it, working with the U19, U17, U15 and U12 teams, gave me a solid foundation in how to develop people, as individuals and athletes. That has continued to be my ethos – it’s all about development. Of course, it’s important to win,

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so team performance is your priority, but the bigger picture for me is always development, development of the players, the team and the club as a whole.

JOINING BRENTFORD WAS A GREAT DECISION. After gaining three years of invaluable experience as manager of Danish Superliga side Brøndby, I became assistant head coach at Brentford alongside Richard O’Kelly under head coach Dean Smith. It was fantastic in every possible way. It would be easy to feel like a bit of a third wheel in that kind of situation, arriving on my own from Denmark into such a close management team, but Richard and Dean could not have been more friendly and welcoming. In fact, I was invited to stay at the flat they shared, until I got my own place sorted a week or so later.

It was a fantastic way to be integrated into the coaching team, and really helped us all to get to know one another.

THOMAS FRANK

I’d practise my motivational team speeches in front of the mirror because I like to be a strong communicator and I wanted it to sound as natural and fluent as possible.

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THE MANAGER

I WAS WELL PREPARED FOR THE MANAGER’S ROLE. Over the course of the following two years, I gained a really good understanding of English football, and of the club, its squad, data-driven approach and model of improvement. I learned so much from Dean, because while I was already quite experienced, it’s invaluable to have first-hand experience of observing and working with another manager of his calibre.

He was so open minded. It’s always fantastic to be exposed to different methods and approaches.

Still, I felt a little rusty when I took the helm, even though I’d taken a lot of training sessions and one-to-ones with the players, and had plenty of experience in leading teams. I

clearly remember the first two or three meetings as Brentford manager in front of the players, feeling a bit, ‘woah!’ Also, because English isn’t my first language, I was conscious of conveying myself well in that first season in charge. I’d practise my motivational team speeches in front of the mirror a couple of times, because I like to be a strong communicator and I wanted it to sound as natural and fluent as possible.

I HAD THREE PRIORITIES WHEN WE WERE PROMOTED. The first was to focus on being really strong defensively, because I’d observed this being a weak point for some other sides once they’d made it into the Premier League. I also wanted us to really work on our set pieces and

ensure we were unbelievably fit.

Of course, we had to play a good standard of football overall, but it was these three aspects of our game in particular that were my non-negotiables. I thought that if we ticked those boxes, we’d have a very good chance of staying in the Premier League.

I never spoke to the players about how difficult the transition might be, the increased tempo and intensity, for example. I just took it for granted that we would cope with it, because we were well planned and I had real belief in the team. I’m a really optimistic person.

I ALWAYS FOCUS ON THE POSITIVES. After a weekend match, whether we’ve won or lost, I’ll say very little to the players and staff until the Monday. Then I‘ll go over

The bigger picture for me is always development, development of the players, the team and the club as a whole.

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THOMAS FRANK

League Managers Association

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THE MANAGER

Family is also incredibly important to me, and they make sure there’s a life outside of the job.

the match in detail with the staff and analysts before showing something to the players, some clips or evidence from the game, and discussing the game plan. The emphasis, though, will always be on highlighting the good bits, to find ways to constantly reinforce the positive messages and principles that I want to convey. That positivity is so important, because the people around you feed off your energy, passion and commitment, and it drives them forward.

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HAVING EMPATHY IS IMPORTANT. I like to think that I am relatively high on the emotional intelligence scale. I hope that I get it right more often than not.

You are dealing with perhaps 25 players of different ages, in different stages of their lives, and with different needs and personalities. I endeavour to know each individual and I think that I’m an empathetic person who can identify the pain or difficulty someone might be

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going through. If someone makes a mistake I won’t think they’re doing it on purpose; instead, I’ll try to find out how we can help them and move forward.

WE DON’T HAVE UNLIMITED ENERGY. It’s therefore important to take care of it and protect it. Every manager is different in how they recharge and cope with the high demands of the job, whether they value time to

THOMAS FRANK

Thomas Frank focuses heavily on the development of his players, as individuals and as a team unit.

Nigel Keene // Brentford FC

THOMAS FRANK

The people around you feed off your energy, passion and commitment, and it drives them forward.

themselves or with friends and family. I’m a big believer in getting lots of quality sleep and I make sure I exercise four or five times a week.

Family is also incredibly important to me, and they make sure there’s a life outside of the job, that I don’t just stare at a laptop or watch football in the evening. It helps to clear the head.

I also really value my holidays and breaks away. Whereas at the start of my career I’d only take a few days, I now make sure I take a full week.

It means I come back to the job refreshed, reenergised and ready to go.

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I’VE HAD SOME GREAT MENTORS. Denmark manager Morten Olsen was a big inspiration when I was growing up, and I was lucky enough to work with him and learn from him when I was with the U17 and U19 sides. I also have a fantastic leadership mentor, a former CEO who has worked for various large corporations around the world. I speak with him regularly about a whole range of general leadership and personal performance issues, as well as any challenges I happen to be dealing with. He always has an angle on things that I haven’t seen.

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INTERVIEW

WILL ARNETT

UNSCRIPTED. Currently filming a new movie lead role alongside Bradley Cooper and Laura Dern, actor Will Arnett’s extensive career has included starring roles in multi-award-winning shows ‘Arrested Development’ and ‘BoJack Horseman’, and box office hit ‘Blades of Glory’. A talented writer, producer and director, Arnett is also one of the creators and hosts of globally successful podcast ‘Smartless’. Here, he speaks about his love of Liverpool FC, the importance of collaboration, and why filmmaking and football have much in common.

Interview: Sue McKellar Photography: Drew Hermann

THE MANAGER

“When I first watched Liverpool play at Anfield, I was like, ‘Wow! What’s happening here?’ The team, the history of the club, the culture and the passion of the fans, it all just drew me in,” says Arnett, who was first introduced to the club by his British writing partner, Mark Chappell, some 10 years ago. Still an ardent supporter, Arnett has met former Reds boss Jürgen Klopp several times, the experience leaving an indelible mark.

“Not only can you tell that he has a high level of emotional intelligence, but he also really

understands the culture of Liverpool FC, its fans and the city,” says Arnett. “He has that great leadership trait of always trying to realise people’s potential. It’s like he’s saying, ‘I see the best version of you and I want you to see it too, because it’s going to be amazing’.

I think sometimes people are put off by that kind of positivity, they don’t trust it. That’s our default as human beings, but guys like Jürgen don’t approach life that way.”

Arnett is quick also to praise current manager Arne Slott

for the smooth transition and change management he effected following Klopp’s departure.

“To keep everybody together and on the same page under a new leader and excel isn’t easy, and the way Arne did it was quite remarkable,” says Arnett. “While Jürgen laid some amazing groundwork, it’s so impressive to see how Arne has handled himself. He clearly has great passion for the club, and I love how he has brought his own technical style, one that really complements Jürgen’s.

Like Jürgen, he understands that the team is the star of the

There is always a rhythm in what you are doing and that comes through listening.

Will Arnett has been an avid Liverpool fan since he was introduced to the club by his writing partner a decade ago.

Liverpool FC

WILL ARNETT

show and you can see how much his players respect and trust him.”

THAT’S ENTERTAINMENT As well as the passion that connects football and filmmaking, Arnett sees many parallels, and much that one field can learn from the other. Both managers and film-makers are leaders of a highly collaborative process, where many pieces have to come together to achieve success. “A football manager is like a director, with each player representing a different

Will Arnett, Sean Hayes and Jason Bateman have featured three former US presidents on their Smartless podcast.

Sean Hayes Instagram

department that plays a role in the film production process, the cinematographer, actors, writers, sound mixer, art director, and so on,” says Arnett. “When everybody is really invested, you start to develop a kind of short hand, where everybody picks up cues from one another. Fostering a collaborative spirit, rather than simply trying to impose your will on people, requires emotional intelligence,” he adds. “It isn’t about trying to shove a square peg into a round hole, but instead saying, ‘We’re going to work together, I’m going to trust you as my partner on this project,

and I know you’re going to show me things I never thought of’.”

THE POWER OF CONVERSATION Listening, he has learned, is fundamental to making collaboration work. “If you’re just waiting to say something, then you’re not listening, and it will quickly become apparent that you’re not engaged,” he says. “There is always a rhythm in what you are doing and that comes through listening. I think that goes for everything you do.

Legendary talk show host David Letterman was a great listener

THE MANAGER

The moment you think you’ve got it all figured out is the moment that you’ve lost it.

and the same goes for all my friends who are US talk show hosts, like Jimmy Kimmel, Jimmy Fallon and Conan O’Brien.” Listening is also key if you’re to be curious in life, he adds, endeavouring always to learn from others.

“The moment you think you’ve got it all figured out is the moment that you’ve lost it, so it’s important to remember that you don’t know it all.

There’s so much more to learn, so many great people you can learn from.”

‘SMARTLESS’ An impressive list of such people have been featured on Arnett’s ‘Smartless’ podcast, conceived with close friends and co-hosts Jason Bateman and Sean Hayes not long before the covid lockdown. Launched in 2020 to widespread acclaim, the podcast takes the form of an informal, unscripted conversation with highprofile guests such as George Clooney, Jennifer Anniston, Bradley Cooper, John Legend, Sir Paul McCartney and recent Oscar winner Zoe Saldana. What started out as entertainment interviews evolved to naturally unearth a host of leadership and

WILL ARNETT

health and wellbeing themes, including emotional intelligence, gentle authorship, authenticity, collaboration, imposter syndrome, aspiration and resilience. The result is both entertaining and, at times, arrestingly honest.

As a father of three boys, I think it’s important for people, and men especially, to feel comfortable talking about how they’re feeling. They need to know there’s no shame in it.

“The fact that it’s an audioonly podcast means people tend to speak more freely than if they were on camera,” says Arnett. “We don’t have prepared questions, and in fact two of us don’t even know who the guest is going to be until they appear on our computer screen. This forces the conversation to evolve naturally. It took us by surprise, though, how frank and open people were compared to what you find on more conventional shows. When we had former presidents Clinton, Obama and Biden on, for example, discussing leadership and politics, it was mind-blowing.

It’s great to be able to facilitate such openness and honesty,” he adds. “As a father of three boys, I think it’s important for people, and men especially, to feel comfortable talking about how they’re feeling. They need to know there’s no shame in it.”

RESILIENCE AND EMPATHY The ability to recognise and understand your emotions and seek support where necessary is a valuable skill in both the entertainment industry and among leaders in football.

Work in both fields is highly visible and under constant public scrutiny and requires, says Arnett, the development of a thick skin and a solid support system. Better still, he says, is to try to block out the noise entirely, especially that coming from social media.

“Somebody much wiser than me once said, ‘If you’re going to believe the good things written about you, you have to believe the bad things too’, so it’s best to not listen at all.

I can really empathise with football managers, the pressure they must feel, standing in the stadium, the crowd right behind them. Tuning that pressure out and focusing on the things that matter is hard.

It comes with experience and, like a muscle that needs to be worked on, it takes time. You need to have a good support system, people who you trust in your world, mentors who you respect, and friends and family.

They’ll let you know where you are at.”

GEMMA GRAINGER

PEOPLE FIRST. Over her 11-year career with The FA, Gemma Grainger coached in more than 90 international fixtures with the England Women, youth and seniors, including several youth World Cups, European Championships and the 2017 Women’s Euros. Three years as Wales Manager followed, before she was appointed Head Coach of Norway in January 2025. Here, Grainger shares her coaching philosophy and looks ahead to the UEFA Women’s Euros in Switzerland this July.

Interview: Alice Hoey Photography: Reuters // Action Images

My style of coaching and leadership has always been people first.

Gemma Grainger embraces Mathilde Harviken after Norway’s Euro 2025 qualifier against Italy, June 2024 Reuters // Action Images

I’M VERY AMBITIOUS. As is Norwegian Football Federation President Lise Klaveness, who is one of the very few female football presidents in the world. I could see from my first conversation about the job with Lise and General Secretary Karl Petter Løken the impressive vision they had for the Norway team, and how my own approach and values aligned with those of the Federation. The detailed criteria they’d set out for the role, and their keen focus on coaching methodology and pedagogy really caught my attention.

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LIVING AND WORKING OUTSIDE THE UK HAS BEEN INCREDIBLE. Norwegian culture is very different, in the way it operates, its values and outlook. There’s very little in the way of hierarchy in the workplace, for example, and society in general is very egalitarian. They also place more emphasis on worklife balance, so holidays and weekends are really cherished.

While I’ve had to adapt to my new environment, my team have also been exposed to many different cultures and

GEMMA GRAINGER

styles of play, because I have team members playing in seven different leagues across Europe. It contrasts starkly with when I worked with the English and Welsh sides, where probably 95 per cent of the players were playing for English clubs.

I’VE ALWAYS BEEN AN AUTHENTIC LEADER. Perhaps it comes from being the oldest child in the family and from growing up in Middlesbrough. People in the North-East tend to be

very genuine; you’re not trying to be anyone else and you’re not better than anybody else.

It was instilled in me from an early age to be polite, ask people how they are and actually listen to the answer, and I am genuinely interested in other people. It’s taken time and experience, though, and working under many different coaches, to really cement who I am and what I believe in as a coach. The seven years I spent as an assistant coach with the England teams was particularly important.

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I INVEST IN PEOPLE. I’ve been coaching for 24 years and have developed as a leader over that time, gaining more confidence to really push for what I believe in. My style of coaching and leadership has always been people first, but 25 years ago that just wasn’t how things were done. It’s fair to say I battled for a while in the middle of my career, wondering if I’d got it all wrong. Was I developing a style that wouldn’t fit? I spend a lot of time now working to understand the individuals in my team, because I believe you need

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Gemma Grainger manages Wales at the FIFA Women’s World Cup qualifier against Kazakhstan, April 2022 Reuters // Action Images

I believe you need to really understand people and build solid relationships to help them achieve their potential.

to really understand people and build solid relationships to help them achieve their potential.

NEVER TOO HIGH, NEVER TOO LOW. It’s a mantra I live by, because I believe the players are looking to me for consistency.

It provides them with the safety to give their best. In one of the first conversations I had with the Norway team, I explained that I wanted them to enjoy being in camp, and to feel that they can be their true selves. If those two things happen then

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I know we’re in a strong position. I believe genuinely that what happens on the pitch starts with what happens off it.

WHAT DOES SUCCESS LOOK LIKE? We want to go to the Euros this summer and be as successful as possible on the pitch, but we’ve also talked as a group about what success would look like off it. I feel that it’s my responsibility to ensure the staff and players get the most out of the competition,

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I believe genuinely that what happens on the pitch starts with what happens off it.

Following successful qualification, Grainger and her Norway side head to Switzerland in July for the Women’s Euro 2025 Reuters // Action Images

Gemma Grainger with the managers of fellow Group A sides Iceland, Finland and Switzerland following the Women’s Euro 2025 draw.

Reuters // Action Images

not only from a performance perspective, but in terms of their own personal experience.

I want to do my absolute best for Norway, but I also feel a responsibility to represent well at the Euros as a female coach, and the only English coach at the competition. The players, meanwhile, have talked about what it means to them and the young fans in Norway. They’re conscious of being role-models and want to be the best they can be.

HIGH CHALLENGE, HIGH SUPPORT. We really try to support the players to continue developing the skills that they need to excel, not only as athletes but in everyday life. That means providing them with technical, tactical and physical support as well as human development support both on and off the pitch. This is especially important during times of increased pressure, such as the Euros. It also requires you to

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build an environment where people can say how they feel and reach out for help, if need be.

I understand how important it is to model that myself, which isn’t always easy. People around me are always telling me to take time off and rest, because when you do something you love it can become obsessive. I have a calendar on my wall, and I use it to hold myself accountable, because I know how important it is to find a balance if I’m to be at my best when it matters most.

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INTERVIEW

MARK WARBURTON

BEST FOOT FORWARD. When the team is struggling to see the light at the end of the tunnel, or lacks the energy to get there, they look to their leader to find a way forward. Mark Warburton explains why reflection and celebration are key pillars of positivity.

Words: Alice Hoey Photography: Sporting Club Jacksonville // Reuters // Action Images

You should always look to challenge your players and staff, but it’s important also to be realistic.

In any competitive environment, be it big business, politics or elite sport, professional life is a rollercoaster, characterised by purple patches and slumps, uncertainty and change. There will be periods when success comes easily, and others when even your best just isn’t enough.

A run of poor results, the loss of a grudge match or key account, behind the scenes conflict or bad press can all seed doubts in the team, denting morale and self-belief. Negativity then feeds off negativity, and if left unchecked it can quickly impact on team cohesion, engagement, motivation and, ultimately, performance.

It’s the leader’s role to help their team accept these inevitable bumps in the road, and remain positive and motivated around their collective goals. “That goes right back to your shared targets and expectations,” says former City trader and LMA member Mark Warburton, who has managed at Brentford,

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Rangers, Nottingham Forest and QPR. “You should always look to challenge your players and staff, but it’s important also to be realistic. What represents success for one team will be very different for another, and your targets need to be aligned with the players, budget and everything else that you have that season, regardless of what has gone before.”

Even if those targets begin to look out of reach, Warburton believes there are always ways for the manager to motivate and incentivise players and staff. “At Brentford, we’d decide together on a points target at the beginning of each six-week cycle and then work towards that constantly,” he says. “If we had a bad run of results, we knew what we needed to do to get the tally back up, and should achieving our goal become impossible, I might allow us to borrow points from the next cycle. It’s important to set goals with some wiggle room built in, or that you can adjust as you go along. It’s

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Mark Warburton started out at Brentford as assistant manager in 2011, before becoming manager in 2013 until 2015. During that time they were promoted to the Championship from League One as runner up.

Reuters // Action Images

MARK WARBURTON

all about being realistic and doing whatever it takes to keep the team motivated, forwardthinking and positive.”

Mark lead Rangers back to the Scottish Premiership in the 2015/16 season, completing a double with the Scottish Challenge Cup the same season.

Reuters // Action Images

For Warburton, currently Sporting Director and Head of Soccer at Sporting Club Jacksonville, that includes incentivised bonus schemes that everyone buys into.

“I’ve seen it work well in the City and in sport, because it reinforces the message that it’s the team effort that counts, not individual performances.

When you win, you win together,” he says, “and that drives positivity and keeps everyone pulling in the same direction.”

DIG DOWN Perhaps even more important for Warburton, however, in terms of maintaining a sense of collective confidence and direction, is reflection.

He admits to being superanalytical of his performance and that of his team, but not in a negative way. It is, he says, about delving into every aspect of the game to find out if there’s anything that might have improved the outcome, as well as looking for things to feel proud of and celebrate.

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“While it’s important not to dwell too much on disappointing results, it’s essential in any competitive environment to reflect on what you did, how effective it was and how you might have done things differently,” he says.

“Did you prepare well enough for the game, did you hit all the loadings, and was the hotel and food right? A manager will ask if they made the right substitutions at the right time, while a City trader will ask if they took the right risks and traded when they needed to.”

Importantly, these findings need to be communicated to the team in terms of the strengths and assets that could propel them forward, rather than any limitations pulling them back. Language should be future-oriented and constructive, focusing only on the things they can control or influence.

Indeed, viewed this way, whatever the findings of your review, the outcome will be positive. Where you find room for improvement, for example, you will have something concrete to work on or new avenues to explore.

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Mark managed Nottingham Forest from March 2017, leaving the club on New Years Eve 2017, sitting in 14th in the Championship.

Reuters // Action Images

Mark managed Queens Park Rangers for two seasons from May 2019 until June 2022, leaving once his contract had completed.

Reuters // Action Images

Having strong relationships with your staff and a good support network is also essential.

Alternatively, your analysis may show that you have a lot to be satisfied with. “Data and video evidence can be very powerful here in helping to reinforce the positives, demonstrating to the players where they did well and where their strengths lie,” says Warburton. “This is particularly important in boosting self-confidence and morale when a result hasn’t reflected the side’s performance.”

FIND JOY TOGETHER Celebrating these gains and achievements, however small,

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can help everyone maintain some perspective and find things to be grateful for. “There has to be a balance,” says Warburton, “because it can be a ruthless, pressurised industry. Creating a relaxed atmosphere where people can enjoy the moment and celebrate successes and achievements, whether workrelated or a milestone in the life of someone in the team, is essential. Positivity can come from anywhere, inside and outside of the work environment, and it’s important to understand that one affects the other.”

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Mark was West Ham United First Team Assistant Coach during the 2022/23 Season, part of the coaching team that delivered the Europa Conference League trophy.

Reuters // Action Images

Positivity can come from anywhere, inside and outside of the work environment, and it’s important to understand that one affects the other.

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The leader can’t dictate the mood in the room, but they can certainly influence it, through their overall demeanour and body language, and how they communicate and treat those around them. However, as this needs to be authentic, managers need to ensure they fill their own cup first, prioritising their physical and mental energy, and taking on board the advice and positive messaging they’re giving their team.

Having strong relationships with your staff and a good

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support network is also essential, adds Warburton.

“We all have days when we’re not feeling our best, and it’s important to have people around you who know you well and who you can trust, people who will check up on you if you’re not yourself and be there when you need them,” he says.

“You can’t hold the team up single-handedly 365 days a year, so the strength and experience of your inner team is incredibly important, both in supporting you personally, and in helping to communicate those positive, forward-thinking messages to the team.

Mark joined Sporting Club Jacksonville as Sporting Director and Head of Soccer in March 2025.

Sporting Club Jacksonville

LIAM ROSENIOR

BREAKING DOWN BARRIERS. Just seven months after being announced as manager of Strasbourg, Liam Rosenior has taken the French side within reach of European qualification, while often fielding the youngest side in Ligue 1. Here, he talks about the importance of building trust and being adaptable.

Interview: Sue McKellar Photography: Reuters // Action Images // Alamy

THE MANAGER

You can connect and relate to anyone, whatever their nationality or language, provided you care for them genuinely.

Liam Rosenior is currently the only English LMA member managing in the top European men’s leagues.

Alamy

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Rosenior’s Strasbourg squad is both young and highly multicultural, with 17 countries represented.

Alamy

IT’S ESSENTIAL TO EMBRACE CULTURAL DIFFERENCES. Different cultures naturally have their own ways of working, and when I arrived in France I noticed that there can exist a hierarchical approach within French organisations. In a typical club, for example, you’ll have the chairman and head coach, and various tiers of staff below them, and people within each tier only talk to those in the one above. I was used to working in a different way, but I knew it was really important to not storm in and change everything overnight.

After a while, I was able to make adjustments and foster a really open environment. Initially, people were cautious about saying the wrong thing, but they know now that they can speak to me and the management team about anything. They understand that I have an open door policy, and it’s rewarding to

see how much they enjoy what they’re doing. It’s clear that they work really hard.

NEVER THINK YOU HAVE ALL THE ANSWERS. I’ve learned from my time as a player and manager that one of the biggest mistakes you can make is to walk into a situation saying, “This is what’s worked before, this is how we’re going to do things.”

As soon as you do that, you lose opportunities to hear other people’s ideas. So, while my core values never change, I work differently here at Strasbourg to how I worked in England.

I WORK OFF INTUITION. When I arrived at Strasbourg, I had a long conversation with the technical director, who was keen to understand my rules, processes and non-negotiables. I told him, “I don’t have any!” I don’t walk

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into a club and go, “Right, this is how we’re going to do things.”

I believe in taking things as they come and seeing how they develop. There are standards, around how we treat one another as people, for example, but I don’t set rules for the players or staff. I told them on my first day, “I trust you to be you.” I think giving them that power and control in terms of their behaviour and the culture they uphold has really helped to empower them.

They’ve been brilliant, selfmanaging and accountable.

LEARNING THE LANGUAGE IS IMPORTANT. I’ve had lessons each week, although I’ve learned the most just by being immersed in the language. I’m at the point now where I can understand what people are saying and I can respond, and I’m happy with that progress. It’s a weird thing, learning a language, because it

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LIAM ROSENIOR

While my core values never change, I work differently here at Strasbourg to how I worked in England.

just comes. One minute you don’t understand anything anyone’s saying, then you start to pick up the odd word, and before long you can understand whole sentences. I’m not fluent yet, though, so I coach and do press conferences and team meetings in English, using a live translator.

It enables me to be my authentic self, to speak with passion and convey my messages without compromise.

THERE ARE PLAYERS FROM 17 COUNTRIES IN THE SQUAD. Our players come from a diverse range of countries, including Sweden, Serbia, Brazil, Argentina, and a lot from French West Africa. I’m of Sierra Leonean descent myself, so I can empathise a little and understand where they’re coming from.

However, if there’s one thing I’ve learned above all else from this experience it’s that you can connect and relate to anyone, whatever their nationality or language, provided you care for them genuinely. If you do that, they will always want to do well for you.

YOU’RE A MANAGEMENT TEAM, NOT JUST ONE PERSON. I brought three people with me to Strasbourg: Ben Warner, my coach analyst; my assistant manager, Justin Walker, who understands who I am, knows my blind spots and how I want to play; and Kalifa Cissé. I’ve known Kalifa a while, and he’s been particularly invaluable here, because he understands the French game and players, and speaks the language. I think if you’re a process-driven manager, you know that certain people add real value to how you like to do things. It’s important that clubs understand that when they’re hiring; they’re not just bringing in a manager to do the job, they’re bringing in a management team.

I’M ENJOYING COMPETING IN LIGUE 1.

There’s a lot of quality football played in this league and I’ve been impressed with the technical ability and athleticism of the players. I think when you’re working in the Premier League or Championship you can find yourself in a bubble, where you

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don’t see how much there is to learn outside of English football.

Being an island can work to the UK’s disadvantage when it comes to being exposed to other ideas and methods in football. Here in France, there are so many different influences from neighbouring nations such as Germany, which is only a 20-minute drive from here, Switzerland, an hour away, and Spain, down in the south.

EXPERIENCE MAKES YOU ADAPTABLE. My first job in management came at Derby County, just as the club was coming out of administration. As interim manager, I had about six weeks before the start of the season to put a squad together from nothing with a very limited budget. I went from that to Hull, which had just undergone a buyout by Turkish owners. I find that all of that past experience helps me now at Strasbourg in whatever situations I face.

Experience and learning brings with it a calm and control, and really helps you to enjoy the job.

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JON FISHER

CHAIN REACTION. Jon Fisher, CEO of supply chain partner GRS Group, explains why success always starts with a focus on your people.

Words: Alice Hoey Photography: GRS

THE MANAGER

Caring for our people is our first company value and the first item on every board meeting agenda.

LEADERS NEED EMPATHY. I believe it helps if you have a genuine connection with the people in your organisation.

I’ve been part of GRS since its inception, and I’ve had the opportunity to work my way up through various positions in the company. I can empathise with people, and I’d like to think people feel that I’m ‘one of them’ because at some point in my career I’ve been where they are now. It means I have a good understanding of how things work and what their challenges might be, and most importantly I can support people and help them make decisions in the best interests of the business. When

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there’s a problem, I’m usually able to come at it from a point of experience, and work with colleagues to resolve issues rather than simply dictating what I want to happen.

I’M INTERESTED IN OTHER PEOPLE AND CURIOUS BY NATURE. Throughout my career, I’ve been exposed to many different working environments. I’m fortunate to have learned from a wide demographic of people, not just in the construction industry but many others with whom we work, including sports and entertainment. I’ve also learned some great lessons on

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leadership training courses, some of which still influence my thinking today. I remember in one session, for example, a photo of a pink piglet was pinned to the whiteboard. Everyone in the room was asked to write down two words they associated with the picture, and we were amazed when we realised no two people had written the same thing. It was just a picture of a pig, but it was a great icebreaker and demonstrated that we all see things differently.

At GRS our people are at the heart of what we do. In fact, caring for our people is our first company value and the first

JON FISHER

item on every board meeting agenda. Even health and safety, which is of huge importance in the construction industry, comes second, because we believe it is a symptom of how we’re doing and how we’re feeling as humans.

Of course, we need systems and protections, but the real starting point is whether we’re in a good frame of mind, and are looking after each other. Crucially, we don’t believe ‘looking after our people’ falls within HR. For us, HR is about process, controls and structure, not emotions or development. Instead, we have a dedicated people department, led by a People Director, who reports directly to me. This approach

has made a huge difference and led to GRS winning some top awards.

WE INVEST IN STAFF HEALTH AND WELLBEING. Annual health screening is a great way to demonstrate that commitment. Not long ago, I tried out an HCA health assessment through the LMA and it was incredible. I’d been given a clean bill of health by our existing provider only the week before, but the screening profile at HCA was different and they picked up a problem that might otherwise never have been found or resolved. Overnight, I changed our organisation’s

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health assessment account to HCA and we haven’t looked back.

I PROTECT THE WEEKENDS FIERCELY. Post-Covid, I found that we lost all our boundaries and were working long hours and weekends. That has changed.

I’ve learned the importance of taking time for yourself. I also now take my holidays. In the past, there was always a reason not to go, always something important that I couldn’t put off, and even a feeling of guilt that I shouldn’t be taking time away. That is not healthy or productive. In fact, it’s amazing, but not surprising, to see how, when someone comes

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back to work after a break, they are suddenly full of energy and ideas.

About Jon Fisher Jon Fisher is CEO of GRS Group, Britain’s leading independent supply chain partner for sourcing, handling and transport of aggregates, building products, waste and recycled materials.

Having joined GRS during its formation in 1997, Fisher rose through the ranks from various sales roles to Regional Manager, Southern Regional Director and then, after leading a second management buyout in 2012, Group CEO.

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WE PRIORITISE EQUALITY, BUT ALSO EQUITY. We asked our staff to come back into the office after the Covid pandemic, because there’s a large part of our workforce that has to be out there working on site, come rain or shine. They simply don’t have the ability to work from home. Without those people our business wouldn’t function, so it was important for us to show solidarity and have everyone in the workplace. I firmly believe that everyone in GRS, whatever job they’re doing, is equally as important and deserves to be treated equally. Everyone should also have the chance to improve and develop their skills and realise their potential.

That’s why, as well as bringing in highly skilled people we actively look to develop and promote the people we already have. Almost half of our workforce has participated in training programmes delivered

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by our own internal GRS Academy since it was launched in 2017. Of course, I’d like a lot more people to participate and I’m optimistic we’ll keep growing our people development provision.

I DIDN’T FINISH SCHOOL. Some people might be surprised to learn that I don’t have any formal qualifications. However, I was given a chance, nurtured and taught how to use my skillset to maximum effect by people to whom I will be forever grateful. That’s why I’m always encouraging our people to keep learning and developing, myself included. The way I see it, if you’re not so good at a particular task, we can pair you up with someone who is, because we can all learn something from each other. That’s one of the reasons there’s so much diversity in our organisation and it’s fundamental to our culture and our success.

I’m always trying to understand other people’s perspectives, and learn from their differences and diverse skillsets. It doesn’t always make life easy, but it always keeps things interesting.

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STAY THE COURSE. An innovative facility is helping to destigmatise mental health on the DP World Tour and provide a haven of wellbeing, recovery and sustainable performance.

Words: Alice Hoey Photography: Reuters // Action Images

THE MANAGER

Being in the spotlight constantly over the course of the DP World Tour can take its toll.

The virtual reality area of the Mental Fitness Zone helps golfers’ with their breathing and visualisation.

Reuters // Action Images

At face value, the life of a professional golfer looks pretty comfortable. The cameras follow them as they drive and putt their way from one manicured green to another, a city skyline or natural vista forming the backdrop, a cheering crowd the soundtrack. Then, as the sun begins to set behind a bunker, our heroes disappear into another stunning clubhouse, before being whisked off to a luxury hotel.

There are, undeniably, some perks to the job, and most golfers are truly grateful for the opportunity to compete at the sport they love. However, none of this protects or insulates them from some difficult physical and mental challenges, among them loneliness and isolation, pressure and anxiety.

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In response, some great work is being done on the DP World Tour to destigmatise mental health and create an environment that’s conducive to good mental wellbeing.

Chief Medical and Scientific Officer Dr Andrew Murray and Cognacity’s Dr Phil Hopley have worked in consultation with a number of professional golfers to develop an innovative facility that aims to ease the mental burden of the DP World Tour on participating golfers, their caddies and support teams.

Introduced for the first time at the 2024 Hero Dubai Desert Classic, the Mental Fitness Zone comprises four areas: one aimed at reading, reflection and mind puzzles, one focused on mindfulness, a third offering a virtual reality experience to

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FROM ANOTHER SPORT

support golfers’ visualisation and breathing, and finally a sleep chamber, where individuals can take time out and recharge.

Psychologists and psychiatrists are also on hand.

FAR FROM HOME The DP World Tour now includes many locations outside Europe, and over a typical season golfers will compete at 42 tournaments in 26 countries all over the world. It adds up to some 32 to 38 weeks a year away from home for golfers and their caddies, says Murray.

“That means tour golfers are often absent for key milestones in their partners’ or kids’ lives, for birthdays, Valentine’s Day and anniversaries, and they carry a lot of guilt about that,” he says.

“While they’re surrounded by their peers and fellow professionals in the game, their family and friends are at home and they miss them, so it can be a lonely sport.”

The nomadic nature of life on tour also impacts on the sleep and recovery of golfers, their caddies and their entourage. Jet lag and the absence of any kind of consistent home environment or routine can add up to disrupted sleep patterns and fatigue.

Golfers, like anyone else, need quality time to recharge,

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Being on tour for so much of the year can be cause feelings of loneliness, isolation and guilt among golfers and their caddies.

Reuters // Action Images

mentally and physically, but that isn’t always easy on tour.

“On top of the five or six hours that pro-golfers will spend out on the golf course, they’ll also typically do two or three hours of practice and another hour or so of physical preparation,” explains Murray. “It’s a very long day and it doesn’t really leave much time for anything else.” Indeed, even when they do finally retreat, alone, to their hotel rooms, the precious few hours they have can end up being invaded by unhelpful thoughts and anxieties, which only serve to compound their sleep problems.

Some of these anxieties will

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come from the pressure golfers feel to perform, especially given every mistake is analysed and they receive vocal criticism from spectators on site and on social media. Being in the spotlight constantly over the course of the DP World Tour can take its toll.

“If you consider that every time you take a putt you have some 40,000 spectators around the course, all watching you hit the ball, it’s akin to taking 72 penalty kicks in a single day,” says Murray. “It doesn’t matter how good you are in practice, it’s what people are able to execute on the day that counts, and that’s impacted a lot by the work you do around mental fitness, and how happy you feel in yourself.”

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Professionals in the tiers below the DP World Tour, meanwhile, face the additional pressure of having to fight to keep their tour cards, adds Cognacity’s Dr Phil Hopley, who has worked with the DP World Tour for around 10 years. “Research shows that symptoms of common mental health issues are more prevalent among these professional golfers compared to age-matched non-golfers, and that’s often down to the competitive environment. Only a relatively small proportion of pro golfers are competitive enough, week in, week out, to ensure their future is secure; the rest, the large majority in fact, are fighting throughout the year to earn the right to come

FROM ANOTHER SPORT

back. Failing to ‘retain your card’ means dropping down a level, with obvious and significant consequences for their earnings and financial security.”

Dr Hopley and Dr Murray have worked in collaboration with pro golfers to develop an innovative facility on the DP World Tour.

PREVENTION IS BETTER THAN CURE It’s important to remember, finally, that sports people at any level have all the same kinds of underlying mental health challenges as the rest of us. Some may be dealing with a mental illness or condition, such as depression, OCD or ADHD, and all will have a state of mental health, ranging from struggling through surviving, all the way to thriving and excelling.

While there’s a good understanding of the link between golfers’ performance and things like stress and anxiety, recognition of the importance of a more holistic view of mental wellbeing is, relatively speaking, in its infancy. “A lot of the work that we do at Cognacity is around educating people about the importance of the building blocks of wellbeing,” says Hopley, “because this is what increases resilience and enables sustainable high performance.

That means being proactive, rather than reactive. An athlete wouldn’t think twice about having treatment for a hamstring twinge or trying to prevent some other physical injury, but there’s

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work to be done to help them approach their mental health in the same way.

In Dubai, the Mental Health Zone was established in the existing Sensasia spa facility of the Emirates Golf Club, however normally they are based in specially retrofitted articulated trucks. This means that as the golfers move from one event to another, the unit can often travel with them.

This continuity of support, wherever and whenever they need it, is important in stripping away the image of mental wellbeing as akin to mental ill health. The hope is that growing numbers of those on tour will use the Mental Health Zones not only when they feel that their mental health is suffering, but as a proactive means of mental health management.

Acknowledging and supporting the mental requirements and challenges of the sport is essential, says Murray.

“That means providing ample opportunities for golfers, caddies and others on tour to step away from the sport, be in a nurturing environment, and have some much needed downtime.”

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INTERVIEW

JAMIE MASRAFF

HEARTS AND MINDS. OnSide is a national charity whose youth centres provide an essential haven for young people to play, learn new skills, gain confidence, and fulfil their true potential. We speak with CEO Jamie Masraff about leadership in the third sector, and the charity’s rapid expansion.

Interview: Alice Hoey Photography: OnSide

Since it was set up 15 years ago, OnSide has built a national network of 15 state-of-theart youth centres in some of the UK’s most economically disadvantaged areas. Known as Youth Zones, these innovative facilities provide a safe space for around 50,000 young people each year to try out a wide range of activities, spend time with their peers and develop their selfesteem. If they’re ready, they can also open up to the experienced youth workers about their challenges and, where necessary, seek professional support.

is currently undergoing a period of rapid expansion. Seven new centres will enable the charity to reach double the number of young people, in areas where it has not previously had a presence, such as Yorkshire, the Southwest, Essex and Lincolnshire. This growth has been driven principally by an injection of government money through the Youth Investment Fund as well as the ability of the OnSide team to secure private sector funding from a growing pool of philanthropists and corporate supporters.

Despite public sector funding for such projects having been slashed in recent years, OnSide

EMPATHETIC LEADERSHIP. This is crucial at a time when the size of the public sector pie

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is shrinking and competition for funding is increasingly fierce.

“Local authorities are crucial for us, because typically they provide quite a big proportion of the running costs, as well as the sites for our new youth centres,” explains Masraff. “In order to commit to that, they really have to love the project, feel that it’s their idea and own it, so getting their buy-in means winning hearts. It’s also important, though, to accept that there are likely to be other competing interests and limitations to what can be achieved,” he adds.

“While you’ll have councillors who are determined to make things happen and leave a notable legacy, there’ll also be

We have real opportunities to share our knowledge and experience, and help one another, and that only comes through trust, built up over time.

officers who are more focused on saving money. Indeed, often, whether something gets done in local government is less down to will and more down to budgetary constraints and the fact they have so many competing demands.”

Masraff emphasises the importance of communication and influence, and in building and nurturing relationships, drawing on his first-hand experience of the public sector.

After University, he worked for a local government management consultancy on small local projects, but was soon leading large council initiatives. It was far from easy, says Masraff,

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whose understanding of the sheer breadth of the remit and political complexities of local government have proven essential. His experience has helped him to understand the needs and challenges of local authority decision makers when trying to get a new Youth Zone project off the ground.

Making progress in that kind of environment, he has discovered, requires determination, perseverance and patience. “It’s important to understand what the other party’s priorities are and how they might align with what you do,” says Masraff.

“That means being observant and really listening. I think

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listening is a very undervalued quality in influence and persuasion; you can’t just go in and bang your fist on the table.”

OnSide’s Youth Zones operate as what is known as a ‘federated network’. Each centre is run as an independent charity, while sharing certain resources, and adhering to overarching policies and values that are common across the whole OnSide network. “In other words, while we don’t dictate to each charity how it should be doing things, we have a common vision and an overall framework that every member is committed to delivering, one that allows for variation locally,” says

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Masraff. “We set up what we call our DNA, which every one of our members is committed to delivering and all of this is enshrined within a network agreement. But the crucial ingredient that makes it work is trust,” he adds. “We have real opportunities to share our knowledge and experience, and help one another, and that only comes through trust, built up over time.”

CHANGING MINDS Within his own team, meanwhile, collective focus, patience and positivity are key, “because with often long timescales involved in making a Youth Zone happen, it can

JAMIE MASRAFF

When you consider the scale of demand for the kind of support and opportunities we’re offering young people, we’re not even at the foothills of where we need to be.

OnSide CEO Jamie Masraff has learned from experience that active listening and empathy are key skills in influence and persuasion.

feel, day-to-day, that you’re not making much progress,” he says. “It’s so important to keep everyone focused on our longterm goals so we’re all headed in the same direction.”

The long-term goal for OnSide is an ambitious one, with the charity aiming to establish 35 youth centres within its network by 2035, reaching 150,000 young people. “When you consider the scale of demand for the kind of support and opportunities we’re offering young people, we’re not even at the foothills of where we need to be,” says Masraff. “What’s more, we’re looking to create systemic change, because while everyone understands intrinsically that teachers are crucial, there’s far less appreciation of the value of youth workers, or even an understanding of what they do. The profession is often misunderstood, with some seeing it as just playing table tennis with young people, but in reality they are magicians.

They are essential to the whole fabric of society, because they have the power to change young people’s lives, and in particular those who are struggling at school or home.”

Through OnSide’s scale, proven impact and powerful storytelling, Masraff wants to raise the profile of youth work, and help both

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those in government and the wider public see the true value of youth workers. They also provide professional training for their staff, in response to a dwindling number of available college courses.

“Recruiting talented youth workers has become a real challenge, so OnSide delivers its own ‘Talent Academy’ to train them up,” says Masraff. “It’s part of our wider commitment to training and development, including courses on safeguarding, communications and systems operations, that aims to raise the quality of talent in each of the local Youth Zones, without it being an imposition.”

Masraff also hopes to strengthen and expand on the great partnerships that the charity has developed between its Youth Zones and local organisations, including numerous football foundations.

“There’s a real opportunity for us to work with clubs, their players and managers, for them to share their insight and stories, inspire young people and help to raise the charity’s profile.

The work we do has a genuine long-term impact on the lives of young people, and with the support of the public and private sector we’re committed to reaching as many of them as we can.”

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THE CLIFF

Words: Alice Hoey Photography: The Cliff

PRIDE AND CONNECTION. Perched among the cliffs of Negril, Jamaica, overlooking the Caribbean Sea, The Cliff Hotel offers guests a warm and authentic experience. Here, Managing Director Vernon Johnson explains how the service they offer comes straight from the heart.

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WHAT IS LUXURY? It is a heightened level of service, of course, but for us it also means more than simply having a great room or wonderful food. The low density of people at the Cliff Hotel means our guests never feel like they have to fight for space or attention. As far as they’re concerned they’re pretty much the only ones here.

When our guests leave us, we want them to do so feeling that they have become part of our family. That starts with the booking process, because right from the start we’ll explore our guests’ needs and look at how we can make their stay an extra-special experience. That

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might mean organising some kind of celebration, a birthday or honeymoon, for example, arranging bespoke excursions or ensuring we meet their dietary requirements.

THAT’S DOWN TO OUR INCREDIBLE PEOPLE. Many of our staff are from the surrounding community and have been with us since the property opened in 2015; some were even part of the team that helped to build it. There’s a genuine sense of pride and connection that comes from the close integration we have with our community. Our staff turnover is incredibly low, which is pretty much unheard of in

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the hospitality industry, and it means our staff have longevity and experience. Some of our guests will purposefully book to stay with us only when certain members of staff are working, because they have built up such a connection and trust with them over the years.

THE TEAM HERE IS COMMITTED, CONSISTENT AND PASSIONATE. As a leader, these are values that I hold very close. Each morning, we share words of inspiration with each other, and I regularly take a walk around the property with individual team members.

It’s important that they see for themselves any improvements

or changes we’re making to the business and get some perspective beyond their immediate sphere of work. We all need to understand what the guest sees and experiences, and how our own role fits into the bigger picture.

I believe in leading by example, and incentivising and rewarding our people when they excel.

Vernon Johnson Managing Director, The Cliff, believes success depends on the commitment and engagement of your people.

YOU HAVE TO BE POSITIVE, EVEN DURING TOUGH TIMES. There will always be periods when morale drops, and as a leader you have to find ways to turn that around quickly so it doesn’t fester and become something bigger. In our team, whatever the situation, everyone takes it on themselves to find the

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right solution, and I welcome ideas and opinions on how we can make improvements and develop our offering.

We all rally around, and individuals are empowered to make their own decisions. For example, when Hurricane Beryl hit in July last year, many of our staff stayed at the hotel as the storm passed and we all worked hard to put it back together, doing so in only three days.

There is such a sense of pride, solidarity and commitment in our people. I think it is this, above all else, that makes us such a unique retreat, one that our guests want to come back to, time and time again.

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THE GAME.

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INTERVIEW

LUCIENNE REICHARDT

THE NEXT LEVEL. Now Manager of Women’s Football at KNVB, the Dutch FA, former player Lucienne Reichardt shares how the UEFA MIP helped her transition to a successful leadership career.

Interview: Alice Hoey Photography: UEFA // KNVB

Lucienne Reichardt is on the UEFA Women’s Football Committee, something she considers a privilege and an opportunity.

UEFA

Nearly six years after hanging up her boots as a professional player, Lucienne Reichardt is helping to advance the women’s professional game, both in the Netherlands and across Europe. It’s exactly the kind of off-the-pitch impact she aspired to make on the game, having made her mark on the pitch for more than a decade, playing for the likes of ADO Den Haag, Ajax and West Ham.

that might take or how she might get there. The answers to these questions and more came when she enrolled on the UEFA Executive Master for International Players (UEFA MIP), which aims to equip former international players and referees with the professional skills they need to transition to senior leadership positions in the football industry.

After retirement, Reichardt worked in statistical research before she felt pulled back to the game she loves. “I realised that I missed being involved in women’s football, not so much playing as being part of the culture,” she says. However, while she had the ambition and passion to work in football, she didn’t yet know what shape

It was, she says, a transformative experience.

“Over seven week-long sessions (now expanded to eight), spread over a one-and-a-halfyear period, the programme provided a unique opportunity to learn about the complexities of football management, administration and governance at an international level. I

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gained skills and insight into key areas such as decisionmaking, financial management, stakeholder management, negotiation and marketing,” says Reichardt, who also wrote a thesis as part of the programme, and received the advice and support of a mentor.

“Perhaps most valuable of all, though, was to be able to learn from a wide range of professionals in the game, as well as from the other former players on the course,” she says. “When you build your network in this way, you know who to reach out to when you need advice or want to learn more about a particular topic.”

Reichardt adds that she’s encouraged by the growing number of women players joining

I gained skills and insight into key areas such as decisionmaking, financial management, stakeholder management, negotiation and marketing.

the programme. “While I was fortunate in having an academic background to fall back on, for many women it can be difficult to make the transition to a non-playing career,” she says. “The UEFA MIP can play an important part in bridging that gap.

It gave me the self-confidence I needed to pursue and succeed in my chosen career path, and equipped me with the tools I needed to contribute to the game in a really meaningful way.”

As Manager of Women’s Football at the KNVB, Reichardt is responsible for the top two tiers of the domestic league in the Netherlands.

“That includes improving minimal standards for the players, ensuring clubs develop

a professional environment, and working to ensure we all advance together as a league, rather than prioritising one or two clubs,” she explains.

She is also on the UEFA Women’s Football Committee, something she says is both an honour and a huge opportunity.

“It’s a real privilege and I hope I can make a genuine contribution to the future of the game. Understanding UEFA’s wider strategy enables me to better align the national goals and plans of the KNVB, and work out what we need to do to get there. It’s also really valuable to have that wider perspective on the development of women’s football internationally, including insight into the organisation of the 2025 Women’s Euros, for example.

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“Tournaments such as this are a fantastic platform on which to raise the profile of, and grow, the women’s game in general, while doing amazing things for the participants’ domestic leagues,” she says. “When the Netherlands won the Euros in 2017, for example, it was a huge landmark moment in the game for us, encouraging more girls to both play the game and to engage with the women’s football culture. Recent major women’s tournaments have seen new records set for viewers and attendance, and have had a lasting impact,” she continues.

“We’re therefore looking ahead to the 2025 Euros with great excitement and anticipation, and will make sure we do everything we can to maximise the positive effects, here in the Netherlands and across Europe.”

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A GAME PLAN FOR WEALTH. Sam Green, Senior Sports Banker at Arbuthnot Latham, provides his top tips for financial safety planning.

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However rewarding your job, there are likely to be certain risks and events beyond your control which may one day change the trajectory of your career, and your income. Even the most successful professionals can experience periods of unemployment and securing the right new role can take time.

Financial planning is therefore essential and should be discussed and planned for now, not when your position is in doubt or when retirement is on the horizon.

Here is how: 1. START AS EARLY AS POSSIBLE. The earlier you begin, the more time you have to grow your wealth, make informed investment decisions, and set long-term financial goals. It also helps you develop good financial habits that can lead to greater financial stability and success over time.

2. MAINTAIN AN EMERGENCY FUND. This should cover living expenses for at least six months to act as a financial safety net.

Keep this fund in a liquid, easily accessible account, so you can access it when needed without penalties or delays.

3. CONSIDER WEALTH PROTECTION. It is important to consider the

financial impact of an injury, illness or worse, and ensure that you, your family and your business interests are protected.

Life insurance or critical illness insurance can provide a lump sum payment or replace lost income when it is most needed.

Review your insurance policies regularly to ensure they meet your current needs. Also important is to write a will and consider appointing a lasting power of attorney, which allows you to exercise control over who can make decisions on your behalf.

4. DIVERSIFY YOUR INCOME STREAMS. Consider exploring additional income sources, such as brand collaborations, investments and side businesses, or passive income opportunities like rental properties. This can provide financial stability and reduce the reliance on any one income source.

5. MANAGE EXPENSES AND BUDGET. Track your income and expenses to understand where your money is going and identify areas where you can cut costs.

Prioritise essential expenses and allocate funds for savings and investments. Regularly review and adjust your budget to reflect changes in your financial situation and goals.

6. PLAN FOR LIFE AFTER RETIREMENT. Retirement planning goes beyond merely saving money; it involves creating a comprehensive financial plan that ensures a comfortable post-career lifestyle. Cashflow modelling is a great way to forecast your future finances.

A financial planner can use this tool to show you how much money you might have in the future and whether you are on track to achieve your goals.

7. CONSIDER HOW YOU PLAN TO PASS ON YOUR WEALTH. Good estate planning is about enjoying your life today and making choices about how you support others. You may prefer to see your loved ones benefit from your wealth when they need it most, rather than wait to inherit it. A good estate plan will provide you with the right balance of control, access, flexibility, and tax advantages.

At Arbuthnot Latham, we can help you manage your financial affairs, protect your family’s future, and support the growth of your business. To find more, please contact, Sam Green, Senior Private Bank at SamuelGreen@ arbuthnot.co.uk

LOOKING THROUGH THE THIRD LENS. Leaders have more data available than ever before, but if they don’t include the perspective of the people in the organisation, they have an incomplete picture, says Leading Edge Performance’s Chris Musgrove.

In sport and business, leaders have access to more data points than ever before, creating a comprehensive picture of tactical and technical intelligence. However, although this large volume of information often provides useful insights, it ignores certain important intangibles.

Leadership, after all, is about people, so understanding their perspectives, experiences and motivations is vital to changing behaviour and leading any high-performance team. While technical and tactical data can help form a picture of what has happened (the when, where and how), it rarely sheds any light on why, and what the people involved think could or should be done about it. Data in this area, known as ‘human intelligence’, is less easy to come by and the metrics are harder to quantify. Unlike statistics and KPIs, this essential but

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intangible information on things like environment, culture, behaviours and beliefs also tends to disappear quickly, unless captured and made sense of. Cal Newport visualised the imbalance in the kinds of information available to leaders in what he called his ‘metric black hole’ (see Figure 1, above right).

GAME-CHANGER Leading Edge Performance, a partner in the LMA’s ‘Lead’ short course programme, worked with the association to conduct the ‘Human Intelligence for Performance’ project, aiming to gather insight and perspectives from managers and other key stakeholders on what really drives effective leadership in football management.

The volatility of the management landscape, the need to navigate specific

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tensions, the power of collective vision and the need to learn and unlearn are just some of the elements that surfaced as a result of the programme, underpinned by powerful stories and experiences, which are absent from more traditional data sets.

These insights led to the creation of a programme that helps to bridge the gap between theory and reality, and equip managers with something that can make an immediate impact. The framework of this programme centres on four Ps: Purpose, People, Performance and Personal and these are anchored in experiences, perspectives and analysis, so that they come to life with a level of specificity that drives real impact and behaviour shift.

Leaders have to be highly attuned to their environment and context, responding to the pressures, stimuli and unique

CONTEXT EMOTIONS

RELATIONSHIPS

BELIEFS

FEEL

BEHAVIOURS

THE METRIC BLACK HOLE

INTUITION

PERCEPTIONS

CONVERSATIONS

About Leading Edge Performance

THOUGHTS

Fig 1. The Metric Black Hole (Cal Newport)

elements of each situation. By creating clarity and alignment around the bigger picture, the challenges and opportunities, Human Intelligence for Performance can give leaders a better sense of what their teams need, and so bring the right action, intervention or conversation at the right time.

It helps them to check and challenge their assumptions and biases, and to pinpoint what is driving certain behaviours that are impacting performance.

Lastly, it can provide either reassurance that they’re on the right track or early warning that a change of approach might be needed.

THE BIG PICTURE To give an example of the programme’s application in the corporate world, the leaders of one global business were confused by inconsistencies between their technical and tactical data, and the actions

of their teams. While all the data indicated that employees were thriving and succeeding, turnover was high, and many staff were experiencing burnout.

Despite the technical and tactical intelligence indicating no issues, human intelligence told a difference story, highlighting the real challenges and drivers of performance, and enabling leaders to act appropriately.

Leaders in sport and business have more data available to them than ever before, but overlooking the perspectives of the people they lead in favour of other metrics and measures can result in disconnects that negatively influence performance. By seeing the complete picture, one that balances technical, tactical and human intelligence, leaders can better engage their followers, respond to challenges, and create the ideal conditions for performance in an everchanging, evolving landscape.

League Managers Association

Leading Edge Performance is the LMA’s partner in the Lead programme, supporting the development and growth of leadership skills for managers. In line with the organisation’s vision of unleashing human performance to change the game, Leading Edge Performance deploys a niche, unique element, known as Human Intelligence for Performance. In this approach, Leading Edge gathers and analyses the essential intangibles that create unparalleled insights into behaviour, motivation and the things that really matter in an environment.

This is done through interviewing, running forums and then analysing and processing with experts in performance who are deeply immersed in an environment.

These vital insights help organisations to create and sustain high performance, and their leaders to have a meaningful impact.

This approach has been a key part of Leading Edge Performance’s work with the LMA, identifying themes and key context to inform the building blocks of the LEAD programme. www.leading-edgeperformance.com LinkedIn: Leading-Edge-Performance Contact Chris Musgrove, Offer Director, at chris@leading-edgeperformance.com

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TRADITIONAL METRICS

VS

SKILLCORNER GAME INTELLIGENCE

EVALUATING DEFENSIVE PERFORMANCE. Teams can now quantify on-ball pressure in context and evaluate a player’s defending beyond just ‘winning the ball’.

This offers deeper insight into decision-making, positioning, and situational and tactical awareness.

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SKILLCORNER

Fewer than three percent of on-ball engagements lead to a direct recovery of possession.

Duels, interceptions and tackles are all signs that a player has had to make a challenge, and have been the mainstay for defensive analysis for over two decades. Less easily quantifiable, however, has been what happens before a tackle is made. How do players apply pressure and control space, and how effective are they in doing so, individually or as part of a defensive unit?

The quality of a player’s defensive output has long been difficult to quantify.

Traditional football data provides information about on-the-ball events and outcomes, with SkillCorner data confirming that fewer than three percent of on-ball engagements lead to a direct recovery of possession.

SkillCorner’s new Game Intelligence: Out of Possession data solves this problem by capturing the remaining 97 percent through defensive on-ball engagements, pressing chains and outcomes.

Game Intelligence: Out of Possession uses accurate and meaningful coaching terminology to classify on-ball engagements: • Pressure: player applies direct pressure to the ball carrier.

• Pressing: player applies direct pressure to the ball carrier as part of a pressing chain.

• Recovery press: player runs backwards to apply pressure to the ball carrier.

• Counter press: player applies pressure to the ball carrier within three seconds of a turnover.

In the 2023/24 Premier League season, the average forward player made 51 on-ball engagements when playing over 60 minutes. While they may not win the ball themselves, they play a crucial role in pressing sequences that lead to turnovers. With SkillCorner’s latest advancements, these pressing actions are now accurately tracked and available for deeper player analysis.

Game Intelligence: Out of Possession is now a key tool for clubs, leagues and federations looking to gain a deeper insight into defensive performance. Combined with SkillCorner’s in-possession data and physical profiling, it offers a complete data set that helps to answer key football questions in scouting and match analysis.

SkillCorner is a global leader in AI-driven sports data, providing automated player and ball tracking (including extrapolation of off-camera player position) from any single camera source, including broadcast, tactical or wide-angle video. Trusted by over 230 clubs, leagues and federations worldwide, SkillCorner delivers cuttingedge raw XY data, physical data and advanced game intelligence data to enhance scouting, recruitment and performance analysis, providing actionable insights on player and team performance. Find out more at www.skillcorner.com

League Managers Association

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Photography: Premier League

MORE THAN A GAME. The Premier League’s More Than A Game campaign aims to highlight the positive impact of Premier League investment.

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The League has invested £1.6bn into communities and all levels of the game between 2022 and 2025. This includes funding for community projects run by 164 professional and non-league clubs, providing much-needed funding, and enabling clubs to enhance stadium facilities for players and fans.

Premier League Chief Executive Richard Masters said, “The sustained success of the Premier League and its popularity around the world enables unprecedented support for the wider game and communities. During the campaign, we will be highlighting the incredible impact of the community programmes we fund, delivered by clubs throughout the football pyramid. It also provides an opportunity to celebrate some of the unsung heroes who are involved in this work and who make a huge difference to the lives of those they support, week in, week out.”

2025 marks the 25th anniversary of the Premier League Stadium Fund and the Football

Foundation. To date, the Premier League has invested more than £207m into improving the grounds of English Football League, National League and Women’s Pyramid clubs via the Premier League Stadium Fund.

The League has also co-funded over £1.2bn of investment along with The FA and government into grassroots facilities through the Football Foundation. More than 74,000 grants have been distributed, including the construction or improvement of over 13,700 grass pitches and 1,200 3G pitches.

During the campaign period, more than 100 clubs across the Premier League, EFL and National League will celebrate their Community Captains.

These are individuals at the heart of a club’s Premier Leaguefunded programmes who deserve recognition for their contribution to the game and society.

The first Community Captain to be announced this season was Brighton & Hove Albion’s Jaime

League Managers Association

Quinn, who over the last decade has progressed from participant to coach on social inclusion programme Premier League Kicks.

“Premier League Kicks offers opportunities for anyone under the age of 19 to play for free,” Quinn said. “It is superb. Attending that first Premier League Kicks session was definitely a life-changing moment for me. Not only has it helped shape the person I’ve become, but it’s also influenced my whole career up to this point.

Being named as a Premier League Community Captain hasn’t sunk in. I never expected it in a million years. It’s a massive honour and it feels really nice to be recognised.”

A nationwide advertising campaign will further highlight how the incredible football on the pitch enables the Premier League to provide wide-ranging funding to all levels of the game and have a significant impact on the lives of millions of people.

To find out more, please visit: www.premierleague.com/ morethanagame and use #PLMoreThanAGame on social media.

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Photography: The FA

BUILD, CONNECT, SUPPORT. A new three-year plan from The FA aims to improve the representation of South Asians in English football.

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An evolution of its previous Asian inclusion strategy, ‘Build, Connect, Support’ is The FA’s first plan targeted specifically at making the game more accessible to South Asians, the largest minority ethnic group in England.

The FA developed the plan in collaboration with organisations from across English football, including the Premier League, EFL, Kick It Out, Football Supporters’ Association, PFA and PGMOL, and stakeholders across the grassroots and professional game, with whom they shared best practice and developed key areas of focus.

Running until 2028, the new plan is one of the key deliverables of The FA’s fouryear equality, diversity and inclusion strategy, ‘A Game Free From Discrimination’.

This sets out how the organisation will continue to embrace the unique diversity of England and use football to inspire positive change.

In recent years, The FA’s work in this area has included bringing

thousands of people across South Asian Hindu, Muslim, Sikh and Buddhist communities together through its faith events at Wembley Stadium; introducing mentoring programmes to develop future leaders from diverse backgrounds, including South Asians; increasing educational resources across the grassroots game; and working with key partners to increase representation and tackle discrimination.

More South Asian people than ever are now playing, coaching and refereeing football, and within South Asian communities, over 11 per cent of adult males and over 15 per cent of adult females are participating in the game. Around five per cent of boys and girls aged between five and 15 years old are also regularly taking part in affiliated football. The new plan will help to ensure the continued growth of these participation levels.

From coaches and referees, to groundspeople and club secretaries, there are volunteering opportunities to suit everyone.

League Managers Association

In particular, Build, Connect, Support aims to: • Raise awareness of the pathways into football across all areas of the game.

• Embed South Asian inclusion across grassroots football by working with regional organisations and County FAs. • Develop opportunities to increase South Asian female participation across grassroots, talent, workforces and supporter groups.

• Create more engagement opportunities and communication interventions between The FA and South Asian communities.

• Present a holistic footballwide joint approach wherever possible, working closely with football bodies and key stakeholders.

Find out more and download the plan at: thefa.com/inclusion-andanti-discrimination/southasians-in-football.

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JUST A MOMENT

Newcastle United manager Eddie Howe celebrates after the side won the 2025 Carabao Cup, their first major trophy for 70 years, defeating Liverpool 2-0 at Wembley.

Reuters // Action Images

LMA

PERFORMANCE & WELLBEING SHORT COURSE Building your wellbeing foundations for sustained high level coaching and management performance.

A 12 week, 6 module, online personal development programme, designed and delivered by the LMA’s team of Wellbeing and Personal Performance experts.

For more information please contact LMA Wellbeing Manager Sophie Cliff – sophie.cliff@leaguemanagers.com