The Manager: Inside the Minds of Football's Leaders

by Carson, Mike

  Tony Pulis began his second period at Stoke expecting no great support from the fans, but he turned it around. Now the fans are helping to define the club culture. ‘When we got promoted in 2008 we were favourites to get relegated again. We used this to get the supporters on board with us. We said, “Listen, the whole country is against us, nobody gives us a chance – but we have got a chance if we stick together.” The fans bought into that and they have remained very solid: we spent five consecutive seasons in the Barclays Premier League. We created history by being the only team in Stoke’s 150-year existence to remain outside of the bottom six in top-flight football for five consecutive seasons. We featured in four major cup quarter-finals, an FA Cup semi-final and an FA Cup final. Furthermore we reached the latter stages of a major European cup competition only to lose out to Spanish giants Valencia. I guess there was a lot of psychology involved with me always beating the “us against the world” drum. The fans have been magnificent, that siege mentality is still there and long may it continue. That togetherness permeates the club. When you come to Stoke’s training ground, from the people who clean the dressing rooms out, people who look after the kit, the canteen staff to the players, everybody is together.’

  This direct communication between fans and manager is almost unique to the large-scale performance sports. But it does carry a fascinating challenge to leaders around how to influence large groups of stakeholders directly. In the British Airways strikes of 2009/10, the CEO Willy Walsh personally wrote email messages to all reward card holders explaining the board’s position and promising decisive action to end disruption. At the end of a season, Sir Alex has sometimes addressed the Old Trafford crowd through a vast speaker system. But perhaps the most delightful example in the pre-internet era of a manager communicating in this way came from Brian Clough at Nottingham Forest. He had noticed more bad language than ever coming from the home supporters. One day, arriving for a home game, the supporters were greeted by a hand-written sign: ‘Gentlemen. No swearing, please. Brian.’ The swearing is reputed to have stopped almost the same day. In the intense relationship between manager and fans, simple messages can have a massive impact.

  Fans provide pressure, they provide encouragement, they are whom the managers do it for, they are the club’s lifeblood. They are too many by far to speak with personally, and they can have a profound effect on a manager’s career and on the fortunes of the club. In ancient Rome, the Caesars who feared the power of the people were the ones who kept themselves distant. Great leaders in football – and sometimes in business – use all the means at their disposal to engage with the wider audience, and they see it as a pleasure, not a chore.

  The Voice

  With only a few Clough-like exceptions, the voice through which football’s leaders can engage their audience is the press and wider media. Unsurprisingly, Premier League football managers have a highly charged relationship with the media. Managers are as close to the action as it gets without (usually) playing themselves: they know things no one else knows (such as match tactics, players carrying injuries or the real state of team morale) and they are highly experienced and highly quotable. In short, if the manager is indeed the central authority at the club, then he is the one the media will want to speak to. From the other direction, the media provides managers with the single most potent connection to the public. Through interviews and press conferences, they can express their reactions, their thinking and even their vision. Hodgson values them as the single most effective way of communicating with the club’s fans: ‘All press conferences – but especially televised ones – are very, very important.’ The media needs the managers, and the managers need the media.

  The challenge: intensity, intrusion, power and pressure

  And the relationship is getting hotter and hotter. Where managers were interesting commentators 30 years ago, today they are central characters in the drama. Sir Alex is clear as to why this is: ‘The media do this because today they are a beast that isn’t interested any more in what happened in the 32nd minute of the match. If you go back in time, it was a chronicle of football. What you’ve got now is a dominant interest in reaction. It’s all about how to sell a newspaper, and the manager is the focus of that because they know he is the one person that can be sacked. So there is a strong focus on the success or failure of a manager. It goes with the role as the most important member of the club.’

  The media now have a direct impact on team dynamics. Kevin Keegan explains how it has changed since the 1970s at Liverpool: ‘You might go to a player and have an argument – we had training sessions that could be quite feisty – but no one ever knew it outside the group. It was much easier to keep it in the group in those days. There was no Twitter or Facebook; the media was much easier to handle. I remember they used to travel with us from Scunthorpe on the bus! That changed incredibly, mainly because of the way the journalists were being pressured by their editors and other people penning the headlines, I guess, to get stories at any cost. That led to a breakdown of trust between players and the press. Even if the stories weren’t that bad, the headlines could be bad, and the players would be saying, “Don’t give me that – it’s your piece, you wrote it.” We moved to a siege mentality of, “We don’t want to talk to them, we don’t want these people around us.”’

  Allardyce is rueful at how the press can create a label for a manager, however undeserved. In his case, the label of employing negative tactics has created problems with fans, and even fuelled some discussion with peers: ‘It’s not actually about our style of football. It is a very unfortunate label that’s attached to success. It started with fellow managers who were probably embarrassed by getting beaten by Bolton Wanderers. We knew we had a great team that could adapt to a different style ... and play to win football matches ... The unfortunate thing was that the press picked it up and because they said it, it had to be true. Mourinho didn’t say it – he used that style to win the league! So we used to watch him and say he was playing like us. (They were better than us – we had good players, but they had great players.) It’s a sad label that stuck. So now everywhere I go the first question they ask is always, “What style of football are you going to play?” It comes within about 30 seconds. So my answer is normally, “Do you ask every new manager that?” Many young managers are very aware of it now. They have understood that the last thing you want to do is get labelled. The only thing you can do about it is to create a label of your own.’ As the banking sector (among others) will testify, shaking off a label or a reputation – whether personal or organisational – is a significant challenge for leadership.

  Warnock is one of the most successful promotion managers of all time. He has a reputation for being tough, outspoken, unafraid to cross people – and with a hide like a rhinoceros. Only a part of this is true. ‘My make-up is more complex than that. What the press say – it does hurt me, it hurts Sir Alex, it hurts all of us really. When I first started I wanted to ring up every paper that printed the wrong headline – pretend to be a source at the club. I had to realise, as I got older, that these guys have got stories to sell and I had to learn about people. I had to learn that this guy who is telling me he’ll never let me down will stitch me up the second my back is turned. It’s disappointing really and sad for the young managers nowadays that you can’t have the trust that I had in the press people when I first started ... I used to have our local journalists on the bus with me going to games. Well, you wouldn’t dream of that now. I remember in the last few months at QPR doing a press conference. There were six or seven there and this journalist said, “Could you just tell us, Neil – off the record – about so-and-so ... ” I just slowly took my breath and looked at everybody and said, “You are talking to me about off the record? Just look at every one of these f****** journalists here. Every one of them would stitch me up as soon as they look at me and you are saying off the record.” That’s how journalists are. They say “off the record”, but if I’d said anything they’d have
slated me. They all laughed – we all had a laugh about it, which was good. You’ve got to make it light-hearted. But they all know that I know.’

  Wilkinson admits he felt under pressure in front of the media – largely because he liked to think about answers before giving them. ‘When I was managing, my answers were never quick enough for the radio or the TV. The players would joke about how people would ask me a question and it would seem like there would be an eternity before I gave my answer. The press don’t give you time – and it’s under pressure when your weaknesses come to the surface.’

  He also points to how much tougher it is now than 30 years ago. ‘What’s changed dramatically is the visibility. Everything now is far greater and more immediate. In a strange way, I think sometimes it’s less revealing for viewers and readers because managers have all learnt to play roles. So when the interview comes up, it’s almost like you know what’s coming. In fact, the media are happy when you do lose it! When I went to Italy with Ron Greenwood for the European Championships in 1980, there were about eight or ten staff and we went out to dinner with a load of journalists and TV people on three occasions. I would give the journalist an answer to the question, but then I’d say but I don’t want you to use that and the reason is this and that. What they then wrote was a more important piece and in many ways the piece that was nearer to the truth and reality. Whereas now it’s got to the point where clubs have media offices. The very, very good ones have got pretty much their own Alastair Campbell. It’s a different world.

  ‘Working with the media was like a dance where the judges are walking round the ballroom tapping you on the shoulder and getting rid of you. The reporters are the ones giving you the marks because they are representing public opinion most of the time. When I was chairing at Sheffield Wednesday, I would hear the local radio talking about public opinion. Then I would go to the media department and ask how many were on the blog in question – how many actual names. I remember one figure of 28. After I’d been chairman it was really weird walking round Sheffield – the number of people who came up and said, “We can’t thank you enough for what you did.” I felt like saying, “When all the s*** hits the fan, mightn’t it have been a good idea if one of you had got the other 90 per cent that think like you and said to the others let them get on with it and shut up?” It’s a shame the way press relations have gone. I think the good managers now exist in spite of the media – it’s not part of their life any more. What Alex [Ferguson] did was use it, and I think Arsène is the same. The good ones use it rather than get abused by it.’

  Cracking the code: acceptance, simplicity and keeping it all low key

  At Arsenal, Arsène Wenger appears to have a stable and productive relationship with the media. So how does he do it? Most importantly, he acknowledges the job the media has to do and has a reputation for being dead straight in his dealings with them: ‘This is because I am governed by two things. First, I have to accept their opinions. I respect that. I accept it if someone says I am a bad manager and I made the wrong decision here and there, as long as they keep only on the professional side. What I don’t accept is when it goes into deeper [more personal] situations. Sometimes that can happen. Second, I think they do a job like I do – and they do a job that is not easy as well. In a competitive world they have to come out with articles that sell newspapers, and that becomes more and more difficult for them.’

  Walter Smith had an excellent reputation as manager of Scotland for a low-key approach to the press. This was in direct response to the unusual, out-of-scale interest. ‘In Scotland, the intensity of the media comes from being British. Being part of Britain, we have every national newspaper printing in Scotland. We have all the TV companies, we have the radio, we have everything there for a population of 5 million. So the intensity is out of proportion for a country of this size. I had to learn to handle that. I’ve always tried with the media to make sure that I never get too high or too low, especially in the Scotland job. I feel that that’s important. It’s sometimes a little boring for the media, and a bit boring for those who are looking in – but I always try to keep a middle line.’

  Hodgson’s approach to the press is typically positive and clear-cut: ‘First, I don’t get concerned about myself. I find that if I start to concern myself too much about how I am looking to the media, and how the general public is perceiving me, then I will be diluting my real task: to coach and prepare the football team and to manage players. Always focus on the real task you’ve been given. But when the time does come to speak to the media, then I need to devote my full attention to them and to represent my organisation – club or national federation – in the right way. Finally, I take the opportunity of a press conference to speak to the supporters as the important people they are. I assume they have the same feelings about football and the same love and passion that I have myself. So the press conference is my forum, not the actual arena itself.’

  Interestingly, managers find that media attitudes vary from country to country – which accounts for some of the variety in approach from non-native Premier League managers. Carlo Ancelotti actually prefers the English press to the more tactically aware Italians and French: ‘I never had a problem with the press; usually I like to joke with the press. Sometimes we all take it too seriously. Football is a game, after all. I love the atmosphere in England for this reason. In England, football is very important, but the atmosphere is very good. The press in England are not so interested in tactics, so they don’t put so much pressure on managers. They like the private lives – especially the tabloids. In Italy and here in France they put more pressure on the tactics of the game. In Italy they want all the press conference to talk about the line-up. All the questions are to understand what the manager thinks about the line-up and which players are going to play or not. If they understand the line-up they can also understand the player that plays and maybe they can put some pressure on the players that don’t play. In France they are the same. So in the press conference, I like to joke and keep it light.’

  And, of course, there’s always the language issue. Interviewers may push less hard on managers speaking in a second or third language, but as Hodgson has realised from his many years outside Britain, it is down to the manager to have enough of the language to maximise his opportunity for public impact. ‘While you can get around language barriers on the coaching field where a lot of what you do is technical, dealing with other stakeholders – not least the media – can present a major problem. You have to develop at least a working knowledge of the language when working abroad.’

  Football’s leaders generally have, it seems, genuine respect and appreciation for the press and media – although the divergent interests of the two camps will almost inevitably lead to pain in the relationship at times. Intention seems to be the key. Leaders who look forward to meeting the press as an opportunity to share their insights with the public, who respect the work they are engaged to do, and who approach the interactions with positive intent will generally come off well.

  The Leader at the Centre

  In the maelstrom that is top-flight football, the most successful leaders are intentional in their dealings with their stakeholders. They know how to approach them, and they spend time getting it right. Five mindsets and skills emerge as valuable.

  1. Relish your role at the centre:

  It is tough being the man in the middle, but it also brings great privilege. It represents a great challenge, and great leaders relish great challenge.

  2. Get your priorities right:

  Best practice seems to be first to ensure the relationship with the owner-chairman is in good state, then devote focus and energy to the team. In other words, understand your key stakeholder then do the job you’re paid to do to the best of your ability.

  3. Establish and communicate a shared vision:

  The relationship with the owner-chairman tends to flourish where there is a shared vision. Once that is established, the manager needs to convey t
he vision to his people – and so the owner needs to be sure to appoint a good communicator to the role.

  4. Accept readily that other parties are involved:

  Far from resenting the involvement of genuine stakeholders, the top managers welcome it. They realise that owners, governing bodies, supporters and the media not only have a right to be there, but also have an important role to play. This mindset drives strong relationships. They intend good for the other party – be it a great performance for the fans, a return on investment for the owner or even a good story for the press.

  5. Focus on each relationship in turn:

  From that intention comes an ability to focus on the relationship in question, to take real time to connect with the people in front of them. It takes real leadership to do it and is not always easy. But the leader who can suspend the natural frustrations and come to every interaction with genuinely good intent will find himself with the strongest, most supportive relationships on every level.

  PART TWO

  Creating a Winning Environment

  CHAPTER TWO

  THE ART OF ONE-ON-ONE

  THE BIG IDEA

  At the heart of leadership lies an ability to inspire people. We hear powerful speeches and rallying cries, which might convince us that inspiration is all about motivating great crowds. For sure, that can be part of it. But at its most basic, inspirational leadership starts with individuals. Leaders are only leaders if they have followers, and followers – real followers – are inspired most of all by personal connection.

  Think for a moment about the great leaders of recent generations. Nelson Mandela is good with a crowd, but it’s when you meet him that you know you are in the presence of greatness. Former US President Bill Clinton is a man who has inspired millions. But according to all who have met him, his power lies in his ability to inspire one-on-one.