Losing the Dressing Room - a Tale of Two Teams

Throughout the years there have been many famous leadership figures in football. Some that have inspired a generation, others who represent a snapshot of a time gone by. In British football we have become synonymous with the fist pumping, all action, swash buckling captain characterized in the likes of Terry Butcher, Stuart Pearce and Brian Robson. These players lead through combative play, and were equally militant in their demand of a team mates performance. In contrast the Italians have a much calmer, serenely cerebral and cunningly astute figure. Bepe Bergomi, Fabio Cannavaro and Franco Baresi all symbolize Calcio's traditional Libero, embodying artistic intelligence and unbridled callousness in equal measure. Other cultures have embraced a different leader, those who represent true genius. Johan Cryuff, Michel Platini and Diego Maradona may not have purveyed in the furrowed brow and battering chest methodology; but with a sashay through midfield and a geometrically accurate chip later, they could have the masses glued to their every touch. If we are to believe that a player's leadership lies within visible influence and inspiration, how then can we illustrate those who are by their very job title, leaders. The coach is someone that imparts so much of the approach and strategy onto a team, however on match day stands idly by on the touchline almost powerless as to the events unfolding in front of them. How then do coaches manage to captivate their audience and delineate tasks successfully, when in essence they are selected to principal position rather than elected. It takes a certain type of person to lead a group of individuals, regardless of the setting, however within the context of sport it conjures up a cornucopia of faculties that are required to be successful. In this piece I intend to explore what leadership truly means in the world of a manager.

Home is where the heart is. A much fabled line, yet against the backdrop of a football club it serves to the belief that a sense of wellbeing at the workplace can heighten a players affection toward their craft. The environment in which a manager sets for everyone associated with the football club, is in its purest form, his most potent form of leadership. This isn't always found in the lavish 6 star hotels, Learjet's and pristine practice complexes that some premiership clubs could claim to portray, its merely the environment that is predicated by the manager and transmitted to all that come in contact. What some struggle to conceptualize in this realm, is that trying to pre-fabricate an on edge world where everyone is "kept on their toe's" in actuality does nothing but fester negativity. Players need to feel comfortable enough to know their efforts aren't in vein, yet confident in the notion that there is a collective air of desire amongst the group. In his recent autobiography - RED, Gary Neville speaks of Man United's training mentality as one of almost self policing.

"Every second of every training session at United had to be treated like a cup final. At an England gathering some of the other lads were shocked at how hard me, Butty and Scholesy were going into tackles. Our attitude was that if you weren't full on in practice, it was no preparation for Saturday."

What's abundantly clear in Neville's many paragraphs on life at United, was that each player bought into the club concept that they had high minimum standards of each other. Ultimately Sir Alex Ferguson could shout from the rafters on a daily basis, but it would have all been squandered had his players not applied his mindset into their way of life. Many see Ferguson as some belligerent dictator out to chastise his players at every opportunity, yet if you dig a little deeper you'll see that he has cultivated an identity to which his players thrive within a competitive atmosphere. They enthuse each other to go the extra mile, which builds mental & physical collateral that can be cashed in during encounters of the highest importance. We've saw United grab late victories so often down the years, and it's simply derived from an appetite that is intrinsic to their daily routine.

Football at its very core is an inventive sport, and as such a manager has to balance being able to augment a player's creative pallet, while being able to articulate their assessment effectively without stifling creativity. Performance is how we as coaches grade the correlation between development and understanding, yet it's the emotion behind the appraisal that can influence the player more than any game experience. Too often in football we see coaches becoming physically angry with players, screaming and shouting from the touchline, as if it will serve to impart verbal impetus onto them. In actuality this probably blocks the connection between player and coach, at a time when it's at its most needed. True leaders can communicate with players effectively in any setting, good or bad, win or lose, agreement or disagreement. Let's take Pep Guardiola for instance, who has entered into Bayern Munich, an already very successful and established team, and has transformed the way they operate. He has been able to communicate his philosophy in a clear and concise manner, but more importantly has not served to patronize the players. Both parties could have propagated past success with two very different playing styles, but what remains impressive is how one man transitioned a group of individuals to perform so differently. Guardiola has had to be consistent with his philosophy, and ensure no stone was left unturned during the initial stages of his tenure. His attention to detail & ability to motivate others has since paid off, and Bayern have continued to intensify their grip of world football as a result.

A team captain is habitually selected on the basis of a number of attributable factors. Tenure, experience, ability, personality, all come to the fore when the alpha amongst the group is established. While a manager's make up is derived from similar principles, their appointment is certainly not as organically selected as that of their team leader. Being thrust into the limelight provides the manager with a set of challenges that test even the most resolute of characters. In any position of power there will be detractors and there will be supporters, it's those who can unite the body politic of the group that will invariably be successful. Each Premiership game day the manager serves to alienate 14 of his 25 man squad when he announces the starting line-up. He therefore has to draw upon reserves of trust amongst his players, built up through key encounters, that will allow him to call on those 14 surrogates when they are needed most. Managing individual personalities requires a personal touch, an ability to listen, yet more importantly the respect of the receiving individual. Investing in our players away from the field is an attribute many coaches forego, and as such fail to connect with the individual beyond a series of one way informative dialogue. While leadership can be depicted through actions that attract others to follow, there needs to more substance to the relationship. Often coaches feel that by displaying an enhanced understanding of the game, or indeed portraying past success as a player, they should be afforded the respect of the group. In reality this does little to correlate individuals, and if anything probably veneers the coaches inability to connect on a human level. We have witnessed many instances when a manager "loses the dressing room", which could probably be the worst phrase in football, yet underlines how quickly a group of individuals who are built to unite as one, can do so in such a self deprecating fashion. The Manager is part of the team, yet if they do not carry the respect of the players they too can become a further opposition for the collective to conspire against, with as much gusto as a same city rival.

In every successful Manager, regardless of where they may hail from or when in time they operated, each possesses a trait that is undeniably comparable. They all display an ability to inspire. It's inspiration that allows our game to develop, and we as trainers have the ability to do so in everything we do. This stretches way beyond the top level of professional football, starting with community schemes and junior football clubs through to the Academy programs that make up the football community in the country. Everyone at every level has the chance to achieve success with their group, yet we cannot continue to equate success in leadership as champions medals & table topping finishes. Success for me is charting a generation of footballers who have learned to love the game through the teachings of a vast array of trainers, who are dedicated to leading their players to enlightenment. We all have the opportunity to build our own learning environments, whether it's a fresh start or an adaptation of a previous encounter, and we can do it starting tomorrow. By devoting time to challenging our own philosophies, and how they apply within our group, we can start to look beyond players "Not getting it" or "Not being good enough". We ask our players daily to be creative and think outside the box, however most of us are sticking with the tried and tested, which inevitably does our players a disservice. Leading our players to better things requires us to drive that vehicle, therefore if we remain stagnate so will our players. The next time you feel yourself coaching too much on game day....stand back.....take a breath, and think to yourself....have I really prepared them correctly if I'm standing here barking out orders all game? Leadership starts from assessing your own conduct, and in turn displaying inner strength onto others. A positive leader is not a coach that wins every week, but one that inspires their players to come back stronger next week despite the result. We spend all our time teaching others, stop and listen to your players for a minute.....you too may learn something.