Issuu

The magazine of the League Managers Association

mark yates ole gunnar solskjaer chris hughton mark robins paul clement & bill shankly

Take that bandage off. And what do you mean about your knee? It’s Liverpool’s knee!”

earning his stripes also inside... rolls royce soars again stress: something to get worked up about & AVRAM GRANT on LIVING WITH ADMINISTRATION building swansea city

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former England star Darren Gough explains on Page 20 why it’s the captain who ‘carries the can’ for poor performances in cricket while, on Page 30, we introduce you to Craig Parnham, assistant-coach to the GB Women’s Hockey Squad who are poised to mount a medal bid at London 2012. LMA chairman Howard Wilkinson continues the captaincy theme in stressing the importance of those that don the armband on Page 56. Within our business section starting on Page 42, you won’t want to miss our in-depth look at how to manage stress and our insightful interview with Charles Cuddington, former managing director of Rolls-Royce Civil Aerospace, who talks about helping to turn around one of the UK’s most successful companies. We also profile Stephen Fletcher, founder of The Leaders Club. That’s just a taste of what’s inside your latest issue of the Manager. It’s the magazine that takes the lead in providing insight and inspiration for decision-makers in the world of football and business, and it’s guaranteed to make you better informed.

On the cover Newcastle United manager Alan Pardew, photographed in Newcastle by Sam Bowles, exclusively for the Manager magazine in March 2012.

NEWS news

£4m

The Sir Bobby Robson Foundation has broken through the £4million fundraising barrier - a spectacular achievement for a charity only launched in 2008, with an initial target of raising £500,000. The Foundation, started by the former England manager and Lady Elsie, funds research that seeks to find more effective treatments for cancer.

7-a-sides, with former Grimsby, Scunthorpe, Sheffield Wednesday & Burnley boss... brian laws 1. When did you know you wanted to be a manager? Probably after I suffered a cruciate knee injury while at Middlesbrough. I was only 26 and at that time, players generally didn’t recover from such an injury. The manager Bruce Rioch came to see me in hospital, where we discussed my options. I said that I wanted to stay in the game no matter what happens, and he suggested I should start my coaching badges. I immediately felt that it was the path for me. 2. Which manager has influenced you most? Brian Clough at Nottingham Forest. It wasn’t so much for his coaching habits, but for the manner in which he got the best out of sometimes average players. He was ahead of the curve and very strong on psychology. He knew which players to give a rollicking to and which ones were down and needed his support. But once they were up again, boy did he give it to you.

5. What’s the best ground you’ve ever experienced? The wall of sound as you walked out of the tunnel at the old Wembley Stadium was something else. There was an air of tradition and history that was inspiring and frightening at the same time once you’d experienced it, you wanted to come back again and again. 6. Who was your boyhood hero? I stood on the terraces of Newcastle United as a youngster and I wanted to be Malcolm Macdonald. I was a striker myself with bandy legs when I joined Burnley, but was put at full back for one game by manager Frank Casper ‘because I could tackle.’ I never moved back! 7. Maradona or Messi? Oh, Messi for me. Maradona was exceptional but Messi presents a great image for football, as well as having outstanding ability.

The LMA are giving their support to Know the Score, the bowel cancer awareness campaign founded by the Mr Brightside Project, with managers throughout the leagues wearing the Star of Hope badge over the Easter weekend period. Other leading bowel cancer charities, including the Bobby Moore Fund, the Adam Stansfield Foundation, Beating Bowel Cancer and Bowel Cancer UK have come together to highlight the key symptoms of the disease. The Star of Hope badge, which represents all charities involved, has been produced to further enhance awareness of the campaign throughout the year.

More information on the symptoms of bowel cancer can be found on knowthescore.org.uk

girls just wanna have fun

3. Who’s the best player you’ve worked with? As a player or as a manager? As a player, Stuart Pearce, for his drive, commitment and professionalism. As a manager I haven’t seen a more enthusiastic player than Billy Sharp. He loved scoring goals and would celebrate in training like it was a Saturday afternoon. He was a steal for £50,000 from Sheffield United. 4. What was the best advice you ever received? In my early days at Burnley, Martin Dobson told me: give everything you have got, and in return, football will give it back.

know thewds score three in header

Boot Out Breast Cancer Patron Alan Shearer and wife Lainya with Debbie and Iain Dowie go back to the ’80s.

The Back to the ’80s Ball at Lancashire CCC raised more than £50,000 towards a robotic liquid handling platform for the Breakthrough Breast Cancer research centre in Manchester. The event was organised by Debbie Dowie, wife of former Oldham Athletic, Crystal Palace and Coventry City manager Iain, who set up the Boot Out Breast Cancer charity following her own diagnosis and now works tirelessly to raise much needed funds for improved medical equipment.

Visit bootoutbreastcancer.org.uk

NEWS news

Managers re-appointed during the period from November-March for a second spell in charge... Nigel Pearson (Leicester City), Neale Cooper (Hartlepool Utd), Gary Johnson (Yeovil Town), Ronnie Moore (Tranmere Rovers) and Brian Horton (Macclesfield).

What a contribution Shrewsbury Town manager Graham Turner collected the ‘Contribution to League Football’ award at the Football League Awards 2012. Turner, who is 63, extended his remarkable career in 2010 by returning to the Shropshire club for a second spell in charge on a threeyear contract. As a player, he made 650 senior appearances for the likes of Chester City, Wrexham and Shrewsbury. He also managed Aston Villa and Wolves and spent 15 years with Hereford United as manager, director of football, chairman and major shareholder. Greg Clarke, chairman of The Football League said: “During a career spanning six decades, Graham Turner has become one of the most widely respected figures in The Football League. His passion for the game is legendary and few can match his achievements.” Turner received the award in front of over 600 guests from clubs, sponsors and the football industry and he said: “The years have

flown by for me in this great game of ours, and I’ve loved my career.” Brighton’s Gus Poyet claimed the ‘Outstanding Managerial Achievement’ award, beating off competition from Dougie Freedman of Crystal Palace and Lee Clark, who lost only three of his last 55 games in charge of Huddersfield. Poyet, the 44-year-old former Chelsea and Tottenham midfielder, was rewarded for guiding the Seagulls into the npower Championship play-offs following last season’s promotion.

Edging ahead of the field EDGE10, whose club management system has become the standard across football over the past 18 months, have confirmed an exciting new collaboration with IBM to incorporate predictive analytics into their system. The IBM SPSS Modeler software helps clubs predict future events and pro-actively act on that insight to drive better outcomes. These include combining and analysing

performance data to identify patterns, trends and anomalies that might suggest positive or negative impacts on a game, predicting the likelihood of injuries by digging deeper into medical data and forecasting outcomes, and using recruitment data to establish whether a potential acquisition will be a success both on and off the pitch. Olly Andrews, EDGE10 CEO said: “We’re very excited about

this new development, which will enable us to offer cuttingedge predictive analytics to our growing list of clients.” EDGE10 work with some of the biggest clubs and associations in the world. Their management system covers all areas within coaching, performance, medical and player administration, from first teams through to academies. www.edge10.org

by ‘ECK! David ‘Bumble’ Lloyd, the Sky cricket commentator, has already succeeded in his aim of raising the profile of Accrington Stanley since becoming a nonexecutive director of his home-town club. Lloyd has been unstinting for many years in his support of both Stanley and Accrington Cricket Club and said: “I was proud to become a shareholder last year and now look forward to assisting the board in their efforts to create a well-run, community based football club. “I’m obviously not going to be making any decisions but I have one or two ideas and hopefully I will be able to help with the profile of the club.” Lloyd played for Stanley before his celebrated cricket career for Lancashire and England.

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NEWS news

The astonishing number of goals scored on the same night during March in matches involving Nottinghamshire’s three senior teams. Nottingham Forest won 7-3 at Leeds United, Notts County lost 5-2 at home to Sheffield United, and Mansfield Town were 6-3 winners at Alfreton.

f&c Thames river key performers Colchester United claimed a share of the limelight when they were one of the March winners of the F&C Thames River Performance of the Week Award. Goals from Anthony Wordsworth and Steve Gillespie clinched a 2-0 win as they became the first team this season to topple npower League One leaders Charlton Athletic at The Valley. Said delighted manager John Ward (right): “I think Charlton are the championselect and there cannot be any short measures when you go to The Valley. They have very good players and we knew that if any of ours slipped up, or didn’t put in a shift, we would get punished. That didn’t happen.”

Other outstanding March performances recognised by the LMA’s five-man panel of Howard Wilkinson, Sir Alex Ferguson, Joe Royle, Dave Bassett and Barry Fry were Swansea City’s 1-0 home win over Barclays Premier League leaders Manchester City, Nottingham Forest’s remarkable 7-3 win over Leeds United at Elland Road, and Arsenal’s 5-2 triumph in the derby clash with Tottenham. Managers of each of the winners of the F&C Thames River Performance of the Week Award qualify for a specially engraved crystal football.

We’re always learning... try reading The Chimp Paradox, published by Vermilion.

How do I motivate myself, become more confident and become a more effective leader? Just a few of the questions that Dr Steve Peters, a consultant psychiatrist, strives to answer in his new book: The Chimp Paradox - the mind management programme for confidence, success and happiness. Using his self-developed Chimp Paradox model, a powerful mind management tool that focuses on understanding and managing your inner mind, communication, health, success and happiness, Dr Peters claims you can become a happier, confident, healthier and more successful person, and by working through the exercises you will see immediate improvements in your daily living. If you have problems or questions that you can’t solve, both personally and professionally, then perhaps this book is the answer... Victoria Pendleton and Sir Chris Hoy are big fans of Dr Peters, the resident psychiatrist with the British Cycling and Sky ProCycling teams, and claim they owe much of their success to him.

Key factors to stay on top of your game - by Roberto Forzoni It’s hard enough to work your way through all the obstacles to become a CEO or manager – then you achieve your aim and find a whole set of new challenges to contend with when one of the most valuable commodities, time, is not on your side. What can you do to help continue your career progress?

Factors that will hinder your progress: Not having a sound working philosophy; Not having an effective, understandable and agreed strategy; Having weak interpersonal skills; Treating others with insensitivity and abrasiveness; Putting selfinterest above the company / team good.

Non-negotiables Factors that are absolutely necessary to continue to progress and achieve your objectives: Demonstrating consistently strong performance and creating a high-performance culture; Displaying humility, moral values, integrity, trustworthiness and character; Being driven to lead rather than manage.

Core factors for continued success Capabilities that breed others’ confidence in your ability: Understanding organisational practices, managing up, lateral and down; continually improving communication skills; influencing and persuading colleagues; dealing well with conflict; Creating and implementing the company / team vision; Developing effective and

Ref: Breeson, J. - Secrets to getting ahead. A Harvard Business Review selected articles.

flexible strategies to achieve your objectives; (in sport for both staff and players), processes and measures to ensure things get done reliably and everyone is accountable; Building and continually upgrading a strong ‘executive’ staff team; surrounding yourself with the best experts you can afford in areas that you do not specialise; establishing an adequate level of team cohesion; Building the capacity for innovation and change; knowing when new ways of doing business are required; having the courage, tolerance for risk, and change-management skills to bring new ideas to fruition; Continued personal development, which includes both soliciting and responding to feedback; adjusting leadership style in light of experience.

finance & investments

Opportunities, alongside the risks Kevin Gardiner, Head of EMEA Investment Strategy from Barclays offers some thoughts on the opportunities alongside the risks in the current economic environment. SPONSORED BY

The rally in stock markets is neither surprising nor without foundation. Economic data has been less fragile than feared, the ECB has partially back-stopped the euro area banks, and valuations are still subdued. At Barclays we still favour a modestly pro-risk tactical stance in balanced portfolios, and would use setbacks to add to positions in developed equities and high-yield credit. We noted in February that 2012 could well be “another year of living dangerously”. Moreover, there are plenty of profits on the table to be taken; developed stocks are now up roughly 20 per cent from their October lows. But in the Chinese horoscope, 2012 is also the Year of the Dragon, and traditionally associated with good fortune. Focusing on the ongoing risks could mean missing many of the investment opportunities we think are out there. As far as the euro crisis is concerned the decisive actions of the ECB in December and again in late February have partially ring fenced the system from the unfolding trauma in Greece. Easing tension is visible in both the key interbank spreads and in the peripheral bond markets. In the latter, yields for the key Italian and Spanish markets have fallen, as have those in the Irish market, even as those in Greece and Portugal have stayed high (with the former, of course, now pricing-in a loss). A definitive solution is of course still years away: it requires much greater fiscal integration, and a structurally more competitive southern euro area. But provided progress is being made in

that direction, and the ECB continues to partially underwrite the banking system, we expect investor attention to shift elsewhere.

Business surveys in the euro area – and in the US, UK and Japan – have been markedly less fragile than feared a few months back” In the meantime, business surveys in the euro area – and in the US, UK and Japan – have been markedly less fragile than feared a few months back. Taken at face value, our developed world cyclical indicator is at a level that points not just to stabilisation, but to an above trend pace of growth in the months immediately ahead. China’s purchasing managers’ indices have stabilised too, but are not yet that upbeat relative to their own (much higher, of course) trend.

finance & investments

The latest data suggests that the US recovery is taking on a more sustainable tenor: the housing market seems to be at last showing signs of stabilisation, with inventories of unsold homes down to their lowest levels in around seven years, and housing starts showing more material signs of rebounding from their half-century lows. This is occurring against a backdrop in which the labour market is tightening more visibly, with weekly unemployment claims recently back down to early 2008 levels. The increase in crude oil prices does have the potential to unsettle consumers once more, particularly in the euro area and the UK, where they have hit new highs. However, there are few signs of this yet. Meanwhile, it is adding to corporate profits: there are more big corporate producers of oil than there are big buyers of it. This modest but visible improvement in the immediate economic outlook is not likely to have a material impact on nearterm inflation. This is partly because earlier spikes in energy and commodity prices, and in indirect taxes in some countries (most notably the UK), are dropping out of year-on-year rates. As a result, developed world interest rate expectations are likely to remain very subdued for a while longer – in fact, we think the ECB will likely cut rates a little further in the months ahead. The reduction in euro area banking nerves, and the modest improvement in the immediate economic outlook (without any deterioration in the interest rate outlook), we think leaves risk assets facing a more benign investment climate in early 2012 than has been priced in. The rally to date has closed some of this valuation gap, but in our view it remains historically wide.

There is of course a very active ongoing debate about equity valuations. We track carefully, on a comparable basis, the valuations relative to trend of the nine asset classes that comprise Barclays Strategic Asset Allocation, and even after the rally, developed equities remain the cheapest (more than a standard deviation below trend). High-yield credit, currently our other favoured risk asset, doesn’t look as inexpensive as equities because like bonds generally, spreads there are currently benefitting from the historically low levels of underlying interest rates. When rates and core yields eventually begin to normalise, high-yield spreads will narrow. Indeed, in a very severe interest rate reversal (which, as noted above, we do not currently think likely) mark to market losses are possible for high-yield bonds, as occurred in early 1994. Our more cautious assessment of the outlook for core government bonds – US Treasuries, gilts and bunds – is based not on the worsened creditworthiness of the governments issuing them, but instead on the business cycle and their currentlyelevated prices. We do not expect any large government to fail to meet its obligations, but we feel that the current general level of yields is being flattered by continuing risk aversion and, of course, by the activities of central banks. As it becomes clearer that the euro banking system is not about to collapse, and that the global economy is continuing to grow, we expect risk appetite to recover somewhat. We do not expect a sudden, dramatic rebound in yields – that feels unlikely in our central ‘muddle through’ scenario – but we do think that they are more likely to be drifting higher than lower through the rest of 2012.

Barclays Wealth is the wealth management division of Barclays. With offices in more than 20 countries, Barclays Wealth focuses on private and intermediary clients worldwide, providing international and private banking, investment management, fiduciary services and brokerage.

For more information and help on how to implement the strategies outlined in these pages in your portfolios, please contact Matthew Wotton, Head of Sports, media and entertainment for Barclays Wealth, on 020 3555 2941 or email matthew.wotton@barclays.com SPONSORED BY

2012 is also the Year of the Dragon, and traditionally associated with good fortune. Focusing on the ongoing risks could mean missing many of the investment opportunities we think are out there”

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parklife Alan Smith, the man charged with responsibility for creating The National Football Centre, explains how every architect’s dream project was all built around six carefully selected key words. WORDS Terry Bowles

Alan Smith certainly doesn’t have the air of a man taking the lead on the landmark building project that promises to revolutionise English football. On the contrary, he’s relaxed and chatty in his Newcastle upon Tyne office - and very happy to discuss the project that has made him the envy of the architectural profession in this country. First, just so that we all know, The National Football Centre at St George’s Park is set to open on the scheduled date in September this year, and will be completed within its £100m budget. That’s a relief to everyone, especially members of the FA and Smith, Head of Business Development at Red Box Design, who has more than justified the decision to award his team the job that everyone wanted. So what was it that set them apart from the opposition and landed the prestigious contract? He explained: “The FA appointed a new Board to look after the National Centre, five guys who had never previously worked together, and they came to the North East to meet us and look at a project we had produced for the Sunderland Academy. “People were talking about it as the best of its type in the country and when Niall Quinn, an influential figure at Sunderland, said all the right things about us, I’m sure that was helpful. Competition was incredibly stiff but we had worked on projects involving hotels, education, wellbeing and football and - perhaps crucially - we had a reputation for delivering on time and to budget. Another big thing in our favour was that we were seen as something of a one-stop shop because we handle interiors, graphics and branding as well as the building project. A lot of the bigger boys build stadia, but don’t do the complete job.” The appointment for Red Box Design to lead the way was confirmed in February

2009 and their chairman added: “I’ve said many times that it was like pulling on the No. 9 shirt for your country. Very rarely does an architect get the chance to handle a national project of this magnitude. It was a one-off... and we desperately wanted it. “The FA had been trying to produce a project of this kind for 37 years. Various partnerships had been formed but they just didn’t come off. I think it had got to the point where they realised they’d been left behind - national centres had been in place in some countries for as long as 50 years and they had to put that right. “I don’t mean to sound conceited but within a year of us being appointed, we took the project to site. It has been an exhilarating ride, and still remains so, and we count ourselves as very fortunate to have been involved. “For me, the fascinating thing was that no one had ever built a facility quite like this. David Sheepshanks, the chairman of St George’s Park, and I toured around Europe seeing what others were doing. It was about looking for best practice, doing our research thoroughly and drawing up a list of not so much what the others had, but what they didn’t have. “We consulted with everyone. I made 97 presentations and not only spoke to all the different areas involved in football but other sports as well. The whole process was huge. It took us six months and along the way, we gradually developed a clear picture. “David Hockney will probably tell you that he paints with his head, his hand and his heart. I would say that for me as an architect, it’s the same. Any architect can produce a building but I don’t think you can do the job properly unless you get into the DNA of the client. “I wanted six words to work with, words that the FA people had never really

considered, and we spent two days at Soho Square coming up with them... accessible, aspirational, rewarding, stimulating, sustainable and symbolic. We think of them as our colour swatch - and we reference those words all the time. Not all of them are applicable to everything we are doing but at least two or three are, and along with the FA directors involved we’ve been faithful to them right the way down the line.” Smith, who is 62 and was awarded an OBE four years ago for his services to architecture, has worked on many far larger projects. For example, Red Box Design won an architectual competition to design the European headquarters where Nissan would design their cars of the future and Northern Rock’s headquarters in Newcastle ›

David Sheepshanks and I toured around Europe seeing what others were doing drawing up a list of not so much what the others had, but what they didn’t have”

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Accessible • Aspirational • Rewarding Stimulating • Sustainable • Symbolic

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- a project described as a ‘mini city’. But few have excited him more and although he is currently striving to establish Red Box Design in China, where they already have a firm foothold, for the time being he has unfinished business at Burton-on-Trent. He added: “As a piece of architecture, I’m proud of it but at the end of the day, I’m very conscious of the fact that it’s a machine and the FA now have to put it into motion. “The heavy lifting has been done but now the right people have to be put in place to move it forward. “I feel so honoured to have played my part and I think everyone involved in football in this country should be thrilled at the opportunities St George’s Park is going to offer. Stuart Pearce certainly is. He’s been tremendously supportive and he knows it’s not for him... it’s for the next generation and hopefully the one that comes after them.”

SGP: the facts The National Football Centre at St George’s Park is based on a 330-acre site at Burton-upon-Trent. The groundbreaking facility will become not only the training base for the 24 England teams, but also a destination for the training of players, coaches, referees, and football administrators in a campus style development in the heart of the National Forest. Ultimately it will become a University of Football, with outstanding education and medical facilities.

The site will feature: • Eleven full-size outdoor pitches, including a replica Wembley pitch • England’s first full-size indoor football pitch • A phenomenal 60x40m multi-purpose sports hall • A 142-bedroom Hilton Hotel and an 86-bedroom Hampton by Hilton Hotel, with conference facilities, gym and spa • A cutting edge sports medicine and science centre • Outstanding training, seminar and conference facilities • Community sports pavilion and pitches

All the key stakeholders in football – here and overseas – have been consulted and the League Managers Association were so enthused by the project that they became the first football body to pledge their active support. The LMA are to move their headquarters to St George’s Park and will be the FA’s partner in the delivery of development programmes and qualifications for coaches and managers, with the LMA’s focus being on the areas of leadership and management.

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the buck stops here With command over areas including selection, tactics and man-management, the role of captain within cricket is probably unique in sport. Former England fast bowler and Yorkshire skipper Darren Gough outlines how he handled the responsibilities of leadership, from dropping star players to administering a new dress code. WORDS SIMON CLEAVES

You can always learn something from a conversation with an icon from another sport. They always seem to have experienced something different, which influences their ideas on how to approach a certain role and the way their game is played. Darren Gough was a fans’ favourite in his time as England’s leading fast bowler through the Nineties, with an infectious personality and a natural ability to make things happen. If his team needed a wicket, ‘Goughy’ was always the first to put his

hand up, and he invariably delivered. A strong character in the dressing room with many a story to tell, Gough’s natural charisma was on display to a wider audience when he won Strictly Come Dancing in 2005. He now gets paid to express his opinions as a radio presenter for talkSPORT after retiring from cricket in 2008, and is not afraid to make his feelings known. Take his stance on captaincy, for example. A proud Yorkshireman, Gough captained his county in the last two

seasons of his career, using all the experience gained from 58 Test Matches and 159 One-Day Internationals to lead the Tykes in English cricket’s top flight. He believes a cricket captain’s job may be the toughest you can take on as a player in sport and said: “You have to make all sorts of decisions. At Yorkshire I was in charge of everything: selection, coaching and talking to players about their future. “Before I took up my career in cricket I played football to a good level with a YTS team. I was happy to act as a leader in the dressing room and make sure the team followed instructions on the football pitch, but believe me, the responsibilities as a captain in cricket are so much more.” As Gough put it, the captain not only picks the team and decides on tactics during matches, he also needs to fulfil multiple roles off the pitch - acting as mentor to young upand-comers, inspiration to his senior players and confidant to all of his squad. None of that can be achieved without having the respect of the players. Gough’s achievements as a player with England ensured that wasn’t an issue, but as he explained, there’s plenty more required to be a success. “If you’re going to be a successful captain, you’ll need to be approachable and an amazing communicator,” he said. “You must be prepared to talk to all of your players at any point, whether that’s to tell a senior member of the squad that they’ve been dropped, or for a confidential chat when they’re looking for help with a

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Darren Gough confers with his ‘inspirational’ England captain Nasser Hussain at Edgbaston in 2003.

If you’re going to be a successful captain, you’ll need to be approachable and an amazing communicator”

personal problem. On several occasions I gave players time off to deal with personal issues and covered for them in public. “You’ll need to be strong and brave in your decisions, particularly with senior players communication is key with them, as they expect to play every game and will need to understand why they’ve not been picked. I always tried to talk to them first after naming a side. You’ve got to have the backing of your players to have any hope of success.” Asked which captains inspired him as a player, Gough is unequivocal in naming Nasser Hussain as a man for whom he ‘would have run through a brick wall’ - tough, passionate and demanding the highest standards from his troops. Hussain’s successor Michael Vaughan - who Gough would captain himself at Yorkshire - had a different style: “He knew that the way to get the best out of the likes of Steve Harmison

and Andrew Flintoff was to look after them, rather than be critical. “It just shows that you have to be aware of the different personalities within the dressing room. In my playing career you had the likes of Alec Stewart, Mark Ramprakash, Graeme Hick and Graham Thorpe - all strong personalities that needed handling differently.” Ultimately, the differences between cricket and almost any other team sport you care to name boil down to one thing, according to Gough: “In cricket, if a team plays badly, the captain gets the sack. In football, it’s the manager and the captain keeps the armband. “Duncan Fletcher got plenty of praise for his part in England’s rise as the coach, but he was an overseer and advisor to the captain. The captain is seen as the man responsible for results, not the coach.”

dressing up (and down) for the office Dressing up: “I’m at the age now (41) where I feel that I can’t get away with what I used to wear. I need to have my shirts tucked in, not out! I can wear what I want on the radio but I’ve always been conscious about how I look and enjoyed shopping for clothes. I don’t go looking for brand names, just what looks good on me.”

Dressing down: “At Yorkshire we used to have to arrive at the ground every day in either our Yorkshire blazer or a suit. We were arriving before anyone else was at the ground, and leaving after spectators had gone home, so what was important to me was helping to get my players comfortable, and ready to perform on the field. I tried to meet

them halfway and agreed that on the second day of a match they wore their Yorkshire tracksuits. On the last day, if they made donations to our charity St John’s Ambulance, they could wear jeans.”

Gough, pictured with Neil McCann, is a brand ambassador for McCann Bespoke Tailoring who provide an exceptional visiting tailoring and wardrobe management service, with a prestigious client list in professional sport.

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número SPACE unohere FOR a two-line header

Climbing to the top of Spain’s golf resort rankings has been a 20-year journey for PGA Catalunya but as chief executive Julio Delgado explained, that’s only the start. WORDS terry bowles

Julio Delgado led the celebrations in February when the Stadium Course at PGA Catalunya Resort overtook Valderrama to become No. 1 in Spain but he’s a shrewd man and fully understands that the really hard work is only just beginning. Rising to the top was the culmination of 20 years of hard work at a cost of some 70 million euros, the LMA Partner is building on the vision of the founders to create a truly special facility that combines world-class golf with an internationallyrenowned hotel resort. But for Delgado, now that it has been officially recognised as the outstanding facility it clearly is, the challenge is to steer a route forward from here. As the chief executive explained, that’s easier said than done in the current climate. “I cannot deny that it’s tough at the moment. The golf market in Spain is probably the most affected of all within the tourism industry in our country but we are where we are... and we will deal with it.”

It certainly helped when ‘Top 100 Courses of the World’ announced their latest rankings, and Delgado is determined to seize the opportunities it will present to lure golf fanatics to the prestigious resort on the outskirts of Girona. He added: “We have been ranked the No. 2 or 3 course in Spain for many years so in some ways, you may think there’s not too much difference. But that would be wrong because the prestige of being No. 1 gives you so much more. Positioning is critical for us. From the very beginning we have strongly bet on being on top of the rankings in Europe and this has given us a strong reputation in the market. “We are extremely active with our sales and marketing and we dedicate a suitable amount of resources to it. We constantly innovate with our golf products and the big plus is that we don’t just have good facilities to ‘sell’ - we have excellent facilities.” A clear focus has been crucial to the

success story of PGA Catalunya, not only in creating a masterful golf course that has twice hosted the Spanish Open, but also in setting out to establish the resort as the home of the Qualifying School for PGA Europe. That hugely important four-day event has been held there for the past four years, and Delgado recently received confirmation that it will remain with the Costa Blanca resort for the next three years. A willingness to continually invest in new facilities has undoubtedly influenced that decision - not least on practice facilities as extensive as any you could imagine. These include a 2,000m2 putting green and chipping area, with five bunkers each containing different sand types (Augusta, St Andrews, Hawaii volcanic, PGA Catalunya Stadium Course, and Pebble Beach), an upgraded driving range, and four greens which also have different grasses.

kicking off

The magnificent Stadium course at PGA Catalunya - firmly estabished as the home of the Qualifying School for PGA Europe. Left: The resort includes an innovatively designed collection of luxury properties, hotel and spa.

From the very beginning we have strongly bet on being on top of the rankings in Europe and this has given us a strong reputation in the market” JUlio delgado

The chief executive added: “Extending our agreement with PGA Europe is really important to us. We have developed a close commercial relationship and when you create a sentimental bond on one hand and with the other, you constantly improve your facilities, promotion and positioning, the die is cast. The combination of fantastic product, unique location, very good communications, and commitment from both sides has been critical. “Undoubtedly the financial climate is having an impact, but we have very clear goals with our product and our market. It is true that the market is not in very good shape but for good products there is always a market. The reality is that in spite of the actual financial position we are presenting a good performance, so as soon as the external situation starts to improve we will be ready to go. On top of that, our company is financially very strong, so we are well equipped to face the challenges. “We are a flexible organisation that it

is very adaptable to our clients’ needs. Our staff all realise how important service is and we spend a significant amount of time and money in training them. And purely on the greenkeeping side, we collaborate shoulderto-shoulder with the Q School organisation. That may appear to be an easy task but it is not that common in other golf courses. I have worked for seven different resorts in Europe, and I can say so.” One certain thing is that PGA Catalunya - and Delgado - won’t stand still now that they have arrived at Spain’s pinnacle. He still has ambitious plans, including the development of an elite centre that will attract other sports. “Step by step we will become a reference in Europe as a resort for sport - not just for golf,” he added. “We still have big plans to develop our real estate by integrating other services and facilities. Our next project is to create a Football Centre but we also want this to be suitable for other sports like rugby and cricket.”

WORDS john lawson

LEADERS: MARK YATES

WINNING POST IN SIGHT

Mark Yates faces heavy going in making football the back page lead in a world-famous racing town, but after five years and two promotions as a player at Whaddon Road, he’s begun making an impact as Cheltenham manager. PHOTOGRAPHY portraitcollective/jake morley

Think sport, think Cheltenham and the instant image is of Arkle, Best Mate or Kauto Star thundering up the final straight, amid frenzied acclaim, to seize Gold Cup glory. Once a year, enthusiastic race goers the world over flock to the otherwise peaceful spa town in the centre of the rolling Cotswold hills to sample the noisy thrill of one of the sport’s iconic races. But in an area where the sport of kings sits comfortably alongside other attractions like its Regency architecture and love of the arts, the beautiful game is again quietly having a voice. The reawakening of football interest at The Abbey Business Stadium, home of Cheltenham Town FC, has much to do with the drive and enthusiasm of one of the

game’s emerging managers. Mark Yates, 42, has steered the npower League Two club into a promotion position and is clearly relishing the challenge of helping them progress in tandem with his own career. He said: “I don’t see myself being the England manager or walking into Old Trafford but there is no harm in having the drive to get you as far as possible in the game. My reasons for becoming a No. 1 in the first place were because I was up for the challenge and wanted to know if I could handle everything that went with the job. “I was working under Steve Cotterill and Dave Kevan at Burnley more than six years ago, learning my trade as a coach when Kidderminster Harriers asked if I would be interested in having a chat about

the manager’s job there. It would have been easy to have stayed put and carried on at a club where I was very happy but I really fancied having a crack on my own. “I was grateful for the opportunity Steve had given me but I felt it was the right time to move on and test myself. I think I am a strong and driven person and at some stage I was always going to give it a shot.” Birmingham-born Yates had four years at Kidderminster, competing with better off clubs like Stevenage, Rushden & Diamonds and Cambridge United. Money was tight but he was able to appoint an assistant in Neil Howarth, who has been by his side ever since, and the managerial pair set off on an enjoyable - and largely successful - journey. At Kidderminster ›

LEADERS: MARK YATES

they reached the FA Trophy Final of 2007 and twice finished just outside of the play-offs. Yates added: “Neil and I have known each other for many years and we live 400 yards apart in the same Worcestershire village so naturally we see a lot of each other. It’s not just at work either because there are a couple of pubs in the village! I don’t know whether living so close is a good thing or not but it works for us and that’s all that matters. “I trust him. He’s a good coach and he has his say. He doesn’t just give me the answers I want to hear but I’ve always encouraged my staff to have an opinion. Ultimately, however, it’s me who has to make the decisions.” It was just before Christmas in 2009 when Cheltenham, a club where he had made nearly 300 appearances as a midfielder in the Nineties and helped claim a place in the Football League and win the Nationwide Division Three Playoff Final, offered him his first League job. His father helped him stump up the cash that enabled Cheltenham to pay Kidderminster the compensation to facilitate the move but although he knew it was right for him, the immediate prospects were not enticing. Cheltenham were facing a tough battle for Football League survival but survive they did - and that provided the foundations for the promotion effort that is now unfolding two years on. He recalls: “It was vital that we didn’t drop back into the Conference but we stayed up, not by very much, and were able to sit down at the end of the season and plan for something better. Unfortunately I went into my first full season with a reduction in the budget and it was a case of borrowing players for almost nothing and

trying to get through on thin resources. “But the housekeeping was good, the chairman Paul Baker and his Board were superb and thanks to their enthusiasm and support we were able to sit down again at the end of last season and have more scope for improving things. I’m working with genuine people and it says much about the chairman and Board that in talks we’ve had about a new contract they have said how keen they are to repay my dad for the money he put in to get me here in the first place. “Thanks to their efforts and investment from a fan who lives abroad, we were able to keep the good players we had and strengthen. We were able to bring in Luke

Alan Rapley [at Warwick Business School] was superb at making me think about the way I was getting my ideas across to the players - I still speak to him now on a regular basis” 26

Summerfield, who has been brilliant, and Darryl Duffy, who is our leading scorer. We were also able to attract talented youngsters on loan who were hungry to learn and develop their games. “I also got a lot of help about planning and preparation from Alan Rapley, who I had met when he was a tutor at the Warwick Business School when I was doing my A licence. Alan was superb at making me think about the way I was getting my ideas across to the players and I still speak to him now on a regular basis. “So we went into this season a lot stronger and having done so well over the last seven months or so, there is no disguising the fact that our aim is to try and go up. We are enjoying it at the moment, even though it can give you sleepless nights, but we know there will be twists and turns. We will drop points but it is how we react to those moments that will go a long way to deciding where we end up. “We have a lot of respect for the sides around us and it’s important to stay grounded. We don’t get too low when we lose and we don’t get too high when we win. As a manager you have to believe in yourself... believe in what you are doing. I’ve had a lot of players working under me over the last six years and I hope they’ve enjoyed the way we’ve gone about things, coming in to work hard with a smile on their face and striving to make themselves better players. But I can honestly say that I’ve never been involved with a group who get on so well together, and I’m sure that helps.” Cheltenham’s record reveals that it’s a philosophy that has produced dividends so far this season as they head into their own final straight, with the winning post tantalisingly in sight.

LEADERS: MARK YATES

Clockwise from left: Mark Yates helps Cheltenham Town to victory in the 2002 Nationwide Division 3 Play-off Final; in his new role, embracing Robins captain Alan Bennett; photographed for the Manager magazine on the eve of the 2012 Cheltenham Gold Cup.

the insider

Name Huw Jenkins Born Neath Position Chairman, Swansea City Football Club Career highlights Part of the consortium that saved the club from bankruptcy in 2002; oversaw move to the 20,532 capacity Liberty Stadium in 2005; promotion to the Barclays Premier League via the play-offs in 2011.

WORDS Terry Bowles portrait Athena Picture Agency

Everyone in football wants to know the secret behind Swansea City’s rise to the Barclays Premier League, which has been achieved with substance as well as style. Chairman Huw Jenkins discusses the blueprint that never was. “All things are achievable”. That’s the motto of Huw Jenkins... and maybe it helps to explain how he has made the unlikely career journey from bricklayer to hands-on chairman and unofficial chief executive of an up-and-coming Barclays Premier League club. It probably also goes a long way towards revealing the secret of Swansea City’s remarkable success - not only for this season but over the past 10 years. Jenkins is a man who likes to do things on the quiet. It takes a lot of digging to

check out his personal background - even the club’s own website doesn’t carry a profile - and in a strange sort of way he views that as yet another achievement. He said: “Brendan Rodgers, with his personality and eloquence, is the public face of this football club, and that’s the way it should be.” Low profile perhaps, but there’s no denying that Jenkins has been at the heart of Swansea’s rise - right from the time in 2002 when the man who “did various things in the building industry” after his time as a bricklayer, was part of a consortium that

stepped in to save the club when they were on the verge of bankruptcy. He recalled: “It never crossed my mind at that time that I might eventually become chairman. All we were interested in was keeping the club alive and trying to raise enough money to pay the electricity bill. We managed to do that and I think the catalyst for what’s happening now was in 2005 when we moved to the Liberty Stadium. The Vetch Field hadn’t had any money spent on it for the best part of 40 years but the City Council were very

the insider

helpful in creating a new stadium and it was the basis for making a fresh start.” From there, it’s been pretty much a non-stop story of promotions and progress and it reached a new peak the day before we chatted when Swansea caused one of the biggest upsets of the season by beating Premier League leaders Manchester City. That left them on 36 points, just two short of what’s widely regarded as the safety target but although people were understandably in a state of high excitement, Jenkins stuck to the bigger picture. “I’m a bit tired because we had a fairly late night,” he said. But even a victory of that magnitude couldn’t lead him into making rash statements. Press him about Premier League survival, Swansea’s Blueprint for Success and the secret to appointing the right manager and all that comes across is realism - not romance. He said: “People have been on at us since Day 1 about how many points we might need to stay in this division but to be honest, we have never approached things in that way. Brendan has always been focused on getting more points to move us up the table rather than what we need to stay up. “The whole thing has been brilliant and hopefully we can keep it going but it’s essential to keep things in perspective. What we have shown with our results this season not least by beating Manchester City - is that it doesn’t all have to be about money. “When we were in the npower Championship our level of salaries was among the bottom eight in the division but we proved that doesn’t have to dent your ambition to move forward. We went out and signed players who were hungry to better themselves and although some clubs settle for second-best when they cannot compete financially, we’ve never done that. “Financially, we know full well that football is wrong in the way it operates. Huge salaries and transfer fees are not the fault of the players but of those who agree them, and although we’re serious about making Swansea City successful, it will only be done within our means.”

As older Swansea fans will remember all too well, they’ve been this way before. John Toshack secured three promotions in the space of four seasons in the Seventies and Eighties to take them to the promised Brendan Rodgers, “the public face” of Swansea City, is heading for the Barclays Premier League following their dramatic Play-off Final victory. Below: Former land and in their manager Paulo Sousa - agreed with Swansea’s footballing principles. first year in the old First Division, they finished sixth. But it was achieved at considerable cost because in Jenkins will have approaches for Rodgers. He said: “I think the hardest thing December 1985, following two relegations, in football is when your manager leaves. they were officially wound up. Jenkins is dedicated to ensuring When Roberto Martinez left, for example, there is no repeat performance but if he took most of his backroom team with you are looking to discover the contents him and to try and move the club forward of his masterplan, you are going to be in that situation is very difficult. “We have somehow managed to do disappointed. He revealed: “It would be wrong for me to claim that we put together that with several changes of manager and a five or 10-year plan because that just didn’t key to that has been selecting the right happen. Football history is full of examples person to replace them. I think the first of people coming up with blueprints but thing you need to ask yourself about a new man is: ‘Can I work with him?’ how many really work out? You can After that, it’s down to whether they write down anything you like on a agree with our football principles. We piece of paper but things change have established a way of playing at so quickly in football that it’s a Swansea, which is very important pointless exercise. to us, and we need our managers “We have a system that works. to share our beliefs. Members of the consortium that “There is no great secret came forward to save the club in behind what we’ve achieved. 2002 are all still involved and we We’ve worked very hard, made have a strong working relationship good decisions and - perhaps with the Supporters’ Trust, who most important of all - we’ve have a significant shareholding. been fearless. They have a representative on the “I’m from the school of Board, who is invariably someone people who believe that that we know, and it works fine.” anything is achievable but Success can bring as many we do have to be sensible. problems as failure and one of the I want us to be still in the biggest is that clubs higher up the Premier League 10 years from now, scale always want your manager. by which time we will have installed Roberto Martinez went to Wigan more seats, attracted more people Athletic, Paulo Sousa to Leicester and have bigger sponsors. They are City and it’s surely inevitable achievable targets.” after the events of this season that

the outsider

The GB Women’s Hockey Squad are gearing up for a serious medal bid at London 2012 - and they’ve never been better equipped to win one. Assistant coach Craig Parnham offers a fascinating insight into their rise to prominence. photography Frank Uijlenbroek/GB Hockey

Craig Parnham has already experienced the special thrill of the Olympic Games twice as a player in Sydney and Athens and once as a coach in Beijing - but he’s acutely aware that London 2012 will be different. Everyone involved with GB women’s hockey know that they go into the Games as genuine medal contenders. It was their best-ever performance in a world level event when they recently finished runners-up in the Champions Trophy, and according to Parnham, one of two assistants to head coach Danny Kerry, that was “an important moment for the group”. He explained: “Although we’ve made semi-finals in tournaments before, the step to making a final is a big one. Experience at that level is invaluable. The margins at the top are very fine and it was important the team played in a final before the Olympics. We’re in a good place and the challenge now is to make those final adjustments to take us that step further.” He added: “Hockey in this country has come on tremendously. The women’s team have steadily risen up the world rankings and are currently fourth. The biggest turning point has been establishing a centralised programme, basing the whole squad at the National Sports Centre at Bisham Abbey, although players return to their clubs at the weekends. Funding from UK Sport means we have more time with the players and can take an integrated approach. The benefits have been huge with great gains technically and tactically and I’d say we’re one of the fittest teams in the world.” You cannot fail to notice the intensity as Parnham speaks. He’s totally aware of the opportunity awaiting GB women, and if attention to detail eventually proves to be the critical factor, they will be fine, as

no stone has been left unturned in their preparations. Parnham, 38, has vast experience to offer. He remains the only player ever to captain his country on his debut, and went on to win 64 caps for GB and 51 for England. As a coach, he collected his first qualification at the age of 18, and was a Level III coach by his early 20s. As well as being involved in the international set-up for many years, he recently completed the UK Sport Elite Coaching Apprenticeship Programme, for those identified as having the potential to lead international programmes. He suffered a near-fatal injury in 2001, captaining England in the Azlan Shah Cup, when he was caught in the throat by an opponent’s stick. That horrific injury meant his larynx needed rebuilding. As any football man will tell you, the ability to make yourself heard from the side-line is essential. Parnham cannot do that but typical of the Shropshire-born coach, he turns it into a positive: “It did change the way I have to work,” he said. “The voice box was damaged so badly that it’s difficult to make a point to someone over a distance. But I genuinely believe it has proved to be a good thing because it allows me time to think about what I want to say, how and when to say it. “I’m now also more pragmatic. Emotionally, I am pretty calm under pressure and I tend to take the mantra of the Royal Marines ‘cheerfulness in times of adversity’. I’m not comparing playing sport to the military, but elite sport can be tough at times. I believe that if you can make the players enjoy it and have fun they will want to come back tomorrow.” Parnham’s role as one of the assistant coaches breaks down into a number of areas. In training, he works with

Great Britain forward Alex Danson takes evasive action against South Korea, en route to a Champions Trophy silver medal; Craig Parnham offers advice to Sarah Thomas

individuals on specific technical skills, assists with the team’s offensive strategies, and is also in charge of attacking set-pieces including penalty corners. Any team in contention for a medal will be aiming to convert one in three of their opportunities, clearly a crucial part of the game. Parnham, Danny Kerry and Karen Brown, the other assistant coach, have now been together as a coaching staff since 2007 and have worked with the squad to establish their own culture. “Feedback is at the centre of our day to day environment,” he said. “Critically assessing ourselves and the squad is essential to development. Danny is very open to ideas that will improve the squad. We make suggestions, he makes decisions. “A significant shift in our coaching has been to give players greater ownership of their programme. Research tells us

the outsider

Name Craig Parnham Born Bridgnorth Position Assistant coach, GB Women’s Hockey Squad Career highlights Representing GB at the Olympic Games for the first time in Sydney; Head Coach of the Gold medal winning GB U21 Squad in the 2009 Youth Olympics; Being part of the London 2012 Olympic Programme

that to create intelligent performers they need to be empowered to direct their own development. We encourage players to be reflective and sessions are designed to mimic decision-rich match conditions where possible. Players are forced to solve problems without the coaches always intervening – which is hard at times. But this training environment makes the link to competitive matches more distinct.” Parnham also devotes many hours to studying the strengths and weaknesses of opposing teams because the players need to be aware of everything there is to know about their opponents. He explained: “It involves hours of analysing footage from various tournaments and presenting the information which we think will help the team’s preparation and performance.” On match day, Parnham is on the bench while Kerry sits in the stands for an overview, and Brown watches from behind a goal, looking down the pitch for a different perspective. He explained: “We’re linked together via radio and the

Players are forced to solve problems without the coaches always intervening - this training environment makes the link to competitive matches more distinct” 31

bench area can be hectic. In hockey we have rolling subs - similar to ice hockey which often means around 60 changes in a 70-minute match. My role is to remain calm, implement tactical adjustments by filtering messages from Danny and Karen, and keep the players ‘on task’.” Finally, post-match, he’s responsible for the team’s possession statistics. Every touch is ‘tagged’ on the analysis software and made available for players to view. That information is also stored centrally to track player and team performances. “The longitudinal nature of this data allows us to see trends and shape our team training and individual development plans.” As Parnham says, GB women are in a good place as they head for the Olympics, and he added: “There’s never been so much interest in hockey. The Olympic Test Event tickets sold out in an hour. Winning a medal in London really would help generate enthusiasm for the game and hopefully our performances can inspire a new generation to take up the sport.”

LEADERS: alan pardew

After Newcastle United’s best start to a Barclays Premier League season in 17 years, manager Alan Pardew sat down with Sue McKellar to discuss life at the helm of one of football’s most iconic clubs. PHOTOGRAPHY portraitcollective/sam bowles

north eastern promise When Newcastle United owner Mike Ashley arrived in 2007 he revealed a five-year plan to make the North East club selffinancing. Raised on a diet of football legends, free flowing football and frequent marquee signings, it was hard for many of the Geordie faithful to visualise how such a financial model could enable them to remain competitive. Five years on and with a host of clubs, North and South of the border, having entered administration, Newcastle’s plan and the transparency of its objectives is reaping the rewards of its conviction. Tasked with balancing the playing budget off the field while pursuing progress on it, is former Reading, West Ham, Charlton Athletic and Southampton manager Alan Pardew. Since his appointment in December 2010 Pardew has assembled a side that has ploughed through any fears of ‘second season syndrome’ to sustain a challenge amidst

the Barclays Premier League’s upper echelon. The Manager speaks with Alan Pardew to learn how his own career path from nonleague footballer to Premier League manager is enabling him to strike just the right balance.

“It was a very important route because you understand the work place and what the media represents to the working man. When I was a glazier I was reading the newspaper every day and that was my only insight into the football world. When you play in non-league football you meet a cross-section of characters that you don’t meet in professional football. You might have a company chief executive and a dustbin man playing side by side in the same non-league team. So you come across many characters ›

from different walks of life, whereas in professional football you have footballfocused individuals who have based most of their upbringing on football because it was going to be their career from day one. Due to the playing route that I took I’ve experienced diversity of character, so when I come across what may be classed as a ‘difficult or enigmatic character’ in the football world it’s not so much of a problem for me.” You had two spells as a caretakermanager at Reading; how important was that glimpse into the reality of management for you? “My first period as caretaker was brief and a bit of a blur. I was called upon to run the team, which was a significant

jump for me because there were some experienced people in front of me. The second period was much more important because it was a chance to actually get the job full-time, which fortunately I took. From my background of being a not so well-known player, it was very important that I got that first chance. When I was reserve team manager I think that Reading recognised that I had qualities that I could possibly take into the role of manager. I was fortunate enough that Reading owner John Madejski gave me that opportunity.” Out of all the players he managed, Steve Coppell highlighted you as a natural to go into management because you were managing situations while you were

playing on the pitch. How conscious were you of that yourself? “I was a bit like that when I played. I was always disappointed that I wasn’t captain but my playing ability always restricted me from assuming that role. But I still always tried to offer leadership on the pitch. It’s part of my make-up, and I’ve always been a talker. Communication on the pitch is something that I’m good at so I can understand Steve Coppell’s view. I didn’t really ever lose my head on a football pitch and I was always pretty much in a good space to control what was going on. I was always the type of player that offered an opinion to other players at the training ground and the players were always responsive to any advice that I gave them, which was a good sign.”

LEADERS: alan pardew

My brand of football has always been the same - to try and win the game whatever the odds”

Under Steve Coppell you scored in the 1990 FA Cup semi-final to knock out Liverpool and earn Crystal Palace a place in the final against Manchester United. How much do you believe that Palace’s achievements shaped your belief that teams with less resources can actually be competitive with the biggest teams in English football? “I think that it probably has influenced my thinking. Additionally I had some good cup runs with nonleague teams. When I was playing for Corinthian Casuals we took Bristol City to a replay,

which was probably an even bigger gulf than Crystal Palace and Liverpool at the time. So yes, I have played that underdog role in the past and know that success can be achieved. At Palace we reached the FA Cup Final that season and finished third in the old First Division the next. A lot of that success came from the work ethic we had as a team and I now generate that in all of my own teams. Under Steve Coppell the emphasis was on the team and he never outwardly showed if it hurt him to lose a big player. Ian Wright broke his leg and didn’t play in the semi-final and we still beat Liverpool. He never let any disappointment that he may have had on such occasions transfer to the team; there wasn’t a flicker. That is a quality that I took on board and if I lose a good player I think back to Steve and I make sure that I carry that trait through in my management. I believe that approach is very important. The players must understand that it isn’t about the individual, somebody can come in and if they are inspired they too can do the job.” You are still a young manager and have already experienced highs in your career; promotions with both Reading and West Ham, leading West Ham to the FA Cup Final and winning Southampton’s first trophy since 1976. The emotions of succeeding take care of themselves but how have you dealt with the lows when you have lost a job? “I believe that it is very important that you don’t get twisted about this game and start taking on board the conspiracy theories of why you have lost your job. You have just got to make sure that you are stronger next time that you go in. You can’t let disappointment hurt you and you’ve got to be resilient. When a football manager joins a club, he needs to make sure that he is looking at the whole club and that he’s putting down a foundation and a clear vision of where he is going, because that clarity

and communication can actually buy you another game. If you don’t do that and you lose four or five consecutive matches there’s a good chance that you are in big trouble. If the club can see you are trying to work with the budget that they have presented you with, trying to inspire people, trying to create a good work ethic at the football club then it might buy you that extra game.” Newcastle United have a clearly defined five-year vision which they have made public. How beneficial is it for you as manager to have that transparency? “I do think that the clarity of the budget is important. Some fans may not be entirely happy with the amount we have to spend but at least they know the big picture. When you look at the world economy and where football is at the moment we are seeing really tough times. We’ve seen examples of Portsmouth and Rangers, in Scotland, that show if you overstretch you are going to find yourself in serious trouble and you are putting the club’s future at risk. At Newcastle we’ve got a good foundation and a good financial model and now the question is whether we can bring success within that model? That’s the challenge that I accepted when I joined the club and so far we are doing well and can hopefully continue to grow as we go along.” A lot of clubs suffer from ‘second season syndrome’ after promotion to the Barclays Premier League. How have Newcastle United avoided that? “I experienced ‘second season syndrome’ at West Ham. The first season we had a fantastic time in the Barclays Premier League, reached the FA Cup Final as well, and came close to winning against Liverpool. I went into the second season with almost the same group of players and we didn’t improve the areas that I thought were problematic. Essentially I believe that you need to make some changes after that first year; if you can you should because the players can suddenly feel that they ›

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LEADERS: alan pardew

given the time, issues can arise that affect things. If there’s any advice that I would give a young manager it would be to get the clarity of their vision and ability across from the start. You must convey clearly and concisely the brand of football that you want to play and how you are going to achieve it. My brand of football has always been the same - to try and win the game whatever the odds, within the tactical game plan that we have. This is usually on the front foot and making it very, very difficult for the opponents.”

Alan Pardew is adamant that good communication is key to managing a football club; getting his message across to Anton Ferdinand at West Ham.

are Premier League players and you can often see the work rate and commitment go down by five or 10 per cent, which is enough at this level to cause you problems.” At Reading you made it clear that you wanted to deliver a mantra of ‘Team, Flair, Spirit’, and when you joined Newcastle you said you’d bring ‘Drive, Desire and Commitment’. How important is it for a manager to clearly define his brand of management? “If you are going to put yourself in line for any job as a professional football manager it’s important you put down the foundations of what you represent; what you will and won’t accept from the Board, your players and your staff. If I was a chairman, I think I’d want to hear that type of clarity coming from my manager from the outset and what my manager was going to bring to this football club. I’ve always gone into interviews and said that I can over-achieve because I believe that I can by creating the environments where I can achieve. Sometimes you are not

How do you communicate your vision to a multi-cultural dressing room? “First of all you have to start with your staff, because if they don’t have the same passion as you to convey the message then you are not going to be able to do it on your own. You need a staff that can take the message forward for you and continue it when you may be away from the training ground, dealing with other club obligations. If your staff don’t carry it through then there is a lack of continuity and it becomes ‘wishy washy’. If I saw a staff member ignore one of our players using a mobile phone in the treatment room and not dealing with that situation, then that staff member is going to be in trouble with me on that occasion rather than the player. I’m reliant on that staff member to realise the significance of the culture we are building within the club. “I’m very lucky that I inherited so many good staff at Newcastle United who have completely bought into what we are doing. Delegation is so important for a manager and something that you come to understand and get to work for you better when you are older. So you need to know that you have a staff that you can delegate to. It’s very difficult to delegate when you are younger because you have a tendency to think you alone must always know what’s best and that you have to do it yourself and earn your spurs. In all honesty, it’s the reverse and the more experienced you become the more you learn to delegate to your staff.”

Who would you identify as mentors to you; who helped shaped you as a manager? “Steve Coppell was probably more influential than I’ve given him credit for, because in my formative professional years he was my manager so he subconsciously moulded a lot of things that are in me. The person who really got me into coaching and management in terms of looking

Delegation is so important for a manager and something that you come to understand and get to work for you better when you are older” at it professionally was Keith Peacock at Charlton, who was Alan Curbishley’s right-hand man for a long while and father of Gavin Peacock, who played for Newcastle United. I used to have long discussions with him about managing. Players influence you, coaches influence you, and people you watch on the TV influence you. I like to find out things continually about football techniques, methods, and sports science, and make sure that I’m not falling behind in any way. So you have to be very open-minded as a manager. It’s an ongoing process of selfdevelopment and if you stop thinking that you can learn then you are in big trouble.”

barclays premier league

tackling the issue Mike Riley, general manager of the Professional Game Match Officials Limited, discusses how a whole-game approach has been used to address the debate on tackling in the Barclays Premier League. Sometimes in football the truth can be stranger than the fiction. There has this season been a belief that tackling has become a dying art in the Premier League, often accompanied by the voice of an expro or a pundit saying that “soon football will become a non-contact sport”. In fact, it is to the credit of players and managers that the midway point of this season saw a nine per cent increase in the number of tackles but also a seven per cent decrease in bookings. Of the 15,000 tackles that took place until December 2011 over 70 per cent were fair and another 25 per cent resulted in a foul. Just five per cent got a card of any sort. At that same point, however, tackling becomes a talking point, and there are calls throughout the game that something must be done to provide clarity for everyone on the difference between careless, reckless and excessive force tackles. There was an even bigger clamour, played out in the media, for an instant answer. The fact is, however, that consensus takes time. Professional Game Match Officials Limited do not work in isolation - we work very closely with the most important people, the players and the managers. In addition to the club meetings we hold a meeting with all managers at the beginning of the season. I meet quarterly with the League Managers’ Association and the Professional Footballers’ Association because we try collectively to have this whole game approach towards officiating. We also talk with managers regularly to understand their views and try and impart the referees’ view to them. On top of that, we meet informally through workshops and events that the LMA and the Premier League set up. So, for tackling, we convened a meeting between all the Select Group referees, the LMA, the PFA and the Premier League match delegates to try to come to some form of agreement. And before that took

Glen Johnson’s challenge on Joleon Lescott in the Carling Cup semi-final sparked a public debate on tackling in football. Johnson and Liverpool went on to beat Cardiff City on penalties in the Final.

place we canvassed the opinion of Premier League managers and we also brought in the Premier League Match Delegates, who look at referee performance from a club perspective. We got a broad section of views and looked at several examples on DVD. It was a thorough meeting, with the debate over the Glen Johnson tackle in the Manchester City v Liverpool Carling Cup semi-final alone lasting an hour. There was a very interesting discussion on this as it is possible to make arguments for the tackle being both reckless and/or excessive. So while there was a case for yellow, in the end there was stronger case for red. The consensus was that the interpretation of Law 12 remained the same as when we spoke to all the clubs at the beginning of the season. That advice was to be mindful of your responsibilities towards your opponent and beware that if you commit to a tackle, at speed and with intensity, by and large with two feet off the ground, then you run the risk of being sent off. What also needs to be recognised is that it’s impossible to have uniform consistency. A tackle happens in a blink of an eye and in that second, the referee must consider lots of factors. Was it careless? Did the player show a lack of regard for his opponent’s safety? Did he use excessive force? You have also got to take into account the state of

the pitch, the conditions and the state of the game. A lot of it comes down to where the referee is positioned. You can see why referees don’t have a uniform interpretation. However, thanks to the work of the LMA and the PFA we can measure consistency. The Premier League Match Delegate scheme uses former players and former managers to critique the performances of referees. It’s been invaluable in allowing us to compare how referees are performing and to identify issues that we need to target for our training. The great strength of the Premier League Match Delegate system is that the delegate will speak to both managers after the game. So, you have the view of the delegate and both managers. The scheme was brought in about six years ago and there is now a very considered appreciation of how referees perform. It’s important to bear in mind that compared to five years ago the Premier League is 20 per cent faster but the accuracy of decision-making by referees has increased in each of the last three seasons. The match delegates, who are independent of PGMOL, suggested that last season referees got 92 per cent of their major decisions right. The challenge is to keep that trend going and ensure the truth doesn’t become fiction.

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ten of the best David Moyes notched up 10 years as Everton boss in March, after joining from Preston North End in 2002. Currently the third-longest serving manager in English football, he has led them to six top-eight finishes in the Barclays Premier League, including four seasons of European football. Three times named LMA League Manager of the Year, Moyes has brought stability to the club, spending shrewdly alongside developing local talent.

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Resulting in the loss of some 13 million working days each year at a cost of £15bn to UK businesses, employee stress is an issue few can afford to ignore. WORDS ALICE HOEY ILLUSTRATION STEVE SADLER

Considering the state of the global economy, it comes as no surprise that cases of employee stress rose in 2011 – across geographies, industries and job types. What’s more, a 2009 report by the European Agency for Safety and Health at Work found the UK has the highest incidence of stress of the six major global economies, with those aged 55 to 64 the most at risk. But, according to Neil Shah, Director of the Stress Management Society, it is not only financial concerns that are to blame for this trend. “Modern technologies mean we can access information wherever and whenever we want, so we rarely ever switch off,” he said. “It also means that more is expected of us. We’re busier and under more pressure than ever before.” However, our bodies weren’t designed to handle this sustained fast pace of life. “It’s the equivalent of expecting a 100m runner to maintain a sprint over the course of a marathon,” said Shah. “The resulting stress can increase the likelihood of suffering from heart disease, the UK’s biggest killer, cancer, diabetes and strokes.” Warning signs

For businesses, stress can lead to increased staff absence and turnover; ‘presenteeism’

STRESS: it’s something to get worked up about

BUSINESS

or staff coming into work while unwell; mistakes and accidents at work; reduced productivity and low morale. While it isn’t always easy to attribute these impacts directly to stress or mental health problems, there are signs that managers can, and should, look out for. “When an employee becomes stressed, they may become withdrawn, indecisive, inflexible or irritable, or suddenly verbally or physically aggressive,” said Dr Eva Cyhlarova, Head of Research at the Mental Health Foundation. “Headaches, stomach disorders and heart palpitations are also common, and they may start to experience anxiety, fear, anger, frustration and depression.” Cyhlarova said the stigma attached to mental health problems means employees may be reluctant to talk – even in confidence – about their issues for fear of discrimination or even redundancy. “Yet it is only through such openness that employers can offer support. Employers must foster a mentally healthy environment by committing to promoting a better awareness and understanding of mental health issues across the workforce.” Where an employee does open up about their issues, it’s important to listen without making judgements, offer

reassurance, practical information and support, and ask the employee what you can do to help. Avoid confrontation and encourage them to seek professional help. At Allianz Insurance, stress is an issue that is taken very seriously. The firm’s managers have taken part in sessions with mental health charity Mind to help dispel any preconceptions they may have about mental health issues. The company also provides training to ensure managers understand how to spot the signs of stress and anxiety and then to provide the necessary support. “We have a duty of care to our employees, both moral and legal, and have a pivotal role to play in their wellbeing,” said Occupational Health and Safety Manager Banu Gajendran.

Employers must foster a mentally healthy environment by committing to promoting a better awareness and understanding of mental health issues across the workforce” 44

“That means looking after not only their health and safety at work, but their mental and physical health.” The firm runs a proactive wellbeing programme with quarterly themes such as lifestyle, stress management and sustaining a healthy working environment, as well as an employee assistance programme. This includes funded counselling and help with treatment such as cognitive behavioural therapy, where appropriate. “It’s well worth us investing in our employee wellbeing if it helps our people return to work sooner,” said Gajendran. Wise investment

In recent years, organisations have become much better at assessing the cost of stress to their businesses and the benefits of addressing it, said Shah. “Taking breaks and working without stress means you get more done, make fewer mistakes and produce better results. When someone is stressed, their brain is in ‘fight or flight’ or survival mode. It’s not working to maximum effect, because it doesn’t need to.” What’s more, investing in preventing and addressing stress can pay dividends. The Mental Health Foundation found that every £1 investment can reap £2.50 in reduced absence and higher productivity. Organisations should first understand what their individual issues are by conducting a stress risk assessment or audit, or by circulating a questionnaire, then find the solutions to address those issues. Implementing a formal mental health guidance and policy, which is clearly communicated to managers and employees, and providing a comfortable working environment, are important first steps. “Something as simple as smiling can also reduce stress in the workplace,” added Cyhlarova. Managers, meanwhile, have a pivotal role to play, being visible, approachable and open to discussion. As Shah said: “If you want a culture of no stress, it’s up to the manager to champion it.”

BUSINESS

to ensure the team keep playing to win. to make something out of an extremely Under a cloud: Don’t focus on the problems, focus on the difficult situation. “What was interesting was that we how working in solutions.” was certainly the approach took money out of the equation. Money administration turns thatThat Avram Grant took when he found is important - especially when you are not himself backed into a corner in February being paid - but there wasn’t any money at up the pressure The threat of administration is one of the most stressful situations a business or club and its employees can find itself in. Yet, while the organisation seeks a solution, normally by way of a new buyer, it’s essential that everyone involved remains calm and positive, and continues to work hard towards their professional goals. “A team that is getting results will be more attractive to potential buyers, so while a manager shouldn’t necessarily lie to his or her team, it is important to stay positive and optimistic, and to downplay any potential problems,” said Neil Shah, Director of the Stress Management Society. “In the same way that an army is more likely to fight hard if they believe there is still a chance of victory, the manager needs

2010, when Portsmouth went into administration. A nine-point deduction left them doomed to relegation from the Barclays Premier League but ironically, three months later they went to Wembley for the FA Cup Final, where they narrowly lost to Chelsea. Under the circumstances that was a remarkable achievement but as Grant explained, he managed to turn the situation into a positive by giving the players a simple ultimatum. “I got them all together and told them we have two choices - we either give up or we don’t. There couldn’t be any middle-ground, it was one or the other. They decided to ‘go for it’ and although it made things incredibly difficult when player after player was sold along the way, we managed

Clockwise: Manager Avram Grant gave his Portsmouth players and staff two choices: “We either give up or we don’t - there’s no middle ground.” Against all the odds he then led them to the 2010 FA Cup Final; Rangers became the highest profile British club to enter administration earlier this year.

Portsmouth at that time so there was no point in talking about it. Again, we turned that into a positive and in the end, we showed that money isn’t everything in football.” He added: “I would say that period was definitely my hardest in football. When the club first got into trouble, we went for weeks without any wages and the trouble was that there was no one we could speak to about the situation. Players kept banging on my door, wanting to know what was going on, and I didn’t have any answers I could give them. In a way it was a blessing when the administrator finally arrived because at least we had a sense of direction. It wasn’t pleasant, and you certainly couldn’t work the way you would have wanted, but at least we could see a way forward.”

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Sustainability is no longer a new concept to UK business. There’s a growing understanding among organisations large and small that building sustainability into corporate practices and culture is not only ethically right, it also makes good business sense. How socially and environmentally conscious organisations show themselves to be is now a major factor in the decision-making of customers, investors and stakeholders. It can make or break a reputation. But implementing sustainable solutions, in particular with regards to energy use, can also have a more direct impact on your business’ bottom line. With rising energy costs, everything from complex, intelligent design to a simple, innovative lightbulb can provide valuable short and long-term savings. MAP Environmental is a UK renewable energy supplier that is passionate about helping organisations reduce their environmental impact and cut their energy bills. The company, which is the most recent addition to the LMA Business Club, provides and installs solar PV systems to all types of domestic and commercial premises. As well as helping to future-proof them against rising energy costs, it can improve their standing as responsible organisations and their ability to compete. Solar PV is a renewable energy system that uses photovoltaic modules, usually on

the roof of a building, to convert daylight into electricity. Once installed and commissioned, the owner has a free, clean and long-term source of electricity that is exempt from price increases. As well as reducing energy bills, the solar PV panels are reliable, cost-effective and maintenance-free and, unlike most other power solutions can actually increase the value of your property. They are also one of the best renewable technologies for meeting building regulations. MAP Environmental also supplies a range of PV-Thermal (PV-T) products. PV-T is a renewable technology that combines the function of a PV panel and thermal collector into a single module, generating both electricity and hot water. “We are very excited about this range of products. MAP Environmental offers the only PV-T panel in the marketplace that qualifies for both the Feed-in Tariff (FIT) and Renewable Heat Incentive (RHI) which really speeds up the return on investment,” says CEO, Paul Wheeler. As well as its solar PV systems, which are the only ones of their kind in the UK to have been awarded BBA approval, MAP Environmental offers a diverse range of LED lighting. This technology is fast replacing standard incandescent and fluorescent lighting thanks to its long lifetime – a minimum of five years – and quick return

switching from standard bulbs to led lighting can reduce an organisation‘s carbon footprint by up to

on investment. The LED lights use around 20 per cent less energy than standard bulbs, emit less heat and can reduce an organisation’s carbon footprint by up to 75 per cent. They are also easy to retrofit and are available from MAP Environmental in all shapes and sizes, to fit any purpose. While MAP Environmental encourages and helps its clients to improve their environmental credentials, it also practices what it preaches. The company is dedicated to ensuring it is a carbon-neutral business by 2013 and also works in the community, delivering renewable energy to schools and community projects. For more information on how solar PV or LED solutions could benefit your business, visit mapenvironmental.co.uk

business profile

Lead by example According to Stephen Fletcher, founder of The Leaders Club, good leaders could be great leaders if they only got their heads together. WORDS ALICE HOEY

When times are tough, it takes not only a good manager but a great leader to keep things on track. With many organisations struggling with financial pressures, demotivated staff and an uncertain future, experienced and capable leadership is, now more than ever, a very valuable resource. When Stephen Fletcher set up The Leaders Club in 2009, he did so on the realisation that leaders, like any profession, need to hone and develop their skills to stay ahead of the game. The Leaders Club is a unique forum, which brings together leaders from a wide range of backgrounds and sectors to share their experiences and challenges of leadership, exchange best practice and develop new approaches. It also provides invaluable networking opportunities. The aim is to help members develop the skills and mindset they need to become even better leaders and to drive their organisations forward. While people may be born with some leadership skills, he says, others are gained through hands-on management and experience. But, all leaders need to develop those abilities by learning from others. “Sometimes all it takes to improve your skills is being with someone who is innovative and inspiring and who raises possibilities you have never thought of before,” says Fletcher. “There are also simple elements that are crucial to good leadership but easy to forget. You’re never too old to become a better leader, and also to recognise that the skills you have can be transferred to others.”

Despite having 25 years experience in training and development, it was perhaps Fletcher’s flair for networking, passion for his venture and understanding of the need for leaders to talk to one another that has led the success of the club. Initially set up in conjunction with Liverpool John Moores University, but now independent, The Leaders Club boasts nearly 300 members.

The enormous crossover of knowledge, At the near-monthly meetings around the country, members come together to experiences hear speakers relay the responsibilities, challenges and opportunities they have and disciplines faced in their careers, whether in business, the public sector or the military. “All of that exist within the speakers are drawn from The Leaders Club membership, which makes it even The Leaders more relevant to those attending,” explains Fletcher. “They may also have the chance Club is one of its to meet that presenter over dinner or at a reception, to learn even more or build ties. greatest assets” “As an example, one member, and Meeting of minds

now one of our committee members, Richard Smelt, had previously held HR director roles at Carphone Warehouse and Northern Rock, the latter during a very interesting and no doubt challenging time. “Richard gave a talk for The Leaders Club a few years ago, at which the HR manager of the Royal Liver was present. The company was going through difficult times and she was able to draw valuable inspiration and advice from Richard based on the issues and challenges he had faced while at Northern Rock. He ended up

mentoring her. That kind of knowledgesharing is priceless.” Members also have the rare opportunity to share their experiences and views on leadership with those in very different spheres of work. “The enormous crossover of knowledge, experiences and disciplines that exist within The Leaders Club is one of its greatest assets,” says Fletcher. “Our past speakers, for example, have included Ravi Chand, Head of Diversity at the Home ›

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business profile

Among the diverse challenges covered at recent meetings of The Leaders Club has been captaining a nuclear submarine - “what is it like to lead 160 people for three months, under water, when your every move is reported and you have your finger on the nuclear button?”

Office; Maxine Dolan, Group Academy Director at Tesco; and Major General Andy Salmon, former Commandant General of the Royal Marines. Major General Salmon talked about the issues and challenges of leadership in Basra. “Another military speaker, Commodore Jake Moores, shared with members the challenges and responsibilities of captaining a nuclear submarine,” adds Fletcher. “What is it like to lead 160 people for three months, under water, when your every move is reported and you have your finger on the nuclear button?” Members are invited not based on their

We invite people who we recognise to be important and whose businesses are recognised as being important”

position or the size of their organisation but on their proven abilities as leaders. “We invite people who we recognise to be important and whose businesses are recognised as being important.” So, while there are members in very senior positions or from well-established organisations, others are entrepreneurs or business people who run their ventures single-handedly. The thread running through the membership is that each has valuable experience and expertise that their peers could learn from. Transfer window

Fletcher often draws on the experiences of the Armed Services, who he says “tend to be fantastic at leadership, but lousy at networking.” Each side, therefore, has much to learn from the other. The club can also be a very useful tool for people thinking of moving on in their job, adds Fletcher. “Members of the military, for example, tend to leave in their early to mid-50s and then have to decide what to do next and how they will apply their skills in a completely different civilian environment,” he says. While they have a great deal to teach people in the private and public sectors, they can also learn how their skills can be relevant in their new work environment and how they can best adapt them. “It’s fascinating to see the leadership skills that our members have and how

they can be adapted and transfer from one discipline or context to another,” says Fletcher. “For example, one member, Colonel Steve Davis of the Duke of Lancaster Regiment, had responsibility and command of 500 men and what he said goes. He is now director of the national railway museum and has to adopt a completely different approach. In his new role, he has had to learn the importance of engaging with everyone in the organisation, from the cleaner upwards. It’s a bottom up approach rather than the top-down approach to which he was used.” As an invitation-only club that abides by Chatham Rules, members have confidence that what is said in Leaders Club meetings and events is entirely confidential. “Because of that discretion, members are free to speak openly, which makes the meetings energetic and productive,” says Fletcher, adding, “Our question and answer sessions really get to the heart of the matter.” There is growing interest in The Leaders Club from around the country and from an ever wider range of organisations, including the government. Lord Bichard and Matthew Taylor, currently chief executive of the Royal Society of Arts but a former head of the No 10 policy unit, are already lined up to talk at upcoming meetings of The Leaders Club. With organisations of all shapes and sizes recognising that their leadership will play a crucial role in their ongoing success, the future of The Leaders Club looks bright.

the leaders club founder Stephen Fletcher set up BroadSkill, which was successfully sold to Bray Leino in 2008. Two years later he became managing director of Bray leino BroadCare, a database product that manages, maintains, monitors and records all patient activity in PCTs for long-term healthcare.

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technology & performance

a runway success Having the “courage of our convictions” dramatically turned around the ailing fortunes of Rolls-Royce Civil Aerospace but now, according to former managing director Charles Cuddington, the challenge is about maintaining performance levels and avoiding complacency. WORDS Martin Johnson

A little over two decades ago, one of the few remaining flagship companies of British manufacturing was struggling to remain a fringe player. Rolls-Royce faced the prospect of being absorbed by one of its fierce rivals, but history reveals a remarkable transformation, triggered by a change in leadership that was to prove inspirational. The dark years in receivership left the company’s civil aerospace business on the cliff edge, building engines for barely half a dozen types of aircraft – and none of them exactly best sellers. Contrast that with the picture today, with Rolls powering around 40 kinds of airliners and bizjets, and leading the world with its hugely successful family of Trent engines on the new generation of planes from Airbus and Boeing. Charles Cuddington, managing director of the business from 2002 to 2006, remembers the bleak times as a young executive in the 1980s, and how a change of leadership reshaped their fortunes. “Negotiations had brought us to the point of what many viewed as capitulation - being absorbed by our bitter American rivals, General Electric. But a new chairman, Sir Ralph Robins, brought us back from the brink. Here was a guy with an alternative vision who led from the front. He knew the industry inside out and had the respect of those around him – crucially those in his core team who had to believe in, and execute, the strategy.” The plan was to expand the product range, developing family groups of engines as a cost-effective way to offer customers a Rolls option on every new aircraft. “The thinking was, you couldn’t win the race if you weren’t a runner,” says Cuddington. “But the problem at the time was that we couldn’t afford the horse, or at least,

nothing that wasn’t a nag. The only way forward was to have the courage of our convictions and make the investment.” What followed was 10 years of struggle, with high spending on research and development resulting in lower profits. The City complained it was always “jam tomorrow,” but Robins had the bravery and belief to see it through. Cuddington describes the outcome as “real Roy of the Rovers stuff – almost down and out, but somehow surviving and winning the cup final.”

And while the top-level strategy finally yielded its rewards, he recognises the value of the simple, effective communications that went hand in hand and left tens of thousands of workers with a clear view of what was expected. “We publicly set ourselves a target of winning a 30 per cent market share, which may not sound too ambitious, but bear in mind that at our lowest point we only had five per cent and we were almost out of the game. It was a great rallying call. Everybody could ›

technology & performance

The fruit of long-term strategy: Rolls-Royce Trent engines lead the market on the new jets from Airbus and Boeing.

technology & performance

We publicly set ourselves a target of winning a 30 per cent market share. It was a great rallying call. Everybody could understand it and measure their progress” understand it and measure their progress. In political terms it was the headline on the cover of the manifesto.” In this toughest of commercial environments, Rolls today leads an elite league of three completed by General Electric and Pratt & Whitney, part of another giant US parent, United Technologies. But that makes the way ahead harder than ever. To successfully bring new types of engines into service like clockwork, year after year, meeting delivery dates and performance guarantees set six years in advance, requires a commitment to ongoing investment, a rigorous approach to following process, and what Rolls itself describes as a “match-fit team.” For Cuddington, that means more than employees simply having the right qualifications. “The weight of expectation today is huge. The challenge is about maintaining performance levels and avoiding complacency, but most people who went through the hard times have retired. Very soon there will be a generation of managers who’ve known nothing but success and, oddly, that’s a worry. Today’s leaders have to make sure that newcomers to any organisation like Rolls-Royce understand its values and vision. There’s more to it than just getting through a shift.” Encouragingly, there appears to be an acceptance that such values can be more widely applied where head–to–head competition can be suspended to tackle common challenges. Agreeing new flight safety limits for engines in the volcanic ash crisis, or researching synthetic and biofuel alternatives to today’s kerosene are just two examples of initiatives where all parties have joined together in circumstances where the industry risks being brought into disrepute through inaction. Certainly Rolls will continue to rely on its tradition of strong leadership to deliver its long-term strategy of developing new technologies – a process in which natural selection removes the need for

drastic directional changes. “Vision 20” is a programme of blue skies research and, as in any exercise used for assessing talent, the rejection rate is extremely high. A high proportion of ideas will never get off the ground – literally. Contenders include future engine concepts to potentially replace today’s gas turbines, but aerospace is an industry where game-changers are rare birds. Engineers more typically spend their careers looking for efficiency gains measured in fractions of one per cent from each of the 18,000 components which make up a jet engine. Charles Cuddington recalls the privilege of meeting Sir Frank Whittle, acknowledged father of jet powered flight, and asking what impressed him most about half a century of progress. “I was expecting praise for exotic new alloys or some sophisticated piece of software, but he said what amazed him was how reliable engines had become, spending years on wing between overhauls rather than a few hours in his day.” Whittle’s answer perhaps typifies the conservative aspect of an industry where zero risk and passenger safety remain, quite rightly, paramount considerations. But, as in any organisation that really strives to release the potential of its people, dynamic leadership will remain the prized catalyst.

flightpath to success

• Commit to investment & think long-term • Develop a team that understands your values & vision • Set clear goals that all staff can understand • Be brave in your decision-making

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Howard Wilkinson, chairman of the LMA, explores the relationship between manager and captain and concludes that the man who wears the armband can be an “essential building block” in the quest for success. Captaincy issues have been a hot topic of media debate during the build-up to Euro 2012 and it begs the question: how much difference does a captain really make to the fortunes of a team? It is important to note that club captaincy and the role in an international context have huge differences, not least of which is the continuity factor. In a club, when the relationship between manager and captain is good, it can mean almost daily communication and exchange of views, and that’s nigh on impossible at international level. Ric Charlesworth, the Australian coach who has had extraordinary international success in both field hockey and cricket, actually changed the captain for each game, in order to make the players more aware of the imperative on each individual to take leadership responsibilities. At its best a good strong captain can be of enormous value to the manager, although you do have to remember that his value is only as good as the manager’s input into the abilities and qualities the captain already possesses. To start with, the player needs to be good enough to keep getting picked, and he has to embody the values and beliefs that the manager wants to see embodied into his team. If he is really effective in the role he will have influence on a day-to-day basis, but clearly, where it really matters is in the thick of the action on a Saturday afternoon. Just as the heads of industry need someone they can trust, someone who has their confidence on the ‘shop floor’, the same is true within a football club. Sadly, because the tenure of football managers is often so short, they don’t get time to build a team nor to create a culture within a club. In these circumstances it is almost impossible to develop the

mutual trust so essential to making the relationship effective. However, where possible, you have to work as if you are in it for the long-haul and in that situation strong captaincy will be one of the critical elements of success. The first question the manager will ask himself is: “Do I have a potential captain here or do I need to go out and find one?” It’s obviously important to have a good staff around you but a good captain will be an invaluable extension of the manager’s voice within the dressing room. Without

A good captain will be an invaluable extension of the manager’s voice within the dressing room” compromising his loyalty to the group, a good captain can be another valuable pair of eyes and ears around the club, enabling you to get really good and honest feedback when sounding out his views on thoughts and ideas you may be considering on a whole range of issues. When I joined Leeds United, there

were players already within the club who I felt had the potential to become good captains but soon after I took over, I had the opportunity to sign Gordon Strachan. I naturally knew all about him from his time with Aberdeen and Manchester United, and felt he was someone who could play a very significant part in my plans. It helped to know that this was a role and a project which enthused and excited him. I knew that barring a really disastrous run of early results, we would get time to develop the type of relationship that I’ve already outlined and I took Gordon into my confidence in nearly every area to do with trying to make us better. I needed the players to ‘buy’ into my ideas and methods. That’s the big challenge every manager faces - especially when they first take over - and the chances of achieving it are so much better when you have someone who genuinely bridges the gap between you and the players. If you are allowed long enough to develop an effective working relationship, it can eventually reach the stage where you are so in tune that there are times where explanations are unnecessary and that really is the ultimate. I well remember at Leeds when we lost away to Manchester City during the run in for the Championship. People immediately wrote us off and I got the players together and said that of the five games we had left, I thought we needed to win four and draw the other if we were to put any pressure on Manchester United. I told them that the team for those five games would remain the same with one exception - Liverpool away - when I would make one change. The following morning, there was a knock on my office door and it was

Gordon. He said: “I’ll save you the embarrassment of having to tell me... I know you are going to leave me out at Anfield.” That summed up the level of trust and understanding that had built up between us. I needed to set the team up for a draw, and it wasn’t the game for him. But we desperately needed what he could give us going forward in the other four games and he played a huge part in helping to achieve our goal. If that mutual respect, trust and agreement on strategy is not there, the captain becomes no more than the ‘armband wearer’. Some managers see things differently and would argue that you want all members of your team to be leaders. That is valid but rarely a reality. Of course there may already be powerful leadership within a club when you arrive, which is fantastic if you as the manager can quickly get ‘buy in’, but that can be difficult especially when dealing with experienced players who also have a great deal of status and power, both on and off the pitch. This can be the biggest opportunity of your life - or the biggest problem. One thing’s for certain, it’s a problem you need to have identified before you take the job and a problem you need to have discussed at length with the person who has employed you. Dealing with it can take time and will mean heartache, but you

Gordon Strachan formed a strong bond with his manager at Leeds United as he captained them to the First Division Championship in 1992. Below: Scotland captain Don Masson was an influential figure in Notts County’s promotion success in 1981.

will only win if you have long-term and firm support from above. As Sir Alex Ferguson told the Manchester United players a week into his tenure: “You’ll need to change because I won’t!” I knew when I went to Notts County in January 1980, my best and most influential player was long-standing captain and Scottish international Don Masson. I had two priorities - avoiding relegation and gaining the respect and trust of Don. Before accepting the job, I made sure both Jimmy Sirrel and chairman Jack Dunnett understood, agreed and supported this view and also that neither objective would be achieved overnight, but I knew gaining Don’s respect was key to promotion the following season. We avoided relegation with three or four games remaining and when Don bought into me and my beliefs a couple of weeks into the next pre-season, we moved forward rapidly, eventually being promoted to the First Division for the first time in 55 years! You have to treat the captain you inherit with respect and give him the chance to buy in. Developing the right relationship takes time but as soon as you know it’s not working, you have to take steps immediately. Any toxic influence in the dressing room is a problem. A toxic influence who is your captain is a disaster and if you can’t deal with him or get rid of him, he’ll probably get rid of you!

Prozone is the leader in the field of Performance Analysis, offering advanced solutions for team analysis and player scouting. Prozone has built a reputation as the most respected and reliable performance analysis service in world football by consistently providing the most objective performance insights through a combination of expertise, cutting-edge technology, and innovative product solutions. Established in 1998, Prozone now supports more than 100 clubs, leagues and federations across the world and analyses more than 6,000 games every season, including every game in the Barclays Premier League, La Liga, Serie A, Bundesliga, Ligue 1, The npower Football League Championship, MLS and Ekstraklasa, as well as a selection of games from many other leagues throughout the world. Call 0113 244 9296 or email lma@ prozonesports.com to see how Prozone can assist you with your specific needs. www.prozonesports.com

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health & wellbeing Dr Dorian Dugmore, founder of the LMA’s Fit to Manage Programme, emphasises the importance of staying well hydrated - on and off the pitch - to help you think more clearly as well as raise energy levels.

HYDRATION, HEALTH & PERFORMANCE

As a manager, never underestimate the power of keeping well hydrated. We probably need to drink two litres of water per day - that’s 8-10 glasses/tumblers of water, not including tea, juices, coffee and alcohol. Also remember some drinks like coffee have a diuretic effect, making you want to get rid of water. Two-thirds of an adult human body is water (60-70 per cent). Studies show

that fluid loss equal to two per cent of body mass can adversely affect the human body’s natural balance, disrupting performance and leading to the first stages of dehydration. It’s also not wise to rely on thirst as an indicator, because studies have also shown that this is a poor guide to being well hydrated, and by the time you are really thirsty you may be well on the way to dehydration.

“Some studies have shown that people who are very dehydrated and thirsty lose their desire to drink when a cold pebble is put into their mouths. So, thirst is not always a good guide for indicating the need for water.” (Kavanagh, 2006) Can we drink too much? It is possible. Studies in Australia have shown it can be potentially dangerous to drink at rates that are greater than our normal sweat loss as ›

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Studies show that fluid loss equal to

of body mass can adversely affect the human body’s natural balance, disrupting performance and leading to the first stages of dehydration.

this can dilute the levels of sodium in our blood which is an important factor for fluid absorption into the cells. The latter is why we need electrolytes (sodium & potassium) in a sports performance drink, as through heavy sweating you lose them, and they are important for effective muscle contraction, helping to avoid cramps. To calculate how much water you need to drink per day the following formula can be helpful... 0.033 multiplied by your body weight in kilograms. Signs & Symptoms of Dehydration

Abnormal thirst, loss of appetite, dry & flushed skin, dark coloured urine, dry mouth, shivering, dizziness. If the body loses more than five per cent of its total fluids you can experience: decreased sweating & urination, increased heart rate & respiration, muscle cramps & nausea, increased body temperature, extreme fatigue. If the body loses more than 10 per cent of body fluids this can be fatal and symptoms include: vomiting and painful urination, rapid and erratic pulse, difficulty in breathing, muscle spasms, confusion, chest/abdominal pain, unconsciousness.

Guidelines to Keep You Well Hydrated

Benefits of Good Hydration

Drink regularly throughout the day. The amount you need will vary based on genetics, body size, fitness level, age, exercise intensity and the environment. Drink 200 to 600 ml of water just before exercising, and throughout exercising drink little and often especially if you work out for longer than 30 minutes. In the 4-6 hours post exercise drink regularly to top up your fluid levels. Drink cool still water as carbonated water can delay absorption of essential minerals into the cells. Only use electrolyte replacement drinks if you have lost a lot of fluids or have been exercising for more than one hour and are exercising in hot humid conditions.

As a manager you can get dehydrated via coaching, working in hot and humid environments, and through the stresses of the game meaning you are constantly ‘on the go’. Having the optimum amount of fluids will help you think with more clarity, improve digestion and energy levels, benefit sleep and assist with bodily temperature control. In a nutshell what is good for the players is also generally good for the manager and coaching staff. “Even a mild deficit of fluid intake can have a substantial impact on wellbeing, exercise performance and attentiveness.” Adele Wolstenhulme, Nutrition Consultant, Harley Street.

Water versus Sports Drinks

Sport drinks aim to improve performance by providing electrolytes and carbohydrates. They often taste better but can add calories if you don’t work out a lot and can even cause tooth decay. Some energy drinks are not hydrators if they comprise mainly of stimulants (caffeine) and sugar, hence are often not thirst quenching. So water is great for low intensity and shorter duration sports, in contrast sports drinks are more suited to higher intensity and endurance sports.

Dr Dorian Dugmore founded the LMA’s ‘Fit to Manage’ programme, which is run in association with Wellness International at the adidas Wellness Centre in Stockport, and funded by the Barclays Premier League.

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coach’s view When Carlo Ancelotti appointed Paul Clement as assistant manager at Paris St Germain it sent out a ringing endorsement of the calibre of British coaches. He describes his career path and coaching influences to the Manager magazine. interview Sue McKellaR

Football has always been in my blood. My father, Dave Clement, was a footballer for QPR and England in the Seventies so growing up I was always around football. Then, in my late teens, my brother Neil broke through as a player with Chelsea. I was a keen footballer but never made it at the elite level so I took another path and went to University to study Sports Science. At the same time I started my coaching qualifications while working in the Centre of Excellence at Chelsea. After I completed my Post Graduate Certificate of Education I became a PE teacher and taught for five years while coaching part-time at Chelsea. I realised that I really wanted to dedicate myself to a football coaching career and my first full-time role came at Fulham, before I returned to Chelsea. My earliest influence as a coach was Dave Sexton. He managed my dad at QPR and I kept in touch with him. Dave was ahead of his time in terms of coaching. He thought outside the box and was innovative in his approach. He did an Open University degree in Philosophy and was very interested in gathering information from lots of different sources to improve his abilities as a coach, and to improve his players. Another coach who influenced me and who I still speak frequently with is Mike Kelly. Mike worked at the FA for years, went to two World Cups with England and one with Switzerland with Roy Hodgson. In recent years, of course, he worked with Roy at both Fulham and Liverpool. I’m an English coach and I worked in England for 17 years, although most of my time has been spent working under and

being influenced by overseas managers. I’ve been exposed to Dutch coaching methods by Gus Hiddink and Frank Arnesen, Italian influence from Gianluca Vialli in my early Chelsea days and more recently Carlo Ancelotti, Portuguese under Jose Mourinho, Brazilian under Felipe Scolari and French during my time at Fulham under Jean Tigana. It’s been incredible that I have been able to learn and develop under the calibre of theses coaches and observe their range of techniques. Working my way up through the ranks from Academy, youth team, first-team coach to assistant manager has been a fantastic apprenticeship. During 17 years

Paul Clement played his part in Chelsea’s historic Barclays Premier League and FA Cup ‘double’ success in 2010.

on the training pitch you learn and refine your skills as a leader, a coach, an organiser and an influencer of people. Coaching is now a more demanding role than it’s ever been, both technically and tactically, and also emotionally and socially dealing with a lot of group dynamics. When I was younger, watching Carlo Ancelotti as the Head Coach of Juventus and then AC Milan, I would never have believed that I would end up being appointed his assistant manager. When the opportunity arose to work with him at Chelsea it was a fantastic feeling which gave me a lot of confidence and belief in myself as a coach and possibly as a future manager. It’s hard to talk about your own abilities, but I’d like to think that some of the qualities that I have support Carlo on a day-to-day basis and that we work very well together as a team and complement each other. As a person Carlo Ancelotti is very humble. I was very anxious and nervous before I met him at Chelsea because I was going to be working with a coach who had won the Champions League four times twice as a player and twice as a manager. Carlo is not flash or arrogant about what he has achieved in football. Instead he is very humble and humorous so he’s good to be around. He’s very intelligent and you can tell that by the way he’s picked up speaking new languages since leaving Italy. His level of English is excellent and he’s also picked up speaking French incredibly well already. He is very passionate about what he does but is also calm and patient which are great qualities to have as a teacher and a coach. Carlo’s a great tactician, which is ›

part of the Italian approach. He reads the game really well and sees things quickly. Carlo is a very hands on technical coach. We deliver the training together with him being the primary deliverer. My role includes sitting down with Carlo to plan, organise and deliver the training sessions to meet the objectives that we have. We then evaluate the work we’ve done and plan again for the next day. Then, on a match day, I’m alongside him to provide another set of eyes to look at what’s going on and discuss ideas. Coming to France has been a very big challenge for me which I am thoroughly enjoying. We have a morning staff meeting

every day where we discuss what is going on, which is done in three different languages. The doctor will come in and do his injury and fitness reports, in French. Nearly 100 per cent of the time, the planning and organising of the training will be done in English but often some of the tactical work will be discussed in Italian because there is another assistantcoach here called Angelo Castellazzi, who does a lot of the video analysis. So it’s an incredible experience. It works for us and we are sticklers for getting the details right. On the training field we do the work in French. I am trying to learn French very quickly because I think

that it’s important when you work abroad to show that you are keen to learn the language and fit in with the environment. As well as conversational French, I am working hard on my ‘coaching’ French with my tutor three afternoons a week. Adjusting to life ‘off the field’ has also been a learning curve right down to organising an apartment and getting the electricity, gas, telephone and internet all up and running because you need to be able to explain yourself in French. So for me it’s a great life experience as well as a great football experience. Both Paris St Germain and Chelsea are very multicultural clubs. When Roman

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On the training field we do the work in French I think that it’s important when you work abroad to show that you are keen to learn the language and fit in with the environment”

Abramovich bought Chelsea in 2003 the club had a big financial injection and similarly PSG had investment from new Qatari owners last summer. There’s good infrastructure here at PSG and I think that it is only going to get better. The owners are really enthusiastic and want to build a team and a project here for the future. It’s exciting to be a part of a new project and hopefully a new era in French football. For the past six years I’ve been a really keen goal setter. I’m an avid reader, with a wide reading list encompassing sports, business and mind management. I always try and better myself with additional study and professional development. I was fortunate enough two years ago, to go on a study visit to the USA. I spent time watching the San Francisco 49ers, and was really impressed in the level of tactical detail and coaching of the game that goes on in American football. I also had the pleasure of meeting and spending time with Billy Beane (general manager of Oakland Athletics) who featured in the best selling book ‘Moneyball’. We talked at length about data analytics in sport and how he has used these numbers to drive the strategy of the club in terms

Allez allez! Paul Clement leads a PSG training session... in French. Left: with Carlo Ancelotti after Chelsea’s Barclays Premier League triumph.

of recruitment and release/retention of players. I read a book by Lou Holtz who was an American football coach of a college team called Notre Dame. In his book he includes some interesting content about goal setting where he identified four areas: your professional life, your family life, your financial life and ‘just for fun’. All he did was make lists of what he’d like to achieve in the future. I have used those four areas for the past five years and the things that I’ve written down have either happened or are close to happening. When I was as at Chelsea I worked with a management consultant called Humphrey Walters and he called that method ‘thinking in ink’ - when you bring ideas from your mind and write them onto paper it makes it a reality; from a thought or a daydream that you can really work towards. On my professional life list I’d written that I’d like to work abroad. I didn’t know how it would end up happening but it has, and when the opportunity arose to join Carlo at PSG I didn’t think twice. I’ve now written out new targets and goals for the future that include managing myself one day and hopefully some of those will also come true.”

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It’s all a matter of class Daniel Finklestein, executive editor of The Times and author of its weekly Fink Tank column, argues that the statistics say: what is true of basketball is also true of football. Let me tell you what I’m worried about. I’m worried that what happened to Thomas Gilovich is going to happen to me. In the early 1980s, Gilovich began studying basketball statistics. He was a big fan and was interested in what the stats would teach him. But what the stats would teach him turned out to be a surprise, and in one way, an unpleasant surprise. One of the cherished theories of basketball is the hot hand. There are players on the pitch who are doing well, are on a roll, and when they get the ball are more likely than not to score. They have a hot hand. So managers, players and pundits alike urge teams to get the ball quickly to the player with the hot hand. Gilovich began to look at the figures behind this and found something disturbing. The hot hand was a figment

We spend all our time talking about form but really it doesn’t exist. We are making patterns in our head out of what is really randomness”

of the imagination. Now there are good players and less good ones. Obviously it makes sense to pass to the good ones. But were there some players suddenly playing better for a short period, who should be trusted with the ball because of a spike in their ability? Almost certainly not. Let me explain it this way. Let’s say that players score on average 50 per cent of the time that they have possession. It is unlikely that this will be smooth. Sometimes they will score a few times in a row, sometimes they will have possession without result. What Gilovich wanted to know was whether there was a pattern to it? And his answer was no. What you saw was exactly what you would expect to see from a random distribution of events. Class mattered, form did not. Gilovich used his home team, the

Boston Celtics, as part of his data set. And he was thrilled when the team’s legendary coach, Red Auerbach, got to hear about it. The data man had always wanted to be known by one of his heroes. Red Auerbach was not similarly impressed. “So he makes a study,” he said. “I couldn’t care less”. Great, thought Gilovich. He finally gets to know who I am, and he thinks I’m an idiot. Now the same thing is about to happen to me. All the League managers I admire are going to think I am idiot. Oh well. Here goes. What is true of basketball is true of football. We spend all our time talking about form but really it doesn’t exist. We are making patterns in our head out of what is really randomness. A truly impressive number of studies attest that this is true, even if we struggle to accept it.

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Using the latest Castrol Edge predictor data, you can essentially see that if a team have a 50 per cent chance of winning their games, they won’t win and lose one game after another. They will win and lose in little clusters with the results dotted about the distribution, and studies show that the actual distribution of results is exactly what one would expect from a random system. So let’s say that a team go into a new game on the back of three defeats. Some will argue they have an increased chance of winning as they lift themselves after a bad run. Others will say they have a reduced chance as they are in the doldrums. The truth is that they still have a 50 per cent chance, just as they did the week before, and just as they will do next week. I’ve obviously simplified this example, eliminating variation in venue (home or away) and quality of opposition. And I am also not arguing that form never matters at all, because over a middling period (15 games or more) one can see that it may be a real change in class. But the basic point remains – a great deal of rubbish is talked about form. More controversially still, this is also true about players. A striker has clusters of scoring and not scoring. That reflects his basic class, randomly distributed. There is no evidence for form in players. Actually, wait a second, let me put this as precisely as I can to avoid misunderstanding. A player’s basic class will determine how he performs in the next game. How he did in the last match he played will not be a factor unless it is part of a long-term change in his basic class. Before managers rush to reject this advice with that old one “you can prove anything with statistics”, I should add one more argument. The point I’m making about class rather than form is a very promanager point. Studying manager dismissals and their replacements seems at first to validate the very large number of manager sackings - but think again. Directors sack their manager when results dip below expectations. This might be due to a real drop in class, more likely it is the result of an illusion of form. They appoint a new manager and results return to normal, as they would have done anyway.

Steve Kean and Brendan Rodgers have swept to joint top of the Castrol LMA Managers’ Performance table for the fourth quarter up to March 23. Both the Blackburn Rovers and Swansea City bosses won both games during the opening period without conceding a goal. Big climbers are Sir Alex Ferguson following Manchester United’s 5-0 win at Wolves and Nigel Adkins, whose three wins and a draw with Southampton saw them top the npower Championship. Gary Waddock’s recent run of form with Wycombe puts him third in the competition that’s designed to allow managers from every level of League football to test themselves against one another. Every competitive game counts towards a manager’s individual score in the table. Points are awarded for victories and draws, with results away from home scoring higher. Points for cleansheets and goals scored accumulate throughout the season, while a team’s winning margin also counts towards the total (TT).

lma managers’ performance table P Pts 1= Steve Kean 2 32 Blackburn Rovers 1= Brendan Rodgers Swansea City

TT 160

160

3 Gary Waddock 4 Wycombe Wanderers

145

4 Dave Jones Sheffield Wednesday

140

5 Sir Alex Ferguson Manchester United

137

6 Nigel Adkins Southampton

135

7 Steve Davis Crewe Alexandra

130

8= Owen Coyle Bolton Wanderers

130

10 Aidy Boothroyd Northampton Town

120

11 Paolo Di Canio Swindon Town

118

12 Ronnie Moore Tranmere Rovers

116

13 Brian McDermott Reading

114

14 Sean Dyche Watford

113

15= Simon Grayson Huddersfield Town

110

15= Steve Evans Crawley Town

110

Martin Ling Torquay United

108

18 Greg Abbott Carlisle United

108

19 Paul Jewell Ipswich Town

105

20 Danny Wilson Sheffield United

104

Alex McLeish Aston Villa

KEY P Games played in this quarter Pts Points won TT Total Castrol LMA Performance points accumulated

lma HALL OF FAME

True legend of The Kop hall of fame in association with

The city of Liverpool has never been short of heroes... from The Beatles to Ken Dodd and even William Gladstone. When it comes to football, though, pride of place still belongs to Bill Shankly, the man who filled The Kop with pride.

Legend has it that in 1951, when Bill Shankly was in charge of Carlisle United, he was interviewed for the managerial vacancy at Liverpool but turned them down before they even had a chance to offer him the job. Once the directors let it be known that they would want the right to veto his team selection, there was never going to be any future for that relationship. Eight years later, he was finally installed at Anfield. From Liverpool’s point of view, they were another eight years of mediocrity while for Shankly, it was time well spent on honing his skills at Grimsby Town, Workington and Huddersfield Town.

No one will ever know whether Liverpool would have enjoyed another eight years of winning trophies and dominating the domestic and European scene had he been appointed first time around. After all, he did walk out on Carlisle and Grimsby after Boardroom disputes and who is to say that he wouldn’t have done the same at Anfield when he was still young and impetuous? That’s all speculation. But it’s a fact that Liverpool FC and Bill Shankly shared the perfect football marriage from December 1959 until he shocked the football world by announcing his retirement in July 1974. Three years after his arrival they

lma HALL OF FAME

stormed to promotion from Division Two and by the time he departed, they had won the League Championship three times, the FA Cup twice and had conquered Europe for the first time by winning the UEFA Cup in 1973. Every bit as significant as that success was the fact that the charismatic Scot turned Liverpool into a club that exuded football passion. The Kop became recognised across the world as a place where fanatical fans come together every other Saturday afternoon to sing the team to victory. And Shankly never missed an opportunity to express his admiration for the players they worshipped. He had an uncanny knack of getting something extra out of players, injecting them with confidence. For example, when giant centre half Ron Yeats moved from Dundee as one of Shankly’s first major signings, the story goes that the manager walked around him several times in awe when they first met. “That man’s a colossus,” was all Shankly could say and from that moment on, Yates had the belief to take on the world. Kevin Keegan was another who ‘got the treatment’ when he arrived at Anfield in 1971 as part of the second wave at a time when Liverpool were in the process of rebuilding because the likes of Yeats, Roger Hunt, Ian St John and Tommy Lawrence needed to be replaced. He recalled: “The first time I ever met Bill Shankly I just thought: ‘Wow. This guy is so impressive. When he talks you have to listen.’ He didn’t just talk for the sake of it, he talked because there was a reason a need to say those words. Everything he said was common sense. For me, he was unbelievably inspiring. “I trained with the first-team, having come from nowhere in Scunthorpe, and he turned to me and said: ‘Son you will play for England’. I thought, I will. He thinks I will... I will. He was amazingly inspiring to be around.” Keegan’s feats with Liverpool,

Newcastle United and England made him a legend in his own right but he will never forget the influence Shankly had on him, both as a player and person. He added: “To motivate people for football matches... it all came from him. He would say to us: ‘Do you realise how lucky you are boys? There are 60,000 people out there and they’ve worked hard all week and spent their money to come and watch you. Now you show them why they should come here for the next home match as well’. It didn’t matter what size you were, you were 10ft tall if you ›

The first time I ever met Bill Shankly I thought: ‘Wow. This guy is so impressive. When he talks you have to listen’” kevin keegan

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lma HALL OF FAME

played for Liverpool when you went out. “I’d been there about a year and I’d got a newspaper column. I’d got people paying me to wear their boots, I was doing local adverts and someone paid me to wear their shin pads... and Bill Shankly said: ‘Remember son, there’s only one contract that matters and that’s your football. You look after that and all these things will look after themselves’. “He was more or less trying to tell me ‘it’s alright doing those things, I’m not going to stop you, but don’t forget why you’re being asked to do them’. “He was calm around the place and he would go and talk individually to each player before a game. He’d come into our dressing room and say: ‘I’ve just seen their team arrive and it looks like they’ve been for a night out’. I used lots of things like that as a manager but Shankly’s way was to wait and watch the opposition all come in and he’d say: ’You’re a bit blurry-eyed son...’ I never quite took it that far.” Born into a family of 10 in the Ayrshire mining village of Glenbuck, Shankly was denied the best years of his playing career by the war. After starting out with Carlisle, he moved to Preston North End and won seven caps for Scotland. But by the time League football resumed in 1946, he was already 33. However, he more than made up for

Bill Shankly said: ‘Remember son, there’s only one contract that matters and that’s your football’”

Bill Shankly made Kevin Keegan feel “10 ft tall” when he signed for Liverpool from Scunthorpe United in 1971. He would go on to be England captain, European Footballer of the Year and England manager.

those ‘lost’ years with a glittering career in management and the effect he had on the people of Liverpool is impossible to quantify. In the first game at Anfield following his funeral, a huge banner was unfurled on the Kop that read: ‘Shankly Lives Forever’. And as a constant reminder of his remarkable achievements, a statue of the great man stands by his beloved Kop and the Shankly Gates bear the immortal words: “You’ll Never Walk Alone”.

QUIPS AND QUOTES FROM THE MASTER Bill Shankly tended to start every sentence with his trademark growl. But the words that followed were guaranteed to keep you entertained... “Fire in your belly comes from pride and passion in wearing the red shirt. We don’t need to motivate players because each of them is responsible for the performance of the team as a whole. The status of Liverpool’s players keeps them motivated.”

“Of course I didn’t take my wife to see Rochdale as an anniversary present. It was her birthday. Would I have got married in the football season? Anyway, it was Rochdale reserves.”

“There’s Manchester Utd and Manchester City at the bottom of Division 1, and by God they’ll take some shifting.”

“If a player is not interfering with play or seeking to gain an advantage, then he should be.” “A lot of football success is in the mind. You must believe you are the best and then make sure that you are. In my time at Anfield we always said we had the best two teams on Merseyside - Liverpool and Liverpool Reserves.”

“With Ron Yeats in defence, we could play Arthur Askey in goal.” When told he had never experienced playing in a derby: “Nonsense! I’ve kicked every ball, headed out every cross. I once scored a hat-trick. One was lucky, but the others were great goals.”

On leaving Liverpool: “It was the most difficult thing in the world, when I went to tell the chairman. It was like walking to the electric chair. That’s the way it felt.”

“Take that bandage off. And what do you mean about your knee? It’s Liverpool’s knee!”

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repaid with a fairytale When the Manager spoke with Ole Gunnar Solskjaer in 2008 he had just finished his playing career and had been appointed reserve team manager of Manchester United. Three years on, and in his first season as a manager, he led Molde FK to the top of the Tippeligaen to claim the Norwegian Premier League title for the first time in the club’s history. Solskjaer discusses his first season at the helm with Sue McKellar.

How big a transition was it from reserve team manager to first team manager? The spotlight was certainly on me when I returned to Norway to become manager of Molde FK. I played for Molde before I signed for Manchester United so it was a big deal when I was appointed manager. There was a high volume of media interest to be handled but, as a former Manchester United player, I was used to such media scrutiny. The expectations on the club itself did grow on my return, which was actually probably worse for the players. The club went from finishing 11th the season before I arrived to us being expected to win the league in my first season in charge. I have to say I love the expectation because that is part of the game and part of the job of a manager is to deal with it. My transition was a smooth one. At United I was given a fantastic opportunity to learn with the reserve team and I

benefited a great deal from working with Warren Joyce. I also had the advantage of being able to work under Sir Alex Ferguson for so long and observe his methods and approach. I eventually took my first managerial position because I felt I was ready to take on the responsibility that a first team manager has for results, and for who you need to sell and sign as a manager. I’ve always looked at the manmanagement part of the role as a crucial managerial responsibility. I really love the responsibility of identifying players that I think will strengthen the team. What approach did you take to manage the level of expectations? When I returned to Norway I was aware that some people wanted me to fail because of the success I was fortunate enough to experience as a Manchester United player. It was viewed as ‘you

Learning from the best: following his playing career at Old Trafford, Sir Alex Ferguson gave Ole Gunnar Solskjaer his break in management as Manchester United reserve team manager.

leaders: OLE gunnar solskjaer

conveying my coaching philosophy and style of leadership to my players, my playing career at United does gives me an advantage when I’m explaining to the team how I believe the game should be played. I can tell my players from experience how a top club conducts itself, explain performance cultures and how winners behave. The players took on board what I said from day one and in training they have always given me their best attitudes and worked hard. As a result, the quality improved and improved as we went along.

My philosophy, of course, has been moulded around the Manchester United philosophy - play our way into the box in the same way that we developed the younger players at United”

don’t just come back to Norway and have automatic success’, but that kind of criticism just motivated me further. When I lost my first match in charge 3- 0, to a newly promoted side, then of course the knives were sharpened straight away and the press coverage wasn’t the best. However, I viewed that result as a great learning opportunity because it is my first job as a manager and I don’t expect to know everything straight away. In terms of

What pleased you most about the manner in which you won the Norwegian Premier League title? I have approached managing in Norway with a view that I want to play attacking and entertaining football. My philosophy, of course, has been moulded around the Manchester United philosophy. I’ve brought two fantastic coaches with me from Manchester United - Mark Dempsey and Richard Hartis - so they have the same philosophy as me. We want to play our way into the box in the same way that we developed the younger players at United. I’ve seen development of Molde players of 30 years of age improve 15 or 20 per cent, which is very pleasing. Molde FK gave you your start in football as a player, how big an honour was it for you to repay them by winning the first league title in their history, and also in their centenary year? Winning the title for the first time was massive for the club, the supporters, the region and the owner, who has been there for 20 years now. Personally I felt that I owed the owner quite a lot because I joined Molde as a player, I was there for 18 months and then Manchester United wanted to sign me. They asked me if I wanted to join United. Of course I wanted ›

leaders: OLE gunnar solskjaer

My playing career at United does gives me an advantage when I’m explaining to the team how I believe the game should be played”

leaders: OLE gunnar solskjaer

Ole Gunnar Solskjaer hit 126 goals for Manchester United; at his unveiling as Molde FK manager

to, and although there were problems with flying me over to sign in time, they got me there. So I owed the owner to come back and manage the club and try to bring success. My first season has been a fairytale and it’s great to be part of writing new history. It was quite spooky actually because on the actual day of the Centenary anniversary we went top of the League for the first time... and we stayed there! You scored at the Nou Camp in 1999 to help Manchester United win the Champions League. With how much anticipation are you approaching the possibility of testing yourself as a manager in the Champions League for the first time? We will have to play Sunday, Wednesday, Sunday to get through the qualifying stages of the Champions League. That’s going to be massive for the club and for me personally because that gives me another new challenge of scouting the teams that we are playing and challenging myself tactically. The game in the Norwegian Premier League is not so tactical, so playing against European opposition involves an entirely different way of preparing the team. Typically the style of play in the Norwegian Premier League is a lot more direct, not a lot of play through the midfield and they play the percentage ball. So in the league we can play the attacking football that I like to play and get away with an odd mistake, but you can’t get away with those little mistakes against the best teams in Europe.

former players who have made the successful transition into management. What imprint do you think you and others take away from working under him? Sir Alex has got an aura about him. I think the reason behind so many players that have played for him becoming managers is down to the type of players that he signs and then manages. He recruits players not just for their talent but also for their personality. He finds players who have a love for the game and the right determination and interest. Another factor is the way he’s gone about his job, the way he treats everyone and the way he’s inspired us all through his team talks. Before and after every game now I look back and

I’d love to manage in the Premier League one day and if that opportunity does arrive it will be because I have done a very good job You are another one of Sir Alex Ferguson’s here in Norway” 73

think ‘what would the manager have said in this circumstance when we’d won or lost; how did he react?’ I now understand the agony he must have felt when deciding to leave people on the bench for a match. I have a very young, talented, hungry squad and I want them all to play all of the time but of course I can only play 11 of them. He’s kept in touch and texted me, and it’s always encouraging to hear from him. There’s no rush because you are only 39 and starting out in management, but is the big picture that you’d one day like to test yourself as a manager in the Barclays Premier League? As a young player I never had a realistic ambition of becoming a Premier League player. I always said to myself ‘train as hard as you can, work as hard as you can and see how far you can get’. I’ve got the same attitude as a manager but of course I do have dreams. When you are young you dream about being a top football star scoring in cup finals. I’d love to manage in the Premier League one day and if that opportunity does arrive it will be because I have done a very good job here in Norway, made a lot of good decisions, had sustained success and enjoyed it. There are so many good managers about so you have to ensure that you are learning all of the time. Immediately after a defeat you can feel sick to your stomach and you still have to go into the dressing room and speak to the players. I know that I will learn from this feeling, and from every win and every defeat I look and think ‘what can I take from this’ to improve myself as a manager.

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lma events

lma 2012 dinner at grosvenor house

Leading names in sport and business came together at the Grosvenor House hotel on Park Lane for the LMA’s first major event of the year, the LMA 2012 Dinner sponsored by Barclays and Castrol. Titled ‘An Insight into Sporting Success’, the event drew 350 guests at one of the most iconic London venues for a night of fine food, fine wines and an enthralling Question & Answer session led by respected football pundit Jim Rosenthal. During the Q&A, Mick McCarthy shared his experiences of international football, both as a player and manager with the Republic of Ireland, who he notably led to the World Cup finals in 2002. Former jockey Mick Fitzgerald talked about the unique challenge of adjusting to his postracing career - dealing with all the little things such as arriving on race day and not knowing which entrance to use, or where to get a cup of tea. Rugby World Cup winner Will Greenwood had the room enthralled as he recalled the moments in the England changing room before an international and how Martin Johnson’s magnetic presence made him one of sport’s great leaders. Greenwood spoke about the silence as Johnson would simply stand up in the middle of room, and the players would make a circle around him. “You could hear a pin drop” said Greenwood. “The hairs on the back of your neck would go up and in that moment, you wouldn’t change those team-mates for any player in the world.” The fourth panel member was former England cricket captain Alec Stewart OBE, whose 133 appearances makes him the most capped Test player England have ever produced. He provided a fascinating insight into the mental and physical challenges of staying “at the top of your game”. LMA members that mingled with partners and guests during the evening included Dave Bassett, Alan Curbishley, Phil Brown, Brian Laws, George Burley, Peter Reid and Steve Coppell, and fundraising was in aid of the LMA Community Fund. Thanks go to event partners The Daily Telegraph, Fairview Homes, Forte Village, Jaguar, Grosvenor House and Yahoo.

leaders: mark robins

SWISS ROLE model Something is really stirring in Switzerland. For the very first time, they’re threatening to become an international football power. Mark Robins, the former Rotherham and Barnsley manager, went to investigate as part of the sixperson UEFA Study Group. It’s all very well to talk up the importance of a youth programme that every club in the country is required to buy into but at what stage do you pass judgement on it? How long do you give it before you say that it has or has not worked? In the case of Switzerland, it took more than a decade for the seeds to germinate, two more years for the buds to appear... and now the decision-makers at the Swiss FA have very good reason to feel pleased about themselves. They introduced a nationwide system in 1996 that was designed to give their football a much-needed fresh sense of direction - and patience was key. In 2009, they won the FIFA Under-17

World Cup in Nigeria, beating the hosts 1-0 in the final to record their first-ever success on the world stage. Last year, they reached the final of the European Under-21 Championships, beating Brazil, Germany and Italy before losing to Spain, and Manchester United fans won’t need reminding about the new-found strength of their club sides after Basle’s feats in this season’s Champions League. More than coincidence? It certainly seems so - especially in a country that has a population of just 7.8 million - and Mark Robins was hugely impressed when he went to Switzerland to represent the LMA as part of a six-man UEFA Study Group to see how the programme operates. In fact, it brought the memories flooding back because he was one of the original pupils in 1984 when the FA launched a School of Excellence at Lilleshall, where the finest youngsters in England aged 14-16 had a live-in education on both fronts. As it happened, he was one of a group of successful graduates from that scheme, going on to make 338 League appearances and score 96 goals for the likes of Manchester United, Norwich, Leicester and Rotherham, and he said: “I don’t know if my background influenced the decision to offer me a place

in the Study Group but the development of young players has always interested me, and it was a fascinating four days.” The Swiss FA’s youth programme, launched in 1996, was based around the setting up of 70 resorts for elite football across the country, working with three age groups. The under-13 to Under-15 group is known as Pre-Formation, 16-18 is Formation and 18-21 is Post-Formation. The country is split into 13 regions and in each of these, three or four of the professional clubs come together as a cooperative with the aim of producing players who will not only raise the standards of the game within Switzerland but also bring about a strong national team. Within the 13 regions there are four National Schools which are attended by those who emerge as the finest young prospects, and Robins explained: “Everything is geared towards creating players who will eventually appear in the international team and their work is all built on the same philosophy. The Swiss FA have come up with a certain way of playing - it’s 4-3-3 - and their coaches go into the clubs and explain how they want the youngsters to be taught. “Obviously there is funding involved and although you could say that there

leaders: mark robins

I’m doing all I can to improve my knowledge while I’m between jobs - for example, I’m currently doing a course on Evaluating Performance which I’m finding fascinating” are strong similarities with our Academy system, the difference is that there are specific sessions laid down and teams have to play in a certain way. “It’s all about co-operation. Everyone has ‘bought’ into what the Swiss FA are trying to do and it was a massive thing when they won the Under-17 World Cup because they were able to say... ‘There you are!’”

Mark Robins, a product of the FA School of Excellence in action for Manchester United in 1990. Right: During his time as manager of Rotherham United.

The Study Group, which also included the FA’s Gareth Southgate, attended two matches at under-13 and under-16 levels and Robins added: “They passed the ball on the floor through the midfield and not once did we see a goalkeeper kick the ball from his hands. It was certainly impressive and easy to understand why UEFA felt we would benefit from the visit. “They have laid down TIPS as the key ingredients of their programme - technique, intelligence, personality and speed - and seeing the whole thing in operation certainly gave us food for thought. Scotland and Bulgaria are among the other countries who have been to take a look at what they

are doing and it’s understandable that it is attracting so much interest. “The proof of the pudding is in the eating, as they say, and although it took a while for the benefits to show through, you can’t fail to be impressed by what they’ve achieved in the past few years. It’s taken a generation but good young players are now really starting to come through.” From Robins’ point of view, the trip provided a little bit more information to add to his growing file as he waits to land his next opportunity in League management, and he revealed: “I’m doing all I can to improve my knowledge while I’m between jobs - not just waiting for the phone to ring. For example, I’m currently doing a course on Evaluating Performance which I’m finding fascinating.” Incidentally, he also recently made the short journey from his Derby home to look at the new National Football Centre at St George’s Park and exclaimed: “It’s absolutely magnificent - the best thing we’ve done in this country for a very long time. “The Swiss set-up looked good in terms of facilities but St George’s Park is extraordinary. I thought we had it all at Lilleshall when I was at the School of Excellence but this is something else. It’s got every single aspect covered.”

post match interview

“i’m just putting you through...” Popular Birmingham City manager Chris Hughton takes our call. It’s Thursday at 5 o’clock. Where are you now? Surprise surprise, I’m in my office. For me, that’s the norm. I usually get in between 8.00 and 8.30 in the morning - and I’ll be here for at least another hour. What’s your regular Thursday routine? You’re moving towards the weekend game by then. I’ll have already watched the opposition’s last game or two, so I’ll discuss those with my assistants Colin Calderwood and Paul Trollope, and then assess our injuries. I also generally do my media on Thursday afternoon. I quite like a 2pm session because it means I can get on with training in the morning and have time to speak to the coaches and physios before I meet the press. That’s a big part of the job these days you spend so much of your time doing it. At least Thursday is one of the few nights when you don’t have live games to watch. What do you do instead? For me, I’ll generally be going over things a second time - maybe watching part of a game I want to re-look at. It is also your ‘thinking night’. I normally name the team the day before the game, so I like to be clear in my own mind what it’s going to be. So it is still football for you - we won’t find you at the opera then? I’m the same as everybody else in our business. I’ll have the occasional night out, or trip to the cinema, but

it is very occasionally. The nice weeks are the rare ones where there is no midweek game. A fair bit of the Thursday work will have been done and you can switch off a little bit, and maybe go out for a meal and unwind. You spent your entire playing career in London, then suddenly moved to Newcastle and now find yourself in the Midlands. Are you someone who finds transition easy? I do. I’m very much a London person but I think you adapt. Such a big percentage of your life revolves around work and when you’re really engrossed, it almost doesn’t matter where you live. It was exciting to move to Newcastle, not just because of the new challenge but because it was so far from where I’d always lived. I adapted very comfortably to living there, as I have done in Birmingham. You played at Tottenham in the Eighties alongside Ricky Villa and Ossie Ardiles, who were the start of the foreign influx. How easy is it for overseas players to settle in these days, especially when they don’t speak great English? It is very much down to individuals. Some have the type of personality that endears them to people very quickly. And even if your English is not so clever, you get on the training ground in a really good working environment, and people will be working with you and helping you and that’s fine. It’s the time spent away from the training ground that can be difficult. Most clubs have a player liaison manager who will help as much as they can.

any way I can. Sometimes you forget that when you’re out on the pitch and you get carried away with the game. You have to think what it would be like if the roles were reversed. Can you describe your management style? You have to be adaptable and you need to be thinking all of the time. I can go mad after a bad defeat or I can be quite mild, because I’ve had a think about it, and the players have given everything. You have to be thinking about what the correct reaction should be, what you need to get across and try not to be too negative. There are so many things you have to deal with and so many areas that you must have an opinion on. It’s very much a 24/7 job. You are continually analysing yourself. You were born in East London, right in the middle of Olympics ‘country’... Well, I was born in Forest Gate and brought up in Upton Park, less then a mile from the Olympic Park. I’m very excited about what the Games have done for the area. My parents still live locally and when I go back to visit them, what’s happening there makes me very proud. I don’t know what I’m actually going to get to see, but I’ll definitely be heading back as a spectator.

There are so many things you have to Do you use your ‘holiday Franglais’ to deal with and so throw in a few words? We brought in a lad from France whose many areas that English was minimal. But he was so keen to do well I would have him in the office and you must have an try and talk with him in broken English. Irrespective of whether he understands every opinion on. It’s very single word I say, it’s important he knows I’m trying to give him time and I want to help in much a 24/7 job” 78

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