THE MAGAZINE OF THE LEAGUE ISSUE 17 £7.50 MANAGERS ASSOCIATION

ANDRé VILLAS-BoAS WISE HEAD, YOuNG SHOuLDERS

SPONSORED BY IMPACT. PRESSURE. STRENGTH.

STRENGTH TO PERFORM Castrol EDGE is strong enough to respond and adapt to incredible engine pressures – up to 10,000* times greater than the pressure generated by striking a football.

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* This fi gure is an estimate based on Castrol’s calculations and has been derived from studies, by third party scientists, which were commissioned by Castrol in the areas of sports science and automotive engineering. ^ With the exception of Castrol EDGE 10W-60.

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FROM PRESSURE. the

STRENGTH. When you turned up at work this morning who did possible, I'll encourage the group as a whole rather you find waiting for you? Was it a roomful of familiar, than individual players, because players need to happy faces; people you know inside out? Do they understand that the group is more important than understand you, your methods and objectives and anything else,” he says. accept them without question? Do they each know Of course, treating everyone equally in this way their role in the team and give you their total respect isn't always easy. As we discover on page 48, adding and attention? And as your team-members left for a maverick or two into the mix creates a whole new home, patting one another on the back for another layer of complexity to leading a team. “You have to productive day, did a pig fly over in club colours? identify whether an individual's genius is adding Providing leadership to a diverse group of more to the performance of the team than they are taking away,” says Jeremy Snape in an article full of insightful and highly practical advice. Finally, go to page 38 for a peak inside a new book “Teams don't come published in association with the LMA. The Manager: purpose built and Inside the Minds of Football’s Leaders should be at the top of every professional and aspiring manager's reading pre-packaged, full list this autumn. As always, let us know of identikit superstars what you think. with no opinions or characters of their own”

individuals is tricky. Getting them to behave and perform as a team is even trickier. Teams don't come purpose built and pre-packaged, full of identikit superstars with no opinions or characters of their own. They grow organically and, you would hope, strategically and have to adapt to changing team-members, managers, stresses and challenges. On page 16 we try to understand the behaviours that underpin great teams and the leadership skills required to foster them. Roberto Forzoni, Alex McLeish, Guy Poyet and Tony Pulis are among those sharing their experience. In our cover feature meanwhile, André Villas- Boas explains why he has based his leadership around Should people like or be like one another to succeed STRENGTH TO PERFORM collective rather than individual values. “Whenever as a team? Find out what our experts think on page 16. Castrol EDGE is strong enough to respond and adapt to incredible engine pressures – up to 10,000* times greater The League Managers Association, St George's Park, National Football Editor Alice Hoey [email protected] than the pressure generated by striking a football. Centre, Newborough Road, Needwood, Burton upon Trent DE13 9PD Editor for LMA Sue McKellar [email protected] The views and opinions expressed by contributors are their own Publisher Jim Souter jim.souter lmasecure.com ^ @ Reducing friction and increasing effi ciency – giving and are not necessarily those of the League Managers Association, Art director Sam Bowles [email protected] you the confi dence to drive with freedom. its members, officers or employees. Reproduction in whole or Photography Action Images unless stated in part without written permission is strictly prohibited. Head of business development Tim Munton [email protected] www.castroledge.com www.leaguemanagers.com Partnerships and events manager Alex Smith [email protected]

* This fi gure is an estimate based on Castrol’s calculations and has been derived from studies, by third party scientists, which were commissioned by Castrol in the areas of sports science and 3 automotive engineering. ^ With the exception of Castrol EDGE 10W-60.

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FROM the chief executive

They say ‘time waits for no man’ and proud to announce that, with Bloomsbury Premier League and Sky Bet Football League in football time moves at a truly and Mike Carson, we have published our is that they can shut the domestic window extraordinary pace. first official book, The Manager, Inside before the season starts, but they will not Let’s pause for a moment to reflect on the the Minds of Football’s Leaders. With prevent any transfers with European clubs fact that, during the past 12 months, more some 30 of the biggest names in football targeting their players. In this instance, than half of clubs changed their managers management revealing what it takes to English clubs would be at an extreme and some have a completely new starting 11. succeed, it is essential reading. disadvantage to European competitors. While there is no silverware for We are now in our second year at When you consider the window was surviving or becoming established in a St George’s Park and the relocation has introduced over 10 years ago, it is certainly league, it's worth remembering that there already helped us to improve how we time it was reviewed by FIFA and UEFA. are many more ways to measure success deliver services to members. I would like to congratulate Hope Powell in football than trophies and promotions. Staying with the theme of on her achievements over the past 15 years, If clubs and supporters took a moment to development, I am also proud to having left her role as England Women's reflect on this, the pace of change might announce that the LMA is launching a senior team Head Coach in August. begin to slow down. new Diploma in Football Management. The LMA also looks forward to On LMA matters, I am extremely This qualification, with its full range of working with Gareth Southgate following

“our new Diploma in Football Management will not only benefit current managers. it will play an integral role in enhancing the learning process for aspiring modules, will not only benefit current his appointment as Head Coach of the coaches and managers. It will play an integral role in England Under-21 team. managers” enhancing the learning process for aspiring I would like to close by wishing LMA coaches and managers. President Roy Hodgson the very best On wider issues, the transfer window for the forthcoming qualifiers for next has once again proved to be a hot topic summer’s World Cup, as well as all the for debate. The difficulty for the Barclays managers for the season ahead.

5 CONTENTS

LEADERSHIP & MANAGEMENT 16 20 The A team Perspectives: Mentoring What behaviours and We ask mentors and mentalities characterise a mentees how to get the high-performing team? With most from a mentoring Roberto Forzoni, Tony Pulis, relationship and why it's Guy Poyet and Alex Mcleish. worth it. 26 32 In profile: In profile: Steve Davis Sir Michael Darrington The Crewe Alexandra The ex-Greggs boss on why boss on managing a fostering job satisfaction is club that is committed central to good leadership. to its future. 42 48 Elite Performance: Headstrong: Caterham F1 Managing the mavericks Team Principal and Chief Call the shots and stay Executive Cyril Abiteboul on ahead of the game, long-term strategies and big advises Jeremy Snape. ambitions.

hEALTH & HAPPINESS

circle of 52 control 54 Resilience = results Away Match: Dubai

circle of Resilience is key to physical influence Sea, souks and sand safaris. and mental health, says Dorian Dugmore.

circle of concern 58 60 Essential Kit Something Special Our tips on what to buy, “Inclusion is about equality read and drink. of opportunity,” says Special Olympics' Jason Cornwell.

6 CONTENTS

12Cover feature: André Villas-Boas Wise words and a positive attitude from the youngest manager in the Premier League.

pitch side 62 64 Bidding farewell to cancer Hall of Fame: The Sir Bobby Robson Terry Venables breakthrough online auction.

also in this issue

06 Kicking Off 46 At the heart of it 10 Column: 68 The FA 66 Howard Wilkinson 70 The promise of youth Get there, stay there 30 How to... Give and 72 Park Life Prozone examines how take feedback 73 Perform promoted teams stay put. 36 First and last chance 74 News and events from 38 Essential reading the LMA community

7 Newsbites

KICKING OFF A study by Ashridge Business School looked at the challenges faced by skippers taking part Lheaders ip is in the Clipper Round the World Yacht Race, concluding there's much leaders can learn from pl in sailing their experiences. 10 yachts took part in the 12-month circumnavigation of the globe, which covered 40,000 miles and passed through 13 countries. The crews - a mix of professional sailors and amateurs from all walks of life and of all ages - lived and worked together in cramped and often uncomfortable conditions, coping with adverse weather, unpredictable situations and tiredness. But many of the leadership, team-building and motivational challenges faced by those on board were not a million miles from those encountered in the average high-pressure business environment. Three behaviours in particular were shown to make a real difference to the performance of sailing teams – alignment, capability and autonomy – with over or under-development in any of these resulting in friction. This either slowed people down, impaired the overall agility of the team or led to the development of ‘teams within teams’. “Faced with a prolonged period of uncertainty and change, effective team leadership becomes critical,” says Trudi West, researcher at Ashridge Business School. “When all things are equal, beyond controllable technical skills and an uncontrollable external environment, it is people that make the difference.” aN Uphill challenge Next time you pass over an weight and sleeping in a hanging opportunity because you're feeling hammock, the climb took him six below par or give up on a task days. Many would do it quicker, but that just seems too tough, think then they are not registered blind. on a recent case of man versus Diagnosed with the mountain. degenerative condition retinitis 35-year-old Steve Bates isn't pigmentosa two years ago, Bates the first climber to scale the 3,000ft was determined to achieve granite rockface of El Capitan, his goal and be an inspiration California, and he certainly won't to others. Mission very much be the last. Carrying a 100kg accomplished.

8 NEWSBITES

FOllOw NOw FOR the sCIeNCe bIt... the IS youR GLASS ALWAyS HALF FuLL oR HALF EMPTy? leadeR Scientists have long suspected that It was found that those who What famous being a pessimist can do more than had been most optimistic about leaders, dead or just make you miserable company growing older had lived, on average, alive, do today’s CEos look up to? – it can have a signifi cant impact on some seven-and-a-half years your health. longer than their more pessimistic 1 Winston Churchill It's a theory backed by counterparts. This took into account considerable research, which other possible factors, such as 2 Steve Jobs continues today in academic people feeling pessimistic because 3 Mahatma Gandhi institutions such as McGill of prior sickness or depression. 4 Nelson Mandela university in Canada and London's Very similar fi ndings emerged 5 Jack Welch St Thomas Hospital. from a study of nuns living in a Back in 1975, scientists closed community, whose diary 6 Abraham Lincoln surveyed more than a thousand entries when they were in their 7 Margaret Thatcher inhabitants of Oxford, Ohio, about 20s were scored according to the 8 Ronald Reagan their jobs, health, family and writers' optimistic or pessimistic their views on growing older. outlooks. It turned out those who 9 John F Kennedy Decades later, they trawled had expressed the most positive 10= Bill Clinton through the death records and emotions about life had gone on to 10= Napoleon tracked down the respondents of live up to 10 years longer than those Bonaparte the questionnaire. who expressed the least. (source: PwC) (source: dON't wORRy, be happy We should all be looking to emigrate to Australia, if the results of the OECD's Better ICELAND

Life Index are anything NoRWAy to go by. High scores for health and housing, SWEDEN

high life expectancy (82 CANADA years - two years above uK DENMARK

the OECD average) public NETHERLANDS engagement and people's uNITED satisfaction with their STATES SWITzERLAND housing situation were among the areas that helped Australia take the top spot once again. The uK scored well for income and employment, but poorly for work-life balance. While the average disposable income for Brits AuSTRALIA is higher than the OECD average, the proportion of THE ToP 10 employees who work very RANKING CouNTRIES long hours is higher and BASED oN THE there is a big gap between oECD BETTER LIFE INDEx the richest and poorest.

9 Newsbites

INFOGRAccording to the latest CIPD/Cornerstone OnDemandAPH Learning and Talent DevelopmentIC SSurvey, professional development is still high on the agenda. But what are organisations doing and why? Talent management % 57 High-potential Senior employees undertake talent management Graduates management activities Most likely to be targeted Key objectives

62% 60% 37% 36% 32% 27%

Growing Developing Enabling the Retention Meeting the Attracting and future senior high-potential achievement of of staff future skills recruiting key managers/ employees the organisation’s requirements of staff to the leaders strategic goals the organisation organisation EXPLOITING NEW Technologies

Meanwhile, 90% of respondents in the public sector 74% report using 90% of organisations e-learning. currently use 15% e-learning.

Who overall believe e-learning is more effective when it is Of those, only 15% report that it is one 91% combined with other of the most effective learning practices types of learning. available to them.

10 Newsbites

How do they do it? The most effective learning and talent development practices in 2013 are: 51% Coaching 38% In-house development programmes

Mentoring and buddying 32% 26% – up from 360-degree 19% in 2010 feedback

High-potential development 23% schemes

L85%eade will be carryingrsh outi acpt ividevelties in the nexto 12p monmthsent

improving the skills of leaders enabling the achievement to think in a more strategic and of the organisation’s % future-focused way. % strategic goals.

: 50 45 s

Behavi our G UID u E c

developing high-potential producing a common standard individuals valued by the of behaviour and ethics for Fo 41% organisation. 36% those in leadership roles.

11 COLuMN | HOWARD WILKINSON, LMA CHAIRMAN

eNGlaNd's yOUth COaChING Needs a RadICal RethINK The disappointing performances of England's youth teams this summer generated a torrent of comment and criticism. But the complex and deep problems underlying the current state of affairs were too often given only shallow analysis, says Howard Wilkinson.

Once again, many targeted the so-called 'English “The successful in the international game, you inevitably game', which to my mind entirely misses the point. have to take a group of players from diff erent In fact, we do not have an English game and that soluTion clubs and successfully cope with the demands of is part of the problem, especially when it comes to will resulT tournament football, on and off the pitch, over a the selection and performance of the men's national in radical period of four or fi ve weeks. Th ere’s nothing in the teams. Most of the players involved in England’s and life of a club player to compare with this. development teams come from Barclays Premier hisTorical Certain characteristics stand out about the best League clubs, where the game is dominated by foreign national development teams in Europe and South stars, who have helped to develop a fantastic product. changes America. Th ey recognise that club and international It is also important to note when judging our in The football are diff erent, demanding diff erent qualities, U21 and U20 tournament performances that, sTrucTure and they have a plan, which basically sees their without exception, other countries manage to and young would-be stars developing along two parallel get their very best players to turn up; we don’t. organis- career paths – domestic and international. Th e plan However, to think this is our only problem would incorporates a clear vision of the 'way we play' and be foolish in the extreme. aTion 'our game'. It outlines a skill-set, style, shape and When you take a close look at senior World Cup of our identity to be developed and refi ned as the players and UEFA Championship results over the past 20 game” move through the age bands. years, the teams who have made it through to the Across the 15-21 age band, the national coaches quarter and semi-fi nals are dominated by players are guaranteed a great deal of contact time with who have an abundance of quarter and semi-fi nal players, which enables them to methodically develop Champions League experience. Th ey play regularly their 'game'. Because they get to know the players in the top fi ve or six leagues in Europe for clubs that really well, talent identifi cation is more eff ective. compete for the top fi ve or six places in those leagues. Th e best players can train and play together and Many of these players also play in countries other play against the best from other countries. Ultimately, than their own. this means lots of tournament experience. Almost all of our best young players are registered As the players travel along this international with Premier League clubs. However, there are not pathway, they are also playing in and being exposed enough of our best players being picked regularly in to league football at the very highest level, either the Premier League, particularly at U21 level. in their own country or abroad. Herein lies our Th e fact that we do not export English stars catch-22; our best players are generally with our best exacerbates the problem. Last season, only 29 clubs in the Premier League and from 15-18 their English players appeared for Manchester United, progress is appropriate to their needs. After that, they Manchester City, Chelsea and Arsenal, compared need to be playing in 'the team', but they are not. with the top four in Spain (60), Germany (52), With vision and strong leadership we can France (70) and Italy (52). fulfi l almost all of these criteria, but opportunity At U21 level it is worse. On a randomly will remain the critical but unfulfi lled ingredient. selected weekend last April, the highly regarded Th ose who choose to see the Premier League as the CIES Football Observatory looked at percentage problem are wrong; it can and has to be part of the minutes played by U21 national team players across solution. Th at solution will result in radical and the top leagues in Germany, France, Spain, Italy historical changes in the structure and organisation and England. In Germany it was 10.7 per cent; in of our game, but they are changes that would England 0.7 per cent! benefi t all. If we are not prepared to agree to change, While opinions vary as to the fundamental Germany's u21 players get we will continue to struggle. Put simply, if we diff erences between league and international more opportunities to play continue to do what we did, we’ll continue to get football, one diff erence is agreed by all. To be in Europe's top leagues. what we got!

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