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Home , Brian Little, Howard Wilkinson, Joe Fagan, Michael Appleton

tHe MagaZine of tHe issue 18 £7.50 league Managers assoCiation

INSPIRED CHRIS HuGHTON ON HIS LEARNING JOuRNEY

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WELCOME

FROM the

Are leaders born or bred? There will always be debate over whether leadership is a natural ability or something that can be learned. But what is without question is that any leader or manager, natural or not, can be nurtured. A whole range of skills, from mental strength, communication and empathy to discipline and planning, must be acquired and honed to become a successful leader, and it's a development journey that never ends. How are these abilities nurtured? Self-help books, training courses, qualifications and lots and lots of practice. But perhaps most important is influence. Ask almost any manager about their development journey and they will start reeling off names. Who has inspired and enthused them over the years; who they turn to for a different perspective; who has taught them the most great leaders like nelson valuable lessons. And they will speak about how they, mandela do things their in turn, try to pass on their knowledge to others. own way, but they also How we shape up as people and professionals learn from the mistakes is affected massively by the people around us, and and successes of others. by how receptive we are to their influence. In our page 28 cover story (page 12), Norwich City manager Chris Hughton talks about his unusually long period of preparation for management, saying, “I worked under example, in our Perspectives feature on page 22, we six managers as first-team coach at Spurs, so there was ask professionals from a range of backgrounds how a always something new to learn and experience. It was manager can best deal with pressure and harness it for exciting to see what each new manager would be like, a better performance. how he would involve me and what I would learn.” As we enter the new year and each match Working with so many experienced professionals becomes more critical, managers should take note. meant Hughton could build up his knowledge while “Ultimately, pressure always comes from within, establishing a leadership style and football philosophy but that's not a fault it's a positive, because it's that that fit comfortably with his own personality. Simon pressure that pushes you to achieve more,” says Grayson (page 32) also sought inspiration from a Michelin-star-chef Tom Kerridge. And, in the words host of people during his early career, not only past of former Portsmouth, Blackpool and Blackburn managers such as Martin O’Neill and , but manager , “So long as it doesn't tip his parents and brother, cricketer Paul Grayson. over and make you too excitable, pressure can bring In the Manager, our aim is to share the inspiration out an inner strength and help you to realise that you and experience of fellow managers in order to can not only face, but embrace new challenges.” nurture your leadership and management skills. For As always, let us know your thoughts.

The League Managers Association, St George's Park, Editor Alice Hoey [email protected] National Football Centre, Newborough Road, Editor for LMA Sue McKellar [email protected] Needwood, Burton upon Trent, DE13 9PD Editorial contributors Matthew Amos, Terry Bowles, Simon Cleaves The views and opinions expressed by contributors are their own Publisher Jim Souter [email protected] and are not necessarily those of the League Managers Association, Art director Sam Bowles [email protected] 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.leaguemanagers.com Partnerships and events manager Alex Smith [email protected]

1 FROM THE POST ROOM TO THE BOARD ROOM, EVERYONE THINKS THEY CAN BE THE MANAGER OUT NOW

‘peerless insights’ – Observer ‘a trove of interesting material’ – Independent on Sunday Book of the Week ‘its depth of shared knowledge is huge’ – FourFourTwo The biggest names in football management reveal the secrets to successful leadership and surviving under pressure Available in hardback, ebook and audiobook

www.themanager2013.com | TheManager2013 | @TheManager2013

Published with the support of the LMA, Barclays and Deloitte welcome

FROM the chief executive

The festive season is upon us and, for processes, set realistic targets for managers development, I am also proud to most people, it's a time for winding down and coaches and then take responsibility announce that, in partnership with the and recharging the batteries. For football to manage expectations, both within their University of , the LMA will be managers though, it's arguably the busiest clubs and among the supporters. inaugurating a new Diploma in Football time of the year, with games coming thick On behalf of everyone at the LMA, I Management in 2014. There is no doubt and fast. Teams can suddenly rise or fall would like to congratulate our President, this qualification will play an integral in the league standings, which with the , on guiding England to role in enhancing the learning process pressure to achieve short-term success qualification for the World Cup Finals for aspiring coaches and managers. We often leads to managers losing their jobs. in Brazil. It was interesting to hear that have recently launched a series of So much for the 'season of goodwill'. he marked the occasion as his ‘proudest masterclasses providing insight from For the good of the game, all moment’ in a highly successful managerial , Walter Smith, Martin stakeholders need to take a more career that began in 1976. I wish him Bain, Alex McLeish, , pragmatic approach by looking to the and the team all the very best in their Sean Dyche and , where medium term. This is, of course, easier preparations for next summer. over 80 current and aspiring managers said than done. However, in recent St George’s Park recently celebrated attended the sessions. months, by various means, the game its first birthday and our relocation there As 2013 draws to a close, I would like has been setting aspirations around the has already helped us improve how we to end by once again thanking the LMA development of English football. deliver services to members. The LMA members for their unstinting support The LMA believes that, in order to is extremely proud to be based at St across all of our activities this year. It is give coach education and development George’s Park and to have a direct impact absolutely fundamental to the success of programmes a chance to prove their worth, on the future of English football. our association. I wish everyone a fruitful owners must examine their recruitment Staying with the theme of and prosperous 2014.

England manager and LMA president Roy Hodgson celebrates with and the rest of his coaching staff as the national team secures FIFA World Cup qualification.

3 CONTENTS

LEADERSHIP & MANAGEMENT

18 Behind every great manager What does it take to be an effective second- in-command and how do you get the most from the role? With Ray Lewington. Perspectives: Pressure Chef Tom Kerridge and Michael Appleton are among those who tell us how they 22 harness pressure to perform better. 28 32 Learning from the greats In profile: Who do top executives Simon Grayson aspire to and why? The Preston North and James Gairdner share End boss on creating their thoughts. new history and the people who shaped him as a man and manager. 38 LMA leadership Team spirit - what is it and how do you engender it? 40 hEALTH & HAPPINESS Elite Performance: 48 Guy Richardson, British Help, my brain is full! and Irish Lions Dealing with distraction Meticulous planning and and data overload. empowering management.

4 CONTENTS

12Cover feature: Chris Hughton The inspiration and influence behind one of the game's most popular managers.

pitch side 58 62 Can we kick it? LMA Annual Management Kick It Out's Lord Herman Conference 2013: Ouseley on 20 years of the highlights campaigning.

also in this issue

06 Kicking Off 66 Big data for a 10 Howard Wilkinson bigger picture 64 27 How to... 68 Best practice Hall of Fame: Send the right messages 70 History Lessons Bill Nicholson 44 Opportunities to grow 72 Park Life 46 Good as gold 74 Looking out for 52 Away match: Sydney number one 56 Essential Kit 76 LMA news and events

5 NEWSBITES

KICKING of employees expect their employers to be OFF 72% innovative in the way they develop people INNOvAtION NAtION The uK is lagging behind with Japan coming second moving on to pastures new if the rest of the world when it (28) and European nations their employer fails to do so. comes to innovation, according accounting for only 22 places 44 per cent say they are to the Thomson Reuters Top between them. likely to look around for 100 Global Innovators List. Innovation matters, not another role if innovation fails No uK company features only as a means of getting one to materialise in their job, on the list, in which fi rms over on the competition, but while two thirds would leave are rated according to the in recruitment and retention. for another job that offered patents they have registered According to research by more innovative benefi ts. for new technologies, drugs, FutureStep, people now 72 per cent expect business processes, etc. The expect their employers to employers to be innovative in list, topped by chemicals fi rm be innovative in the way they the way they develop people, 3M, is populated largely by uS engage and develop their but only 36 per cent think that companies (45 out of the 100), staff and many will consider their current company is.

COURSe wORK PRO TIP NO.1 Love it or loathe it, there's little doubt that golf can be good for you and for business. As well as providing ample time for relationship-building and bonding, time on the course can teach you much more about yourself and your fellow golfers than the average meeting or lunch date. It reveals how you deal with competitive situations, problems, tension and success, how you conduct yourselves and how well you communicate under pressure. If you want to show your winning side rather than your strength in adversity, it's worth brushing up on your driving and putting skills. To help, here's the fi rst in a series of practical tips from Simon Wordsworth, Chief Executive, Fellow of the PGA and R&A Qualifi ed Referee.

Tricky downhill putts are STOP THAT DRILL - change your Make two little changes to your usually a defi nite three set-up to ‘dull’ the strike. set-up to ensure the ball ‘dribbles’ putt – not anymore! The key to playing fast down to the hole. Two little set-up changes downhill putts is to create an off- 1 Grip the club lighter ensure two putts. centre hit – almost a miss-strike. 2 Have the toe of the putter touching the ground and the heel in the air

6 NEWSBITES

GRIN AND BEAR IT? tOP GRIPeS: #1 lack of appreciation from Poor customer service is costing Apparently, the younger a business (28%) uK businesses £4.7m a day, says generation is more willing to tolerate #2 unhelpful/rude contact NewVoiceMedia, and 95 per cent of long hold times than the more centre staff (22%) us take some form of action following mature among us and men are inadequate service. more impatient than women, with a #3 being passed around After a negative experience with a fi fth prepared to wait less than fi ve multiple agents (16%) company, more than half of us would minutes versus only 13 per cent of #4 Calls being answered by never use them again, more than a quarter women. Women are also more vocal someone without the would tell friends not to use the business, when it comes to recommending a required knowledge to and a fi fth would take their revenge online company that has done well; men answer a query (16%) by posting a nasty review. 14 per cent tend to respond by simply using the #5 being kept on hold (12%) would get even via social media. service more frequently.

now for the science bit...

Tests have taken place on the world's produces lactic acid and lactate, a fi rst biosensor capable of detecting form of lactic acid that is released AGAINST when athletes are about to burn out, into sweat. When the lactate levels say scientists. The biosensor can get too high, we experience extreme alert marathoners, cyclists, other fatigue and just can't push on any THE WALL athletes, soldiers and indeed anyone longer. We hit 'the wall'. who embarks on intense periods Applied to the skin like a of exercise when they are about to tattoo so that it can fl ex with the hit the wall. It could help them to body's movements, the biosensor monitor their stamina and fi tness, accurately measures lactate says the study, in ACS' journal levels in sweat during exercise. Analytical Chemistry. "Skin-worn metabolite biosensors When we do moderate exercise, could lead to useful insights into we produce enough energy through physical performance and overall aerobic respiration, but when we physiological status, hence offering move up a gear this energy is no considerable promise for diverse longer suffi cient. The body then shifts sport, military and biomedical to anaerobic metabolism, which applications," say the scientists.

7 Newsbites

INFOGRAPHICS What's in a name? We all know that a strong brand is important in building and retaining a loyal customer base. But what impact does brand engagement have on employees and what damage can be done when that brand's reputation takes a knock?

Top 10 of people admit their global brands surveyed think company % a strong brand yet % does not 6297 identity is 6225 have one 1 important 2 CV 3 4 5 BIGGER 6 BIG BRAND BIG BRAND BRAND 7 8 have been affected by a company’s brand 9 51% identity at some point in their careers Survey respondents said: “Branded company names on CVs “No-one knew who my company was, make candidates far more appealing which made me feel worthless” than those with non-branded career 10 paths due to the reputation they bring with them” (source: Interbrand) (source:

8 Newsbites

SAY 85% no! Why? Because bad press... - caused 48% to quit a job (or to consider doing so) - caused 55% to reconsider their application to a company - is worse for a company’s reputation than no press (83%)

“Bad press may reflect an unworkable culture - a job that you are firefighting and not building”

of hiring managers say reputational How do you build identity 77% damage affects recruitment and engender loyalty? Best = word-of-mouth

Worst = direct and email marketing

In its study of corporate brand engagement and its effects on retention and recruitment, Communicate Recruitment Solutions surveyed 142 mid-to- senior-level finance professionals (from finance directors to CFOs) across a variety of sectors.

9 COLuMN | HOWARD WILKINSON, LMA CHAIRMAN

BIG ChANGe, lIttle IMPACt

This season saw one of the biggest shifts in management for a long time. Many of the most successful clubs in European competition now have a new man at the helm. Howard Wilkinson assesses the likely impact of the changes.

History, so often a great teacher, sometimes Meanwhile Liverpool, Leeds United’s Unlike in business, however, this rarely sends mixed messages. For instance, at great rivals, continued to enjoy a golden goes as smoothly as they would like. Th e Leeds United, created a culture period after the departure of the late and histories of Leeds United and Liverpool that had family at its very heart. To him and great in 1974. Shankly had teach us one huge lesson - change, when his players, it was them against the world. developed a culture centred around the mismanaged, can bring disaster. 'Th e Don' was in every sense the head of feeling of privilege and pride at representing Don and Bill shared a desire to have total the family and, in true Corleone style, he the club and its fans. As a result, everyone control of almost all areas of their clubs, looked after their every want and need. at the club, at all levels, was similarly including those unrelated to their teams. Th ey, in return, repaid him in bucketfuls committed and actively contributed to the Today, as manager tenures decrease, such with their performances and loyalty. management team. control would be impossible, but control of However, there can be a problem with After Shankly's shock departure, all areas relating to the team is an absolute top-down structures such as this; very however, events proved that the club was must. Of the six clubs under discussion, often, when the head of the family dies, the bigger than the man. After Bill left, those perhaps only Manchester United can be said

“These days, The big clubs are huge commercial enTerprises, each wiTh Their own philosophy, vision and sTraTegy”

remaining - , and to have outwardly maintained large portions - simply shuffl ed along the of the old traditional model, the same bench and sat in his seat. manager for 26 years with an infl uence on Th e history of these two clubs would the club far beyond those who have recently indicate that the consequences of change taken the helm at Chelsea, Bayern Munich, on great clubs such as these will always be Real Madrid and Barcelona. diff erent and that diff erence will be much Of the new incumbents in the hot seats, infl uenced by legacy. it is who perhaps has the Th ese days, while the manager is often biggest challenge. He has stepped into a portrayed as the ruler of all he surveys, the great club with a long-standing culture that reality is diff erent. Th e big clubs are huge is embedded in its people and this is the commercial enterprises, each with their own glue that held relationships together. David philosophy, vision and strategy. Critically, has to rebuild those relationships in his they recognise that success on the fi eld is the mould, which will take time. beating heart of the business and that they Th e recent changes at these clubs are must grow an infrastructure that supports and unlikely to present major opportunities Don Revie created a family culture at Leeds united. is aligned to the club’s aims for that success. to would-be contenders. Th e seemingly Th ey are also acutely aware of the relentless trend towards the growth of a family’s structure and unity dies with him, direct correlation between results, salaries fairly small group of European super-clubs leaving little on which to build a new future. and the ability to realistically compete will continue. In England, so long as the big Don was truly bigger than the club he had in the transfer market. Managers can clubs remain stable in the boardroom and built and, when he left in 1975, he took the produce the extraordinary, but miracles maintain their desire and ambition to drive magic with him. It heralded the beginning are increasingly rare. their businesses forward, we will continue to of a slow thaw, which eventually became a Clubs of this magnitude will also be very move slowly and inevitably towards an elite meltdown that lasted until the late 1980s. conscious of realistic succession planning. league within the Barclays .

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