Lessons from History: What Football Managers Can Learn from Great Leaders

With the November international break just around the corner, football fans know what that means: the managerial carousel is ready to spin. It's a time often dubbed 'sacking season' for good reason. As the season unfolds, any manager failing to deliver results will find themselves nervously looking over their shoulder, wondering if they'll be next on the chopping block. For clubs struggling to find their footing, this two-week hiatus presents a golden opportunity to bring in a new face, allowing them a chance to settle in before the domestic action resumes. Unfortunately, it’s also a time when many more managers find themselves without a job than there are positions available. Since last season kicked off, a staggering 60 different managers have either resigned or been dismissed across the Premier League and Football League. Out of those, 37—over half—are still looking for work. When managers find themselves out of a job, the question arises: what do they do in the interim to ensure they’re ready for the next opportunity? Jim Smith, affectionately known as 'The Bald Eagle,' was a master at securing promotions during his nearly four-decade career in management. I remember the day I got my first sacking at Bournemouth, which hit me hard. On the second day of my unemployment, I received a call from Jim, who was managing Portsmouth at the time. He asked how I was doing and then delivered a line that has stuck with me ever since: "Son, you're not a real manager until you've been sacked at least three times—so get off the sofa and find your next job!" I’ve shared that advice countless times with managers grappling with the fallout of being let go. Many might not realize how challenging it can be after a sacking, and the uncertainty can weigh heavily on anyone in that position. Another call I received was from Bruce Rioch in the summer of 1994. Bruce was thriving at Bolton and would soon take over at Arsenal. He offered me a scouting role while I searched for my next managerial post, and I gladly accepted. That season of scouting was invaluable; it taught me the significance of player selection in achieving success. I discovered that regardless of the level, the right players are crucial to a team's performance. When I got the chance to manage Gillingham, who had just finished rock bottom of the leagues, I was fortunate to have several players out of contract. Thanks to my scouting experience with Bruce, I was able to bring in players who helped turn the club's fortunes around, leading us to promotion in my first season. My success at Gillingham opened up new opportunities, but even during my downtime, I remained committed to watching games. Whether in the stands or from the sidelines, I always found value in hearing what fans thought about players. Throughout my career, I also had the chance to coach abroad, including stints in Kuwait and the United States. These experiences further enriched my understanding of the game. In football, as in life, learning never stops. Those lessons from past managers and leaders like Napoleon Bonaparte—who knew a thing or two about leadership—continue to inspire my journey.