2 Feb, 2012 Posted in Coach Education, Mini Soccer | 2 comments

RIP Mini Soccer

‘You only need to use one foot as you’ll be a left midfielder’  Local coach to child aged 4.5

What happened Mini Soccer & the enjoyment in kids football?  I notice it with my own programme that toddlers finishing our Toddler Soccer classes are bypassing our Mini Soccer sessions so they can get straight into the competitive world of senior football aged 5.  Do parents not realise that children need to develop their football ability & understanding the same way as they need to progress in school?  My report will annoy a few ‘coaches’ & clubs but I want that.  I want a bloody reaction as I’ve never seen youth football so poor in over 25 years involved in football.

My philosophy. centered on the European approach, continues to be successful when developing children.  It seems to good to be true…maybe it seems so simple that I insure well planned sessions that focus on the child.  Maximum touches, plenty of 1 v 1′s developing to small sided games, encouraging freedom & creativity but offering education & development all in a fun environment.  Put simply we develop the child in the right way insuring a good technical basis along with game understanding that we adapt to suit the age & ability.

I have over 15 years of coaching experience, I hold my UEFA A Licence & have a passion to keep on developing as a coach & passing that information on to my players & team of coaches.  It does come with a price.  My programme is not free.  I have invested thousands of pounds into my business & it is self funded through the parents & children that support me.  This makes me the big bad wolf.  Why?  I can’t access any funding.  I am a hated figure by many at the Irish Football Association, Sport NI, Council’s & many individuals.

People reading this outside Northern Ireland will not understand.  If you’re not that experienced & have a lack of knowledge, little equipment & poor training methods then the powers that be love you.  The secret is to not be fully qualified & plan poor sessions.  So if you turn up late with little equipment, have a bottle of water for your first aid kit & have kids stand in long lines & operate crap training you are in.  If you say you are doing it voluntary & then use the magic words in Northern Ireland which is, ‘cross-community’, bloody hell you have won the lottery!   You get loads of funding & support.  You also get reduced pitch fees.

If the powers that be concentrated as much on the poor training methods as they did on child protection we wouldn’t have anything to worry about.  Don’t get me wrong child protection is important but why then ignore the poor standards of coaching?  Although child protection does get ignored after a course & background check come back complete & successful…another box ticked but why so many individuals then get away with shouting, screaming & swearing on the touch line go unchallenged?  This is child abuse but we’ll cover that another time…that’s a blog piece on its own!

But try to operate a programme like mine & you are the anti Christ of youth football.  I mean charge for good football coaching?  You can’t do that when everyone else is giving up their time to do it voluntary.

Volunteers

Don’t get me wrong, there is a place for volunteers in football but it isn’t the head coach of a youth team.  Oh, & before everyone jumps on the bandwagon of saying that it wasn’t for these volunteer coaches so many kids wouldn’t get playing football…listen it depends what you actually want.  I want my child to play golf & the piano.  Do I want to send him to someone who is not qualified.  Let me make it simpler.  Here is what would happen if I sent my child to a parent that isn’t qualified to teach him how to play the piano like in football;

• There is no music books so he can’t read music
• He goes for a warm up by running around the piano – he’s not allowed to play it!
• He stands in a line for ages while watching everyone else get to play one note…after waiting in a line for 2 minutes, or longer, he gets to play one note then goes to the back of the line again.
• The piano teacher wants to show off so starts playing not allowing any child to get near it…one child goes to play a lovely chord so the teacher quickly closes the lid of the piano.
• The child is hurt & needs first aid treatment so the teacher provides a bottle of water.
• When the child tries a new chord or uses the peddle the teacher screams at him & tells him to play it safe…just use one hand & don’t try anything fancy.
• This same teacher gets frustrated when his student can’t perform in Carnegie Hall on his own…he simply looks at him, always, for guidance as he can’t play on his own with freedom, creativity & confidence.
• The unqualified parents son gets to play on the piano longer than your son.
• Due to basic techniques not being taught the child can’t perform to the expected level.  The teacher will not except responsibility & instead looks at replacing him through his poor teaching methods with another student taught properly by another teacher.

Poor Coaching Methods

Okay so I am I’m going over the top but honestly I have seen such poor methods & yet little seems to being done to improve.  The unqualified coach who turns up with their initials emblazoned across their top & ‘COACH’ written on their back then shout Premier League instructions to their 5 year old players.  I’ve heard it all before;

• Pick it up
• Switch on
• Play in the hole
• Switch
• Double up
• Squeeze

Something which I created as Academy Director at Irish Premier League side, Lisburn Distillery, has turned into a monster.  When I brought talented children into the club at the age of 6 they had already 2 years good practice in my Toddler & Mini Soccer programme.  We continued their education concentrating on the technical side of their game, plenty of 1 v 1′s & small sided games.  This was all done in-house & really developed their games.  What other clubs have done by taking my successful blue print have created a monster.  Gone is the age appropriate training & in comes the 5, 6 & 7 aside ‘mini leagues’.  The competitiveness comes out of everyone & the development in the kids is forgot about.

It is clear to me that things will not improve short term so who needs to take the stance?  Parents!  Don’t rush getting your kid into a competitive club.  Let them develop & enjoy their football.  Let them learn the game away from the pressures of uneducated coaches & don’t fall into the trap of shouting parents screaming about their 5 year old who is going to be the next big thing.

I’ve seen it all before.  The potential in children can be lost along with their enthusiasm by idiot coaches & parents.  Support your child but in the right way.  Let them play.  It’s a common sight seeing parents & grandparents watching their young children take their first steps in football.  But over the years less parents watch their child as they get older because that Premiership dream gets further away for the parent.

In Northern Ireland we are light years behind any other nation.  Clubs wonder why talented kids they send over to England often come back.  Let’s hazard a guess of a combination of lack of training, crap training & poor youth development planning is maybe a factor.  Add in the other factor of just playing a game…especially when it’s on a massive pitch & kids hardly touch the ball & that may give you an answer.  Kids in England train minimum 3 times a week aged 9-13 & when they start to hit 14 they can be in up to 4 & 5 days per week.  In Northern Ireland we can’t train more than once a week or twice…do you know why?  Well the best excuses I often here is; we’ll burn them out & then the old funding issues.  Football is a business nowadays & until Northern Ireland & the Irish League wake up to this I really do think it will be RIP Irish League & Northern Ireland football.

4 Dec, 2011 Posted in Academy, Coach Education | 0 comments

Watford Academy

When you think of Watford FC you think about the previous club owner & famous musician, Elton John & the successful periods they enjoyed under former England Manager, Graham Taylor.  Taylor enjoyed a successful 10 year management spell between 1977-1987.  During this period Watford went from the old fourth division to the old first division.  They finished 2nd in the first division in 1983, competed in the UEFA Cup during 1983/1984 & reached the FA Cup Final in 1984.  Graham Taylor then took Watford to the Premiership during his second spell.  They also produced some terrific players like John Barnes & David James.

I had the pleasure of spending 3 days at the Watford Academy based at Harefield Academy.  I write about them briefly in my new book, ‘1-on-1 Coaching The Secrets To Improve ALL Football Players – GUARANTEED!‘, so was very excited to travel over & see the great work the club is doing.

I flew from Belfast International to London Luton.  My good friend, Dave Godley, is Watford’s Youth Development Officer.  He very kindly collected me from the airport & offered me accommodation on his long boat.  Although we were in London we could have been a million miles away as the piece & tranquility on board Dave’s boat was so relaxing.  Sitting on the boat in front of the fire talking football has a real European feel to it.  Something which I always loved when I was in Holland & Portugal.

Talking about Holland this is where I met Dave.  He played for Dutch second division side OJC Rosmalen.  I love his way of life.  Being away from the hustle & bustle of city life, my 90 hour working week, my laptop, mobile (sort of!) & no television offered a real refreshing couple of days to charge the batteries.  Dave is a talented singer & guitar player to.

So after a night talking football & catching up over a beer, while wearing some house slippers in front of the fire, it was time for bed.  I’m glad I don’t sleep walk as I can’t swim but enjoyed my first night on the boat!

Harefield Academy

The next morning we travelled up to Harefield Academy, or ‘The School’ as many people refer to it.  Pat Cottis, Head of the school, gave us an insight into school life & a tour of the fabulous Academy.  I was very impressed.  She was passionate & driven to achieve success.  Watford Academy used the school as a training facility up until 2005/2006.  At this time it is probably fair to say the school was failing & facilities were not great.  But exciting plans of a brand new building & a relationship between Watford FC & the Harefield Academy were on the horizon.

The relationship began in September 2007 with about 35-40 boys, aged 12-16, from Watford’s Academy signing up.  This would be approximately 50% of the boys attending from Watford’s Academy.  There is always a lot of thought from both the football club & school as to who attends.  Players that have maybe only just started at the club, settled at other schools or maybe it’s not right for them would not attend.  Another factor early on was convincing parents to take their child out of their current school where they were settled, performing well & had their friends there.  Harefield Academy is open to all boys & girls – not solely Watford FC.

The School

'The School', Harefield Academy

‘The School’ is built over 3 floors & is open plan so is very modern, bright & the Head always has a good view of her pupils!  It has a real welcoming feel & offers everything for the pupils.  Pat explained to us about this unique school commenting, ‘take the school as a jig saw puzzle & put it together.’  Along with the normal lessons that children everywhere receive they also offer students 45 minutes in the middle of the day to progress in their dream, whether that be sport or music.

Children buy into it, it’s like a package deal.  For example, some attend horse riding for the day while others are based at Crystal Palace (athletics) for 2 days.  Their education is always closely monitored to insure no one falls behind.

I love this philosophy.  We all perform better & put more effort into something we enjoy, that we are passionate about.  It makes perfect sense to offer it to students.  Children also have full use of I.T. with over 30 computer stations set up.  This is positioned on arrival at the school.  A real open, bright area with positive messages draped over flags coming down from the ceiling.  There is also the ‘wall of fame’ positioned here of previous students from the school that have developed well in their chosen profession.  This is a mix from footballers to athletics, including a young man who is being tipped to feature in team GB’s next Olympic team for the 200 metres.

The school also operates a no cash policy.  Instead it is replaced by students using their finger print to purchase food & monitor what they are eating & drinking.  This is especially useful for those training on a daily basis to insure each individual is hydrated & eating the right things.

Generally 6 or 7 players from each age group at Watford’s Academy will be invited into the school from a squad of 20.  The club assess players at the ages of 10 & 11 for entry into the school.  Then the school interview them based around the educational side.  Both parties are always looking long term – will this 11 year old be here at the age of 16?  It is very rare for a player to be released mid term, the club is always looking at long term assessment.  Players are assessed on a monthly basis with goals being set.  They are assessed twice a year on their technical, tactical, physical & psychological performance & given a grade of 1, 2 or 3.  1 being on track, 2 meaning work required & 3 being concerned.

Watford Academy

Indoor 3G Facility at Harefield Academy

Nick Cox is the Watford Academy Director.  It is very interesting listening to Nick & seeing the thought process & the importance of everyone at the club to the school backing the concept.  The typical English Academy system will have boys going to school as normal then returning home to start homework, eat dinner & then to be transported by a parent to training.  This adds a busy schedule to each individual boy & adds pressure to the family life.  It is not uncommon for a father to return home from work early & to eat on the way to take his son to training.  Nor is it uncommon for that child to be up at 7.30am on the morning & on the go all day to 9.30-11pm at night.

Watford made many visits to European Academies to see what suited them best to move forward as a club.  The Dutch Academy set up was one of choice, especially a club called Willem II.  They have a similar set up in terms of stadium size, club structure, fan base, etc.  The big difference in the Academy structure was the club would work in partnership with a school.  This is what Watford FC based their concept on.  Although it was not copying the Dutch club they would simply set up an academy to best suit Watford FC & their Academy players.

Here is some videos on Harefield; video 1, video 2, video 3 & video 4.

The main positives for club, school & player include;

• Increased contact time for training with the boys.  From an average of 3,500 hours to 9,000 hours (approx 10-12 hours per week but up to 15 hours available)
• Greater Academic support & discipline – less conflict between school & club.
• Prime time training – day light & on grass (indoor 3G dome available too)
• Better home lifestyle – more family time with less inpact, i.e. transport & finance.
• Professional lifestyle – more training, less late nights, regular meals, less hectic.
• Better relationship with players – get to know them better.
• Optimum time for education & sport.

Typical Day

Below you will find a typical schedule for a Watford Academy player attending Harefield Academy.  Classes are mixed, i.e. not exclusive to all WFC players.

• 6.45am – Pick Up
• 8.15am – Lesson 1
• 9.15am – Football Training with WFC Academy Coaches
• 11am – Lesson 2
• 12pm – Lunch
• 12.30pm – Lesson 3
• 1.30pm – Lesson 4
• 2.30pm – Normal day ends
• 2.50pm – Study (home work / support)
• 4.20pm – Day ends
• 4.45pm – Football Training with WFC Academy Coaches

Success Stories

Over the years Watford have produced players like John Barnes, David James & Ashley Young.  But most recently other players have broken into the first team including Marvin Sordell, Lee Hodson, Ross Jenkins & Matt Whichelow.  Other recent first team graduates from Harefield include Tommie Hoban & Sean Murray.

The benefits of players coming through Harefield help to keep a normal school life.  The old cliche of footballers being stupid has been thrown out the window as 100% of junior scholars have achieved grades A*-C at GCSE.  This includes 88% achieving A*-C in English & Maths.  The average is 10 GCSE’s per junior scholar!

Harefield is entering its 5th year with the oldest graduate still only 18 including Ronnie Rosenthal’s son, Tom.  So far there has been 36 graduates, 7 internationals, 6 pro contracts signed, 22 scholars at Watford FC while 10 have signed for other clubs.  3 have played for the first team.

In 12 years 50 Academy players have made their debut in first team.  43% of all starts came from the Academy graduates.  20 Academy players featured in first team last season.  Last year there was 5 new debuts & 13 international players.  Genuine home grown players.  The average is 12 miles from Vicarage Road (Watford’s ground) with the closest only 100 yards away!

• Better People
• Better Players
• Better Grades

Key Issues

The average spend from clubs on their Academy set up is 2-3% of turnover, Watford spend 10%.  The intial focus was on the start up.  As mentioned already it was convincing parents to come to a school that had a poor level of results & old building.  Watford also had to be very selective of the players & also when it came to the release of players – U16 decision time.

They set up a talent ID for enrolling new students.  It is a demanding schedule when they enter into the school (the novelty factor can were off!)  The club has greater responsibility for player behaviour.  It is essential there is a ‘whole club approach’.  It really does require the right people that ‘want to do it’ v ‘have to do it’.

It was a very informative day.  There was representatives (invite only) from Tottenham Hotspur, Reading, Derby County, Southampton & the Scottish FA along with myself (TWAcademy.Org)  I personally believe that this is the best way forward to encourage a better education for potential players & to help develop better technical & tactical players through increased contact time.

Vicarage Road

After the presentation I had opportunity to walk around the town centre.  Watford is a lovely town & I found the people very friendly.  I then went back to the school to see the U7 & U8 development squads train.  Refreshing to hear Dave talk about them being one of the most important age groups.  Getting the ‘right’ coaches to work with them is essential to help develop them.

After the session we transferred to Vicarage Road to watch the first team play Bristol City.  It was great to see Watford old boy, David James, return to the ground as Bristol City goalkeeper.  It was a very entertaining game with Watford going 2-0 up before City pulled a goal back just before half time.

After giving away a goal at an awful time – just before half time – Watford then gave away a soft goal straight after the interval to level the score.  That is how the game ended, 2-2.  I was very impressed by the stadium.  We sat in the Rookery Stand.  This is positioned behind the goal & Dave tells me offers the best atmosphere.  As an added bonus it was great to read a 2 page spread on Dave in the programme!

After a very enjoyable day it was back to the boat to talk football.  How I would love to work at a professional Academy like Watford!  My final day in Watford was relaxing & after some lunch with Dave I had a final walk round the town before making my way back to Luton for my return flight home to Belfast.

I was returning home full of energy after an enjoyable 3 day visit to the school.  Not only was it a terrific experience to see Watford’s Academy but enjoyable to sample Dave’s way of life & his wonderful hospitality.

I would like to extend my thanks to Watford FC & the Harefield Academy for their wonderful hospitality.  It is refreshing to see a club open its doors to let other coaches view their set up.  Special thanks to my good friend & Watford coach, Dave Godley, for providing transport & accommodation for me.

25 Oct, 2011 Posted in Business, Coach Education | 0 comments

Is Your Child Getting Their 60 Minutes A Day?

Hold onto your seats because the Government have found out what prevents child obesity...eat less & exercise more!  Although over the past number of years we have seen local Council’s put up more ‘No Ball Games’ signs & charge higher commercial rates to use public facilities to operate classes for children by skilled coaches.  At the same time schools are investing less time for children to get active in school through the demise in P.E..  With health & safety issues children in many schools are not even allowed to play in the playground.

Signs like these have our children playing less & less in the streets

What is the Government doing?  Well through the Public Health Agency they are launching a bold new campaign to get the 60 minutes a day message across to parents, carers & children.  This autumn, all primary schools in Northern Ireland will receive…

Well this is the point you expect them to say they have invested money for qualified coaches to come into schools & get children active through falling in love with a sport.  You know, they get motivated & then want to do this sport away from school as well…or maybe they will invest the money in educating teachers within each school to deliver a structured programme for kids to enjoy & get active.  This sounds great & sounds so simple but the Government & Public Health Agency have come up with their own answer to get children active…what?  Well they are producing a book!

With almost three quarters of 8-11 year-olds in Northern Ireland not getting the recommended 60 minutes of physical activity each day we need more than a bloody book by the Government!  We need the Government to support & promote the quality organisations & coaches out there currently operating physical activity classes not work against them.

Carrickfergus Borough Council.

2 September 2010, I was in court for running an award winning Toddler Soccer & Mini Soccer class in Carrickfergus Leisure Centre.  In short the Leisure Centre closed down to be re-developed.  We had been operating our class for boys & girls aged 2-13 for 4 years.  Even when the Leisure Centre closed we continued our class outdoors on hard court tennis courts & continued to pay the same rate we had always done.

Then the brand new centre opened & we moved inside again.  At the end of the first month we received an invoice double to what we had been paying.  I brought this straight up with the Council.  We had councillors informing us to pay what we had always agreed to pay & what was agreed on our signed booking form.  Even though I had sent cheque payment for what we agreed they would not accept.  This ended up with the Leisure Centre staff refusing entry to our 2 year olds.  They stood crying in the rain not understanding why they couldn’t play football.  We had a council that would not allow their residents to walk through their door to play football.  They no longer allowed a group that always paid their bill straight away, not taking the 30 days credit facility, who operated in good practice – qualified coaches, background checked staff, child protection, first aid & insured to continue their programme.

So in their wisdom they took us to court!  I honestly can’t put together in words how stressed, disappointed & frustrated I was to say that I came from Northern Ireland.  A country that has many evil people who have carried out such brutal things but here I was…a football coach getting children active & trying to make a honest living being taken to court…makes you think!

The Result…

The judge was shocked at the findings…

• She could not understand a Northern Ireland Council that was against an organisation that operated classes for children to get active.
• An organisation that insured their programme was operated correctly (qualified coaches with all child protection issues put in place)
• A business that paid their bills early & operated all year round – ‘surely this is the kind of user that centres love’!
• A council who went back on their word & doubled the hire rate by scribbling down new rates at the top corner of my booking form AFTER it had been signed.
• The ‘Sports Development Officer’ who wrote the new rates could not even read his own writing at the court case to confirm what he had written!

So the case was thrown out & the court ruled in my favour.  The cheque which I had written with the agreed rates months previous was eventually cashed.  Yet I was still not welcome back in the Leisure Centre & had to take my programme ‘underground’.

Northern Ireland

Other studies in Northern Ireland have found the…

• Standard of health in general is lower than the UK average.
• Numbers dying from heart disease in Northern Ireland are amongst the highest in Europe.

So this is why that I am so frustrated in the way the country is run.  People in Northern Ireland don’t like seeing anyone succeed…the powers that be hate to see anyone challenge them or think different.  They feel threatened & insecure.  That is why you see so many, ‘Jobs for the Boys’.  You know, jobs that become available that legally these organisations have to advertise but you already know they have been filled with the usual suspects that continue to offer the same crap they have been for too long.

Irish Football Association

I once went for a job in front of a 10 man committee with the IFA to be a Grassroots Development Coach.  I had a good interview but never got one of the positions.  I received a letter saying that I was one of the stronger candidates but they would not be taking me on board but I can organise an interview for feedback.

I did organise an interview for feedback but it was the biggest joke & waste of my time.  Upon walking into this individuals office I found it to be a complete mess.  Even though this meeting was scheduled he was in no way organised for me & couldn’t find my notes from my interview.  Going through piles of paper work & hunting around like a bloody headless chicken I know he just picked up any file & let on it was mine!

My review & feedback was as follows; ‘Question 1 was good as was your answer to question 2.  Question 3 not so good & question 4 good’.  What!  I asked why my answer was not so good to question 3 & was simply told some made up crap that I challenged him on as I know I covered the exact point he was getting at.  He seemed very uneasy when I challenged him & was dismissive.  He then simply tried to conclude the meeting & finished with saying, ‘hopefully you got something out of this’.  Of course I replied straight away saying no.

Later in the year a child attended my own programme whose father recognised me from my interview.  He sat on the committee & told me that I wasn’t offered one of the positions due to being over qualified & with what I had started with TW Sports (my coaching company)  I still to this day believe that all they want is robots that won’t challenge their judgement.  Don’t get me wrong there is some great coaches within the set up but I wonder.  It needs such a bloody shake up.  I remember meeting one of the Grassroots Development coaches in the Council offices.  He never likes talking to me & openly tells me he hates me & that my programme with Toddler Soccer is against the law as under 6′s shouldn’t play football!

I’ve also asked about getting involved with the Elite County programme but they like to keep that ‘in-house’.  So for a UEFA A Licence coach with over 15 years experience who has developed a successful Academy at an Irish Premiership Club + an award winning programme can’t get a look in within the County set up…what does that tell you?  Maybe it is because I am opinionated & speak out…they don’t like that.

What they fail to address though is why so little of our youth talent is making it in the professional game.  Also the failure of our national team.  I am sick of hearing the same post match interviews of, ‘we’ll dust ourselves down, pick ourselves up & fight & battle’.  The excuses that we are a small nation.  Let’s talk facts.  Why not improve the education & the technical ability of our players?  One fact we can’t get away from is the failure of beating Faroe Islands away during this campaign.  This is a place that has more bloody sheep than people!

Prevention better than cure

I travelled to Holland 2 years ago and listened to a very interesting presentation by the Mayor of Oss.  I compare how the Dutch Council’s compare to our Council’s in Northern Ireland…

Oss is a city with 9 villages and small towns.  With 77,000 inhabitants & 125 nationalities, the Council insures plenty of activity for all.  The facilities on offer and sporting opportunities on offer is too much to mention in this report.  Although one fact which I will mention is that they spend €256 million (£233m) on sports funding each year.  On average they will spend €69 (£63) per person per year on sport!

How refreshing to see a Council wanting to provide for the community and work with sporting business’, sports clubs and organisations.

The Dutch Council was shocked that my local Council, the capital of Northern Ireland, Belfast, does not promote my sports development programme.  I have touched on the subject before but Belfast City Council and a number of ‘our’ Councils will not support private run organisations – even my own award winning business.

Don’t get me wrong SportNI have provided great facilities across Northern Ireland but are they affordable for user groups & are they being used by the qualified & experienced coaches to develop local talent?

Belfast City Council & the Alliance Party

It has been refreshing to see the Alliance Party take an interest in my programme.  Naomi Long, Chris Lyttle & Judith Cochrane (MLA’s) have taken time out their busy schedules to come along & view our programme.  They love what we do & are trying to support us through contacting Council’s & the Minister of  Culture, Arts & Leisure.

It is going to be a long road.  I need to speak out.  People & organisations won’t like that but they already hate me so it makes little difference.  Recently funding was put in place for me to operate in the lower Falls area of Belfast with low income families in an initiative to get fathers playing football with their toddlers.  The Education board stopped funding after consultation with the Irish Football Association as they say it is against the law for under 6′s to play football.

So even though my Toddler Soccer programme has won awards & I am author to, ‘Toddler Soccer the Essential Guide’, that has sold in over 20 different countries this programme was cancelled.  It was cancelled by the same people who talk hot air about getting children active!

Along with this I have had to deal with Belfast City Council not allowing me to hire Leisure Facilities provided for the rate payers that reside in the City.  Even if I do manage to get past the bookings officer and they accept a booking from me, in one of Belfast’s 11 Leisure Centres, they will charge £100 per 45 minute slot per week.  Yes you did read that right…..£100 per week!  If that is not enough to hinder me thinking about starting a programme for children that will develop their football skills along with their social skills and improve their health they charge a further £2 per child attending!

So for me to take a group of 20 children I would have to pay Belfast City Council £140 per week.  Or, if you like, £840 per 6 week term.  That would result in charging each child £7 per 45 minute class!  But how do I pay my coaches, insurance, equipment, petrol & support my family?  Well I would have to charge more!

Honestly, drug dealers get more freedom to operate in Belfast than my youth development programme that is open to all.  This country will never change; it will always remain a culture of, ‘who you know’ and ‘who you are’.  Although the lack of support and hatred I receive from Councils and Sports ‘Development’ officers is a compliment.  They are jealous of a successful programme that is run by a talented group of coaches – its competition!

I can’t find any information on what Belfast City Council spends on sport and leisure.  Although some interesting and confirmed facts that I found on their website (Belfast City Council) and from the Belfast Telegraph include the following;

• 11 Leisure Centres operated by Belfast City Council.
• £41 million loss in last 5 years, despite more than £50 million of rate payer’s money invested.
• Not one Leisure Centre made profit or came close to breaking even.
• Between 2002-2007 £53 million of public money was put into keeping the 11 facilities open.

Belfast City Council also claims the following;

• Giving young people a sound start in sport.
• Encouraging and supporting good relations.
• Promoting physical activity and leisure.

Personally I can’t agree with any of the statements above.  They will argue back that I’m a business & I’m out to make money?  Well of course I need to make money; I have a family including 3 children to support!  Maybe Belfast City Council want higher poverty rates throughout the province.  Maybe they just want private ventures like my own to help recoup the millions that they are throwing away through poor management.

I could offer a long list of benefits what TWSports.Org offers through their inclusive and innovative products that are open to all.  That introduces toddlers from the age of 2 to sport.  Educating the importance of a healthy lifestyle; children and parents mixing socially; giving children more responsibility & freedom to be creative and develop their technical skills – oh, and developing young coaches and offering employment in the middle of a recession.  But that sounds too good to be true.

I am realistic that my programme is successful due to the hard work that my staff and I put in but more importantly the continued support we receive from parents, children, schools and other Councils and organisations in Northern Ireland that want to work with us.

I hope the Alliance Party can assist in us to develop our programme so we can reach out to more children & parents across Northern Ireland.

Conclusion…

Our European counterparts who actively invest in prevention rather than cure is refreshing to see.  They insure they get kids active while we as a nation send a book in they send a coach in!  The money & cuts from sport (especially within schools) will mean further money being spent on hospitals to ‘cure’ the problem.  With more ‘no ball game’ signs being put up around the country & parents not allowing their kids to play outside due to ‘stranger danger’ is resulting in a ticking time bomb.

Even in my own son & daughters school they ban skipping ropes & footballs due to health & safety.  Will we start to see parents out live their children?  That is one serious concern.

I got a tweet the other day from someone that used to live in Northern Ireland who has moved his family to Australia.  ‘Pathetic small mindedness & religious/political influence has completely ruined Northern Ireland.’  Although my blog may highlight the negatives & it certainly won’t make me many friends but I simply wanted to share the ongoing nonsense that I personally have to deal with on a daily basis.

15 Jun, 2011 Posted in Coach Education | 0 comments

’1-on-1 Coaching The Secrets To Improve ALL Football Players – GUARANTEED!’

I have just published my second book, ’1-on-1 Coaching The Secrets To Improve ALL Football Players – GUARANTEED!’  Below is a quick over view from my publisher.  I am very pleased with the book; I am basically sharing with you my entire programme.  Please support my project and spread the news about my new book.

To receive your FREE taster of the book, or order your copy, simply click here!

PRESS RELEASE STARTS

Tim Wareing's methods will improve ALL players!

What does the book offer?

’1-on-1 Coaching The Secrets To Improve ALL Football Players – GUARANTEED!’ by Tim Wareing.   Tim Wareing is a highly sought after coach.  With over 15 years coaching experience and having achieved the prestigious UEFA European ‘A’ Licence at the age of 24, his methods and coaching philosophy are known and respected worldwide.

‘The tactics & philosophies of a UEFA A Licence Coach who has European Clubs monitoring his players talents.’

Who is Tim Wareing & how can he develop my players?

Tim spent 6 years at Irish Premier League side, Lisburn Distillery.  He held roles as Reserve Team Manager and under 18 Manager.  He played his part in developing Youth International Players and players for the first team, before setting up a very successful Academy for the Club.

He continues to travel on a regular basis across Europe to continue learning and sharing his coaching philosophy.  Tim has visited FC Barcelona, Ajax, PSV Eindhoven and Braga.  His training methods will improve ALL players through using the latest and most innovative procedures.

With a host of clients and clubs requesting Tim to work with them, and families travelling from New York and Paris to access his coaching, he has put his award -winning programme together in this book.  ’1-on-1 Coaching The Secrets To Improve ALL Footballers – GUARANTEED!’ not only provides readers with his session plans, but includes information on his successful blue print on how to coach players on a 1-to-1 basis.  He has also included a section on his renowned ‘Player Development Plan’.

This book has been specially designed, so that each session is simple to follow, yet includes the coaching points that Tim offers to his players.  Today, when we see less and less street football, the technical ability of our players is decreasing.  ’1-on-1 Coaching The Secrets To Improve ALL Footballers – GUARANTEED!’ will change that and improve everyone’s technical ability and game understanding.

Videos of Tim at work…

1-on-1 Coaching by Tim Wareing

1-on-1 Coaching by Tim Wareing 2

1-on-1 Coaching by Tim Wareing 3

Testimonials…

‘Luke has been receiving 1-on-1 coaching from Tim for over two years.  He has been part of Tim’s community programme from the age of six.  After six months of Tim working with Luke he was invited into the Liverpool Academy based in Belfast.  He has also been invited to the IFA County Down and Excellence Programme.  A number of clubs are monitoring Luke’s development after a successful performance in Holland on Tim’s Academy tour as well as a great season with his club.  I can’t speak highly enough of the importance of 1-on-1 coaching and how it has developed my son’s talent and ability.’

Martin Kenny, parent of Luke
Current Liverpool Belfast Academy Student

‘It is vitally important that children are fully developed as individual players as well as team players.  On a recent visit to Northern Ireland I observed the excellent work carried out by the TWSports.Org Group in relation to not only team development but also the individual development coaching given.’

Martien Pennings, Coach PSV Eindhoven (Holland)

‘Parents have to understand the need that if they want their child to become a football player it is essential they receive 1-on-1 coaching.  Approximately 80% of clubs focus on the team and not the individual development.  The TWSports.Org Group offer this essential 1-on-1 development.’

Hugo Vicente, Coach Braga (Portugal)

‘What the TWSports.Org Group is doing is exceptional, it is different from what anyone else in Northern Ireland is doing, you try to bring the kids together at similar levels and start to work on that.  At TWAcademy.Org it is all football related and child centred unlike other coaching which focuses on the physical aspect and not the talent.’

Bert-Jan (BJ) Heijmans, Director Dutch UK Football School

‘It is vital importance that young players develop good 1 v 1 skills, this will make for a more dynamic player in the future.  The TWSports.Org Group continue to strive forward with a new excellence coaching structure headed by Tim Wareing.  This offers young elite players additional opportunities to hone their skills in conjunction with their club activities.  As the great Pele said, “When you control the ball you control the game”.’

Paul Kirk, UEFA Pro Licence Coach
Former manager of Premier League Side, Distillery

‘My son has been attending 1-on-1 coaching with Tim Wareing for over 18 months.  We have seen a huge improvement, not only in his footballing skills, but also, in his overall concentration and confidence.  Tim is an excellent coach.’

Gareth Campbell, Parent

Coach Tim, UEFA A Licence Coach

About the Author…

Tim Wareing is from Belfast and has been involved in football all his life.  Holding the prestigious UEFA European ‘A’ Licence, he has over fifteen years’ football coaching experience.  This extends from grassroots, to semi-professional level.  During his six years at Irish Premiership Club, Lisburn Distillery, he implemented a very successful Youth Academy.

He has travelled around some of the top European clubs, including FC Barcelona, Braga, Ajax and PSV Eindhoven, where he studied and exchanged ideas in youth development.

His elite programme has featured on ITV and a number of National newspapers.

Paul Cooper of ‘Give Us Back Our Game’ says: ‘I have travelled extensively as both football coach and writer and have found no one who has a passion for the game to match that of Tim’s.  His secret is that he has a deep knowledge of coaching but also understands how children develop and learn.  It is rare to have both.

What Tim has achieved in Northern Ireland is nothing short of astonishing and the smiles on the children’s faces are testimony to his outstanding work.’

Tim says: ‘I have been passionate about football since playing in the street as a child.  I try to instil this passion in my coaches and through them to the children.  I believe in good coaching technique which uses the ball and in many hours of practice This, I am positive, will lead to a player acquiring high-quality technical skills.

With the demise of street football the technical ability in children has dropped.  We now need to get children and our players practicing even more.  This book will offer all players, parents and coaches information on how to improve technical ability in a fun, varied approach through always using the ball.

My coaching methods have produced Youth Internationals, and they continue to improve the overall ability of all players.  I wish to share my philosophy, so that you too can take some ideas to add to your own sessions and individual work- whether you are a player, parent or coach.  Enjoy.’

Tim is also author of, ‘Toddler Soccer The Essential Guide’, that has sold in over 20 different countries.  You can order a copy from here; www.ToddlerSoccer.Org/book

If you want to…

• Find out more
• Buy the book
• Stock the book
• Organise an interview with Tim

Then simply contact Tim direct on, 07740120788 or by email, tim@twsports.org

Remember this book will improve the technical ability of EVERY player that reads it…

ORDER YOUR COPY NOW (E-Book or Paperback) << CLICK HERE FOR INSTANT ACCESS >>

ENDS

20 May, 2011 Posted in Coach Education | 1 comment

Arsene Wenger: Leadership

For the first time on CoachTim.Org we have a guest blogger. Daniel Simpson is currently a performance analyst within Portsmouth Football Club.  He has just completed a BA (Hons) Football Studies degree in Southampton.  Originally from Northern Ireland he moved to England to pursue the main passion of his life – football.  Throughout the years he has developed a great interest in the tactical side of the game & this prompted a move into performance analysis.  Within the past two years Simpson has worked at Glentoran, where he was fortunate to play a role in their very memorable Europa League tie against KR Rejkavic.  He then moved on to Portsmouth FC where he has been learning from some of the best analysts in the country whilst helping develop players within their academy through video analysis.

We thank Daniel for sharing his report.  Make sure you follow him on Twitter by clicking here.

This report seeks to critically evaluate the leadership style to form a behavioural model of excellence for Arsene Wenger.  Applying Burns (1978) model of transactional and transformational leadership it is proposed that Wenger is a transformational leader and this assignment will explore the cognitive and behaviour characteristics of Wenger in relation to this theory.

Born in Strasbourg in 1949, Arsene Wenger has grown to become one of the most recognisable names in world football.  As a player he played for clubs such as Duttlenheim FC and Racing Club de Strasbourg but whilst never being a sensational player he was fascinated with tactics, an obsession which led him into coaching (Rivoire, 2007).  He began his coaching career at RC Strasbourg where in his final year as a player he would coach the reserve team before moving on to become the head coach of the reserve and youth set up.  He then moved on to manage AS Cannes, AS Monaco, Grampus Eight and is now the current manager of Arsenal.  In his first season at Monaco (187-88) he led the club to their first title win in six years, the first of a long list of personal successes including the Coup de France, FA Premier league as well as reaching the final of the Cup Winners Cup and UEFA Cup in 1990 and 2000 respectively.

Behavioural modelling is a process used within psychology to evaluate the cognitive and behavioural characteristics of an individual (Whitfield & Davidson, 2007).  Within the context of this assignment this refers to the ways in which Arsene Wenger thinks and behaves in various situations.  Kuhnert & Lewis (1987) state that behavioural modelling may be the key to understanding the link between a leader and their followers and applying the method to a successful manager like Wenger provides a model of excellence which can be used by aspiring leaders.

The concept of leadership has changed and developed over time and whilst leadership and management often overlap, they are very much two different concepts (Westerbeek & Smith, 2005).  Whilst management can be defined as the process of directing a group to complete a task when values and principles have already been established, leadership concerns the development of these values through establishing a vision and providing inspiration and motivation to those who follow them (Northouse, 2010; McKenna, 2000).  This assignment focuses on Arsene Wenger’s leadership characteristics to analyse his cognitive and behavioural characteristics in relation to Burns’ (1978) model of transactional and transformational leadership.

Burns’ (1978) model of transactional and transformational leadership was formed on the basis that transactional leadership places emphasis on maintaining stability and exploiting the knowledge of those within the group (Bass, 1990).  It also suggests that followers under a transactional leadership are motivated by reward and punishment based on their efforts (Northouse, 2010).  Therefore the relationship between a transactional leader and their followers is based on tangible rewards such as bonuses for successful results (Wright, 1996).  Transformational leadership however, is a more enduring process through which the leader initiates change and seeks opportunities for the organisation and those in it to develop and buy into the vision of the leader (Bass, 1990; Lussier & Achua, 2010).

This model offers a method for determining the type of leader an individual is and the effect they have on their followers.  However, it is formed on the basis of two extremes through suggesting a transactional leader focuses on the present situation whilst a transformational leader is constantly looking toward the future.  Like all other forms of leadership, transactional and transformational leadership styles will overlap depending on the situation and therefore a leader must have some flexibility in their approach (Kuhnert & Lewis, 1987).  Therefore, whilst Arsene Wenger can be seen as a transformational leader, it is hypothesised that this assignment will display instances where he rejects transformational leadership theory to adopt a more suitable approach.

The first attribute associated with transformational leadership is charisma and Charteis-Black (2007) suggests that a charismatic leader is someone whose followers believe in the power and attributes they hold.  It is a rare quality found in leaders who seek to establish a vision and mission to the group they are leading (Bass, 1990).  When Wenger joined Arsenal in 1996 the club had a reputation of being a highly defensive and boring team but he had a vision of how he wanted football to be played in an offensive manner which would seek to exploit the strengths of their players; a style which Arsenal are now famous for throughout the world (Rivoire, 2007; Wenger, 2011a).  The club have not won the Premier League since 2004 and whilst Wenger believes the values of a club should remain the same he aimed to reinvent the club (Rivoire, 2007).  This has seen Arsenal win three league championships (1998, 2002, 2004) and four FA cups (1998, 2002, 2003, 2005) under Wenger’s leadership, including league and cup doubles in 1998 and 2002.  Despite this success Arsenal have not won a trophy since 2005, a fact that is constantly troubling the ambitious nature of Wenger (Rivoire, 2007; Wenger, 2011b).

Audus et al (1997) state that the role of any football manager is to direct and co-ordinate those underneath them. However although managerial change often results in positive short-term results, the majority of clubs tend to perform less well in the longer term (Audus et al, 1997; Bridgewater, 2010).  Therefore, rather than instigating quick erratic changes a transformational manager seeks to develop a culture over time that their followers can buy into (Kuhnert & Lewis, 1987).  This is consistent with Wenger’s behaviour when taking charge at Arsenal as rather than introducing his own coaching team he kept Pat Rice, former Arsenal player and current coach in order to maintain continuity and familiarity with the players (Rivoire, 2007).  This enabled Wenger to gain the trust of the players whilst slowly implementing changes (Bolchover & Brady, 2006).  Similar to when he took over at Monaco, at Arsenal he was balancing implementing new changes with keeping the squad members happy (Rivoire, 2007).  This is most evident in the dressing room before a game as although finding players such as former England international Ian Wright dancing and playing loud music unorthodox, he understood it was part of the culture and he had to respect habits like this whilst making the changes he felt necessary (Rivoire, 2007).  A similar situation arose when he began to modify eating habits at Arsenal, rather than taking sweets away immediately he employed a dietician who explained the benefits of the changes being made whilst Wenger was replacing sweets with dietary supplements he learned from his time at Grampus Eight in Japan (Rivoire, 2007).

Bass (1990) also states that a transformational seeks to instil pride in their followers and gain their respect and trust.  Wenger views this as one of the most important areas of leadership and stated that it is essential for his players to have complete faith in him, even when he does not have faith in himself (Rivoire, 2007).  The model demonstrates that a transformational leader engages followers in a way that encourages them to motivate each other and mutually work together to achieve the club’s goals (Wright, 1996). Throughout his career, he has always focused his efforts on transmitting confidence and giving players self-belief through providing them with the opportunity to express themselves on the pitch, and this is consistent in his interviews where he claims spirit and belief have been the main factors of his team’s success (Rivoire, 2007; Wenger, 2011c).  Through the culture he develops within a team he puts full belief into his players as he believes they will always do their best for the team (Rivoire, 2007).  For this reason Wenger has often been seen to field a team consisting of players who have more of an impact on the team rather than higher ability players such as Tony Adams and former Brazil international Gilberto Silva (Rivoire, 2007).  Such is his belief in his player’s abilities when right back Lee Dixon was injured he played a young centre midfielder called Remi Garde in that position despite never playing there before telling him that he understands the team’s dynamics and is capable of playing there.  This proved successful with Wenger telling Garde after the game “here you go, it’s not all that complicated, is it?” (Rivoire, 2007).

Another way Wenger gains the respect of those around him is through his protection of his players.  Regardless of the situation he always supports and protects his players and when Spanish midfielder Cesc Fabregas was accused of asking the referee if he took a bribe during a game with Everton in 2011 Wenger claimed it was wrong for Everton manager David Moyes to publically accuse Fabregas and stated that it was him and not Fabregas who spoke to the referee at half time (Wenger, 2011c).  Another example of this protection is that although Arsenal have not won a trophy since 2005 he stated that being able to give their best throughout the season has made his team an “absolutely amazing young team” (Wenger, 2011e).

Lussier & Achua (2001) state that intelligence concerns the cognitive ability to solve problems, think critically and make decisions, another characteristic closely associated with the transformational leader (Bass, 1990).  Throughout his footballing life Wenger has always been obsessed with football even as a young coach at AS Mutzig he would travel to games throughout France and West Germany with Max Hild (Rivoire, 2007; Wenger, 2010).  Wenger saw Hild as his first mentor and every night after training they would discuss different aspects of football.  This has had a major influence on Wenger who has always been eager to learn and would always ask and listen intently to Hild’s thoughts on the game any time he visited London (Rivoire, 2007).

From a young age Wenger’s parents always encouraged him to focus on education and as a result he did not fully devote himself to football until after his playing career was finished (Rivoire, 2007; Bolchover & Brady, 2006).  At the age of 25 and whilst playing for Mulhouse he obtained a degree in economics from the University of Strasbourg and also holds a degree in engineering (Bolchover & Brady, 2006; Wenger, 2010).  He is a highly educated individual who enjoys reading biographies, history and politics, but it is within football he has excelled in gaining an education (Rivoire, 2007).  Rather than focusing on football alone, he likes to surround himself with professionals from a range of professions including dieticians, fitness experts and doctors (Rivoire, 2007).  By doing this he has developed a knowledge of each of these areas which enables him to hold an intellectual conversation.  This has also helped him make better decisions on the needs of his players.  For example, when French international Robert Pires tore ligaments Wenger sent him to a specialist in Strasbourg who diagnosed that he would play no further part in the 2001/02 season (Rivoire, 2007).

In order to be able to properly communicate with people Wenger felt it was important to speak a number of languages and being raised in a multi-lingual environment prompted him to explore a range of languages and he is now fluent in English, French and German and can communicate effectively in Spanish and Portugese.  He also claims that if he had not learned the English language he would never have been offered a position at Arsenal (Revoire, 2007).

Wenger finished his playing career in 1979 at Racing Club in Strasbourg and between 1981 and 1983 he was in charge of the reserve team and youth set up at the club and at the age of 32 he knew his strengths lay in coaching (Rivoire, 2007).  This prompted him to begin to study for his coaching badges at the Regional Centre for Popular Sports Education (CREPS) in Strasbourg and gained his coaching diploma in 1981, during which he began to apply and practice the methods he had been learned under Paul Frantz from his time at Mulhouse (Bolchover & Brady, 2006; Rivoire, 2007).  As a player Wenger was never a sensation but he was fascinated with tactics and was constantly striving to know everything he could about all aspects of the game from tactics to team strategy (Rivoire, 2007).  This enabled him to gather as much knowledge and experience as he could which is essential for any leader (Burke & Cooper, 2006).

The term rationality can be defined as the ability to think and act in a reliable way and remaining open to reason through considering both sides of an argument (Fiske et al, 2010).  Bass (1990) suggests this is a characteristic commonly found within a transformational leader.  Evidence suggests however that this is perhaps the main area where Wenger goes against the model and often finds himself in a difficult situation.  Ordinarily Wenger is a calm character and even when games are threatening to boil over this is a quality he is able to maintain.  He views this as one of his strengths as he believes portraying an image of calmness can instil confidence into this team, supporting Daft’s (2008) statement that the emotions of a leader are contagious and keeping a calm persona can portray optimism in difficult situations (Rivoire, 2007).  This ability however, is not limited to himself and at Grampus Eight in Japan he allowed players to take hot baths before a game as it is thought to calm players nerves, a method which would be deemed unthinkable in France (Rivoire, 2007).  In this instance Wenger’s emotions finally got the better of him when after losing eight games he became angry and began questioned whether the players considered themselves as professionals or not (Rivoire, 2007).

Perhaps the most famous instance of Arsene Wenger’s irrational behaviour is when he spoke out after Eduardo’s leg break as a result of Martin Taylor’s challenge in a game against Birmingham in 2008.  Arsene Wenger quickly gave his opinion on the situation by claiming that Taylor “should never play football again” (Wenger, 2008a).  Wenger also claimed that this was a result teams having to rely on bad tackles to stop Arsenal (Wenger, 2008a).  These statements were later retracted by the Arsenal manager who admitted his comments were excessive and were said in the heat of the moment (Wenger, 2008b).

One Monaco player Claude Puel claimed that whilst Wenger would occasionally become angry, pressure very rarely got the better of him (Rivoire, 2007).  However, in 2006 he was fined £10,000 for aggressive behaviour after pushing West Ham manager Alan Pardew after his team were beaten one nil.  Wenger accepted this fine and on reflection admitted that he had over-reacted (Wenger, 2006).

Another characteristic of a transformational leader is providing personal attention and treating each individual equally (Bass, 1990).  This is an area Wenger would appear to excel in and although a young George Weah felt Wenger was interfering too much into his personal life he later claimed it all paid off (Rivoire, 2007).  Throughout his career Wenger has always maintained an interest and personal contact with his players.  When he met with former England centre half Tony Adams to discuss Adams’ alcohol addiction, Wenger was highly sympathetic and keen to listen to what he had to say (Rivoire, 2007).  Growing up with his parents running a pub in Alsace may have had an influence on this as he has seen the negative influence alcohol can have on people (Rivoire, 2007).  When presented to the media for the first time as Arsenal manager he protected Adams along with Paul Merson who was also struggling with alcohol addition by refusing to comment on the issue (Rivoire, 2007).

Whilst remaining a highly personal person who prefers to keep his private and work lives separate he always ensures he takes an interest in his players lives (Rivoire, 2007).  This enables him to understand his players and their motivations much more clearly.  It also helped him establish whether or not they buy into the culture he has created (Rivoire, 2007).  Much like he currently does at Arsenal, with Monaco he would ask the foreign players about their lives back home and the happiness of their families.  However, he would do this whilst remaining enigmatic and slightly distant (Rivoire, 2007).

If a player made a mistake within a game he would refuse to criticise them publically or in front of the other team members.  After the 2011 League Cup Final with Birmingham he refused to blame goalkeeper Wojciech Szczesny or defender Laurent Koscielny for their misunderstanding leading to a Birmingham goal (Wenger, 2001d).  Instead, he prefers to speak to players on an individual basis as is evident when French international Silvain Wiltord repeatedly entered training late and Wenger took him aside for a quiet word rather than ridiculing him in front of the group (Rivoire, 2007).

Unlike a transactional leader who avoids responsibility and decision making, Wenger insists that a manager should be the only decision maker in order to handle egos at the club (Rivoire, 2007).  This extends to the transfer policy adopted under Wenger of unearthing young talent such as Theirry Henry, Robert Pires and Jack Wilshere rather than spending vast amounts of money on players like Chelsea have with players like Spanish international forward Fernando Torres (Rivoire, 2007; Wenger, 2011b).  When at home Wenger likes to watch and analyse football games and a lot of his decision making is assisted through video analysis, whether it is searching for a new player or deciding which player should play on match days (Wenger, 2009).  Therefore he ensures he has as much knowledge as possible before making a decision and that that decision is justified.

Bass (1990) states that a transformational leader coaches and advises their followers, unlike transactional leadership where responsibilities are abdicated to someone else.  Wenger closely follows this theory as he conducts most of the training himself.  However, he does not conduct pre-match and training warm ups or fitness training.  Warm ups are conducted by Boro Primarac who has been ever present in Wenger’s team as he was relied upon to help Wenger adapt to the culture during his time in Japan (Rivoire, 2007).  With the amount of tasks Wenger conducts he holds a large amount of responsibility and admits that he feels responsible for any poor team performances and defeats and after his first managerial defeat against Lens he had to stop the team bus on the journey home to vomit (Rivoire, 2007).

In conclusion, Arsene Wenger can very much be categorised as a transformational leader as he can be seen as a forward-thinker who creates a vision and culture within the team he is leading.  He is a highly intelligent individual who immerses himself in football and strives to know everything he can about all aspects of the game both on and off the pitch to develop his players.  It can be seen however, that whilst he remains calm in most situations there are occasions where his emotions can lead him to make irrational decisions such as his reaction to Mark Taylor’s tackle on Eduardo.