By Callum Walsh – Head of Performance @ Alanyaspor. Ex Newcastle United, Huddersfield Town & Turkish National Team

An email that I received recently touched on some of the real issues that come with working within elite football.
– The uncertainty of the industry leading to a lack of safety in your role
– The self preservation of it’s leaders (and all their staff) within this environment
– This results in high employee turnover which then leads to poor organisational performance
– The highlighting of staff can be dismissed at the whim of a manager or chairperson
– A need to ‘Ring Fence Medicine & Performance sectors’ to maintain continuity for the club.
Last year if you worked in football in England you had a 50% chance of experiencing a managerial change.
From on and off the pitch performance, to wasted finances, to why a division can be created between coaching staff and ‘club staff’ or an inability to judge staff performance, certain factors have been created by this environment which have now put the industry into a negative downward spiral.
With this cycle impacting performance and peoples lives so drastically, I hope that by sharing our experiences, we can start to implement strategies that will help to maximise high performance not just in organisations but also for the staff within these organisations.
Not all managerial changes are EQUAL.
As of today, 24 of the 44 teams in the Premier League & the Championship have changed Manager or Head Coach (excluding interims) since the start of preseason and 22 changes since the season started.
This breaks down as follows (in season only)
– 4 resigned or headhunted
– 3 sacked whilst in the Top 10 of the league
– 1 sacked whilst between 10th – 16th
– 14 sacked when team below 17th in respective league.
Around 64% of managers or head coaches were changed with teams in danger of relegation should an upturn in form not occur.
The start of the New Manager Cycle – The “Messiah Status”
With 65% of managerial changes in the Premier League or Championship this season happening when a team is 17th or below in the table.
What difference does it make where the team are & changing the manager….
It can lead to:
– Reduced time to appoint a new manager as a change during the season needs to be done as quickly as possible
– Additional time spent on sourcing the right candidate may mean a number of games are missed without the new manager in situ.
– These few games without a manager might be the difference between staying in the league or relegation.
– Relegation has HUGE financial implications.
– When a team is failing it’s often deemed that all areas and departments of the club are underperforming.
– New Coach is expected to single handedly change a teams fortunes = messiah type status.
This status can have huge ramifications on the dynamics day to day.
How are COACHES JUDGED?
Why does this impact the organisational performance down the line?
With the lack of clarity around how to judge the coach, it can often have a mind blowing domino effect on all areas including wasted resources, under utilised staff & structures.
An underlying issue is that football is the sport that is most susceptible to the ‘LUCK’ factor. With the league being a small sample size, an ‘over’ or ‘under’ performance in xG/xGA (expected goals) across a 4 game period can have huge impacts on league table, with potential point swings of + 12/ 0/ -12 possible.
This can lead to the league table LYING – meaning not always are the best teams winning or the worst relegated. (see Rasmus Ankersen Ted Talk in the area)

We have established when a manager is hired there’s a 65% chance it will be a ‘failing’ team (below 17th in the league). A manager will then be judged on RESULTS which have a LUCK factor and usually have the average life expectancy of 6-9 months in the role. With this in mind, it’s easy to see how a divide can be created between manager and club staff.
Manager = Short term need & success vs club staff = long term goals
Jordan Henderson discusses this week with Jake Humphrey on The High Performance Podcast about players not wanting to show a manager “weakness”. This was followed by a manager talking about team selection and being told some players were unavailable due to injury ‘Physios can be too cautious’ and ‘having spoken to the player they said they were fine.’ This is not an uncommon situation for backroom staff to deal with.
– Managers have to look to the short term (most recent manager Neil Critchley sacked after 3 months/12 Games)
– Is it a surprise managers look for short term decisions? Win today and don’t care about tomorrow
– Club staff are paid to help make the best long term decisions for the club so try to support a manager the best they can but it can be seen as a hindrance.
– In an industry where everyone’s job is under threat, often staff try to protect themselves at all cost. Some departments are judged on ‘injury rates’ so can you blame physios for protecting themselves in this environment?
This as you can image can create an US vs Them mentality within a staffing structure of football clubs. Can this situation really be deemed ‘High Performance’?
This cycle is seemingly getting worse with goal ambiguity of every department causing issues when in reality, the clear goal should be about attaining the target of the club together as one.
Callum Walsh (Twitter)



















