Mourinho HSP-HFA - Lecture Slides

10/29/2009

Reflective Questions •

The Mourinho Blueprint The Development and Methods of an of  an Expert Sports Coach

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David Turner •

What are the important lessons for coaches generally from Mourinho’s developmental journey? developmental  journey? What are the components or constituent parts that make up an expert sports coach? To what extent do coaches act in ways they think they should, or in ways they think their athletes and society think they should? Do you feel the same/differently same/differentlyabout about Mourinho as a result of this of  this presentation?

Record •

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Never a trophy‐less full season in charge. 5 league titles and 7 domestic cups (in 3 countries), 1 UEFA cup, 1 Champions League Currently 67% win record overall  – 

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122 unbeaten home league games (38 Porto, 60 Chelsea, 24 Inter)  – 

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Wenger 53%, Benitez 55%, Ferguson 57%, Capello 57%

Last + only defeat with FC Porto, Feb 2002

Highest paid football coach in World (£7 million yr at Inter?)  –   –   – 

UEFA Manager of Year: of  Year: 2002/03, 2003/04 BBC Sports Personality of Year of  Year Coach Award: 2004/05 FA Premier League Manager of Year: of  Year: 2004/05, 2005/06

Overview •

Step by Step Journey

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Anti‐Serendipity

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Mentors

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Immediate Impact

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Methods

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Presentation of Self  of  Self 

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Global Celebrity Status

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The Special One vs Old Big ‘Ead

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Hubris Syndrome

Step by Step Journey •

Step by Step Journey

Father professional footballer  coach; mother teacher  – 

Student of game of  game Observed training; scouted opponents; prepared pre‐match reports Bandura’s Social Learning Theory (1977)

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Appointed Bobby Robson’s translator at Sporting Lisbon  –   – 

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Enculturation ‐ football big part of his of  his life  – 

Lost appetite to play, started to find coaching attractive Biggest motivation football not coaching

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Robson took him to Porto, then Barcelona (as assistant coach coach)) Stayed on at Barcelona to assist Van Gaal for 4 yrs

In 2000, Mourinho became head coach at Benfica (stayed .

University study  – 

Mother made him sign up for Business School (attended only one day). Studied Sports Science/Physical Education at University of Lisbon of Lisbon instead.

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Jan 2002 joined 2002 joined Porto where he was highly success successful. ful.

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Outstanding coach

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Gaining experience  Teaching mornings, coaching afternoons • • • •

Taught PE in several schools (inc children with disabilities) Youth Coach at Vitoria Setubal in early 1990s 1990‐1992 fitness trainer at various clubs Then assistant coach at Estrela Amadora

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Changed players, reorganised team at Porto Took Chelsea from (very) good to great Continued success at Inter

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Step by Step Journey

Anti‐Serendipity

Long journey, many formative experiences

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Completed UEFA Licence in Scotland Worked alongside top coaches at pro level Exposed to different styles, philosophies Adapted to new countries, different cultures

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Made his own luck in rise to prominence  –   –   –   – 

Influenced by individuals along way – but never merely accepts truth of others.

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Tries to develop own variations “Don’t accept  what I give you as the pure truth.”

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Always strives to learn, and adapt

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“It has been an evolution – I am different today than I was 5 years ago.” “ After 15 years I’m an overnight success.”

“Confident yes – arrogant no.” “I love to be coach – I like the direct involvement with the players, development of ideas, analysing the game, trying to improve the team.”

Mentors

Anti‐Serendipity Skilfully edited videos highlighting opponents strengths and weaknesses, helped win over players at Barcelona. Deliberately cultivated close relationship with Guardiola (influential player, not afraid to express opinions); and learned Catalan to communicate better. Intentionally sought out translator role with potential mentor?

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“I’m a great believer in luck, and I find the harder I work, the more I have.” Thomas Jefferson “Luck is where preparation and organisation meet opportunity.” Pat Riley

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I have to be in full control, hands on. Louis… likes to stand  back… would even hand over  the team to José for  friendlies. That was great experience for him.” ‐ Robson

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“I have always stimulated that sort of contribution but, because of  José's special qualities as an analyst, I paid a little more attention to him than my other assistants in that respect. And, OK, it’s always the head  coach who decides how the team will  play – but I certainly wanted  to hear  José’s  point of view .” ‐ Louis Van Gaal

“Here he was in his early thirties, never been a player, never been a coach to speak of either, giving me reports as good  as anything I ever  got  from top professional  people I’d brought  in to scout  for me at  –   ,  , .” “There would be the way the teams played in the match – with defence and attack  covered very well, patterns of  play, nicely set out  with diagrams and a different colour  for each team. All as clear as a bell. I remember telling him, ‘Well done, son’.”

“He listened, looked, learned, remembered ”. “ He was excellent, I liked his humility. He was very studious, asking questions all the time.”

Mentors •

“I like to give responsibility to my assistants, I like them to take all or  part  of a training session”. “He was a little bit arrogant, not always a respecter of reputations, but… I like people with a high opinion of themselves and like to surround myself  with them. I don’t want yes‐men, because you need  people who will say, ‘No – there is another  way.’  He could do that. I encouraged it .”

Produced first class dossiers on opponents for Robson.  – 

Mentors •

Intelligence, ambition, commitment Long term football education Accumulated practical experience Growth in self ‐confidence Developed passion for coaching

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Claims Robson taught him how to motivate players; Van Gaal taught him importance of preparation and organised defence. “I don’t want to be a copy of anybody because a copy  is always worse than the original .” “I think you learn something from everybody; you learn by copying what  people you admire do, and  then you add variations of your own.” Steve Harrison Is he a better coach than his mentors?

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Immediate Impact •

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Chelsea Impact

"Some managers use arriving at a new club as an excuse. They say they need time, and if you do that, you are protected. If you don't win the title in the  first or second season, you can keep telling everyone you need time. “ 

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"Sometimes you stay  for  four or  five years, keep not  winning, and then keep demanding more time.” 

2003‐04 under Ranieri lose in SF of Champions League (Porto win with Mourinho) and finish 2nd in Premiership 2004‐05 under Mourinho lose in SF of Champions League and finish 1st in Premiership Ranieri builds foundations; Mourinho takes over and gets all credit?  – 

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"I could never be like this. I live for the risk. I believe you can do it in the first season and if you do not, you fail. I prefer it like this. I prefer the pressure because that's how I live." 

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Terry, Lampard, Gallas, Makelele already there under Ranieri

Or Mourinho makes the difference and takes them just that bit further to Premiership victory, something Ranieri, Grant, Scolari, Hiddink couldn’t subsequently do? Biggest ego in a team of egos?

Methods ‐ Communication

Inter Impact •

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Ibrahimovic claims Mourinho

Pen and paper preference  – 

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"I think we were good when he arrived, but he is teaching us somet ing new an we are ecoming stronger an better." 

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"He has changed the mentality a little bit. We are hungrier  for the big games, which is important.“  “We train differently too, I know every coach trains differently, but every day we are enjoying training. It is  fantastic. “ 

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Pragmatists – problem solvers who seek solutions to identified problems but rarely look beyond immediate needs.

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“ He gets his point across very well, we know exactly what we have to do and how we have to do it .” – Joe Cole

Methods ‐ Tactics

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More analytical during first half , to help team at half ‐time  – 

Always emotional component as well as tactical contribution

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Analyses second half at home

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No words post match  players not (emotionally?) ready to be analytical then

Arranged pre‐season games that exposed team to different systems Produced own positional profiles – personality, athletic qualities, technical skills Believes transitions more important than set plays in winning  – 

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Activists – learn by doing, happy to use trial and error.

Roxburgh relates this to his awareness of learning styles

Theorists – logical thinkers, it must fit the framework. Reflectors – must think it through and feel in control of  new material/idea before using it.

Subs carry on written messages •

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“I’ve written down what every coach I’ve ever worked with has done – with my own ideas alongside, such as ‘I wouldn’t have put the centre‐half in here’… I could tell you what our training routines were three years ago last  Thursday .” (Moyes quoted in Barclay, 2006, p.152).

Very detailed instructions for subs

Learning Styles •

coaching experiences retained in notebooks

made them even tougher to beat

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Difficult to score when opponents organised defensively. Moment they lose possession can be time to exploit being out of position Must react immediately when possession lost – sometimes practices keeping min of 5 players behind ball, so when lost, can still keep good defensive shape Players must learn to read game – when to press, when to resume defensive positions

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Methods ‐ Emotional Intelligence •

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“When the players think you are strong and that you trust them, it helps them to have a good  attitude .” Modern coach must strike balance between strength and sensitivity  – 

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Methods ‐ Integrated Fitness Work “My  fitness coach works with me on tactical systems, advising on time, distance and space.” “Often we need to separate players into groups depending on their condition, and amount  of  playing time they have had .”

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Mutu and drug problem; strict Chelsea code of conduct; immediately cut 10 from squad on arrival; sacked team doctor Compassion for defeated; talks to stewards, ball boys, community coaches in unassuming ways (empathy)

Minimising dead time in training.

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Good fathers taken over from Godfathers of old (Barclay, 2006)  – 

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“I believe in my team, we are a family .”

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Exudes confidence + belief in own ability – no self doubt  –   – 

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Favours collective unity over the individual

Players want to work –if training is well organised, serious, and they know purpose of exercise.

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Infectious Self ‐Efficacy Theory

Global Method – Guided Discovery •

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Methods – Team Characteristics •

Global method  – 

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Development of technical, tactical and fitness elements together through small sided games. Influenced by UEFA Licence course in Scotland Emphasis of work always tactical “ A great  pianist doesn’t run around the piano or do push‐ups with the tips of  his fingers. To be great, he plays the piano… and being a great  footballer is not  about runnin , ush u s or  h sical work  enerall . The best wa to be a reat   player is to play  football .”

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‐ T EA M

G OA LS F OR‐A GA IN ST

G AM ES

L EA GU E P OS IT IO N

2002‐03 PORTO

73‐26

34

1st

2003‐04 PORTO

63‐19

34

1st

2004‐05 CHELSEA

72‐15

38

1st

2005‐06 CHELSEA

72‐22

38

1st

2006‐07 CHELSEA

64‐24

38

2nd

2008‐09 INTER

70‐31

38

1st

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“There is no perfect system, but a system is closer to perfection to the degree we are prepared  for its natural weaknesses.” “In Porto, we did more work on the points we considered  weaknesses of that  system than on its virtues.” “In a game you go out to search for the limitations of the opponent  but you also should be aware of your  own limitations.” “It is like when you go to war: we have to know  how our enemies attack  and defend .”

Presentation of Self  •

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Average goals for‐against = 70‐23 Always scored less than av of 2 goals pr game (except 02‐03). Always conceded less than av of 1 goal pr game. Always least goals conceded in league (= AC Milan in 08‐09)

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4‐4‐2 (but also 4‐3‐3, and 4‐5‐1)  – 

Methods – Team Characteristics

Certainly more defensive than attacking coach

Hard working midfield Battering ram up front Not necessarily entertaining, nor high scoring!  – 

Players led to lessons, rather than told what to do “The tactical work I encourage isn’t about there being a teacher on the one hand and a pupil on the other. I call it the ‘guided discovery’… I construct   practice situations that will set them on a certain path. They begin to sense this, so we talk, discuss things and come to a conclusion. For this to work, the  players must have their own opinions.” “The coach is a guide. You provide clues; they interpret them. My  philosophy is guidance and discovery .”

SEASON

Able to spot goalkeeping talent Solid back four  – 

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Guided discovery  – 

Quick transitions High working time, low resting time Or quality and high intensity for short periods with active recovery

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“I’m not the man some people think I am. Only the players really  know what and who I am.” “Mourinho has created  for himself this ‘football  personality’ … that’s not what he is like as a man or a coach when you play  for  him.” (Deco). “I think the persona he puts over may be for the media. I suspect  that behind it he’s got the same fear of  failure most  of us have. It’s  probably what drives him.” (Moyes in Barclay, p.176) “I don’t like to say that I am a man with two faces, but  José Mourinho the manager and the man are very different. It’s important to separate them and I do that very easily .” “In the dressing room Mourinho is quite relaxed, but when he gets talking to the press he likes to wind things up – he is playing a role.” (Deco in Barclay, p.162)

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Presentation of Self 

Presentation of Self 

Being an elite coach involves a lot of acting   – one man show, playing wide variety of  roles

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Can tai or is moo to suit what he judges to be team’s requirements at given time

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Highly skilled presentation of self   – 

At ease in press conferences

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Captures imagination.

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Commands attention.

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Plain speaking. His own man.

Theatricality  – 

Easy to forget who you are

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Let the social mask grow into your face Lose your own identity/values

Described his press conferences as “a bit of an act ”. •

First Chelsea conference referred to himself as ‘the special one’

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In Europe announced not only his team, but Barcelona’s!

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First Inter conference spoke in fluent Italian, claiming he learned language in 3 wks. Using words like "pirla“ (fool) which Milanese would have to explain to other Italians.

Global Celebrity Status

Global Celebrity Status

People make heroes of football managers

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stewardship of wisdom and virtue.

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Manager accountability myth

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(Wagg, 2007)

“Has captivated the country… a World star… a genius in getting the press interested in him.” “Certainly divided Italians. His argumentative nature with journalists; they've turned a lot of  people against him already .” "I think he's gone too far, but he did that in England. He personalises things, he did  it with Wenger and he's certainly done it with Ranieri, quite insulting actually, about his age and other things.” “Public are absolutely obsessed by him; whether they like him or not is another  matter. He has polarised opinion. As long as he's winning, he'll get away with it .“ (Italian football Historian John Foot)

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Football manager’s skills cannot be known, even to himself; they can only be believed.

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Passionate 12th man.

Elder brother, leader of gang,  – 

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Element of hatred in regard people have for celebrities ‐

Celebrity Status  – 

Media savvy

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Knew how to play to audience

Immediate impact   – 

celebrity culture entails. •

Eriksson’s experience in summer of  2004 helps illustrate how social forces work to dismantle individual managerial reputations.

Professional distance not observed

Brian Clough – Why is The Special One Often Compared With Old Big ‘Ead ?

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Gets on pitch celebrating with players

one of boys (Barclay, 2006)

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Manager has become most important figure in football – performer representing the team through media.

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Build Them Up… (Wagg, 2007) •

“For me football is my  job but also my  passion.”

team performance reduced largely to single explanatory cause.

Celebrity as cultural phenomenon/fabrication. Mourinho – worlds most celebrated football coach Glamorous, can‐do manager, corporate advertising

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Seeking limelight he could never attract as player?

“   job.” 

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Remarkable success  – 

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Quickly took 2 provincial clubs from 2nd Div obscurity to 1st Div champions.

Took Derby to narrow European Cup SF loss 2 Consecutive European Cups with Forest  – previously and subsequently not a force in English (let alone European) football.

Confidence to point of arrogance/rudeness  – 

" I certainly wouldn't say I'm the best manager in the business, but I'm in the top one“.

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Hubris Syndrome (Owen & Davidson, 2009) Emerging psychiatric disorder

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“That  José Mourinho’s got a lot to say  for himself. He reminds me of what I was like at his age –  but I was better looking.”

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Occupational hazard of powerful leaders, associated with overwhelming success

Hubris = exaggeratedpride, overpoweringself ‐confidence, contempt for others.

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Can double as charm, charisma, ability to inspire

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“Footballers are like soldiers. They like their  generals to be a bit eccentric, like Cloughie. It gives them something to talk about, binds them.” (Arthur Cox, quoted in Barclay, 2006, p.23)

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Posturing, narcissism, limelight‐hugging

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Messianic manner

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Excessive belief in own talent/myth

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Impulsive, reckless, restless and isolated

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Most dangerous where checks and balances on behaviour few

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Develops only after power held for some time

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Identifying hubris syndrome problematic … But you consider…

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Self control, Modesty, Sense of humour, Listening to advisors, Cynicism 1‐9 years (e.g. Thatcher after 9 yrs as PM)

Hubris Syndrome

Next Steps?

Us and Them

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“When we are mentally strong, those people who seek to intimidate us have exactly the opposite effect.” 

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Contempt for others

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Declared himself only one level beneath Almighty on arrival at Chelsea “There is God, and after God me.”

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But does have close advisors, family values, and is pragmatic

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What are the important lessons for coaches generally from Mourinho’s developmental journey?

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What are the components or constituent parts that make up an expert sports coach?

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To what extent do coaches act in ways they think they should, or in ways they think their athletes and society think they should? Do you feel the same/differently about Mourinho as a result of this presentation?

“I would consider going to Manchester  United but United have to consider if  they want me to succeed Sir  Alex  Ferguson. If they do, then of course.” July, 2009. “One day I would like to be head  coach of Portugal .” World domination – “ofcourse!”

Mourinho’s journey represents a blueprint for formative development of the modern coach.  – 

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Would probably like to win trophies in new national settings.

Conclusion

Reflective Questions •

New ‘projects’?  – 

Accused Swedish referee Anders Frisk of bias and collusion with Barcelona coach Rijkaard. Frisk received death threats and announced his retirement.

Accountable only to God?

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Will return to English football – but “not the next  step.”

Advantageous cultural upbringing Ideal formal education Superb progressive work experience

Displays qualities which coaches would do well to cultivate  – 

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Drive and ambition Confidence Use of intelligence (including EI)

“Hard work, confidence and quality  ‐ with no quality there is no chance ” 

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Reading

Conclusion •

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Mourinho may be regarded as an example of new breed of football coaches  – 

Educated. Meritocratic .

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Scientific. Technocratic.

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Coached in Different Countries. Multilingual.

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No Great Playing Background •

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Claims this gave him more time to study and prepare for coaching

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Armitage, D. (2009). 150 BC: Cloughie – The Inside Story . Hot Air Publishing Ltd: Shropshire. Barclay, P. (2006). Mourinho: Anatomy  of a winner . Orion: London. BBC (2005). Mourinho: The Special One. Television documentary interview with Gary Lineker. Owen, D. & Davidson, J. (2009). Hubris syndrome: An acquired personality disorder? A study of US Presidents and UK Prime Ministers over the last 100 years. Brain: A Journal of Neurology , 132(5), 1396‐1406. Roxburgh, A. (2005). Interview With José Mourinho. The Technician: UEFA Newsletter  for Coaches, 27, January 2005. Stevenson, J. (2009). Italy falls under Mourinho’s spell. BBC Sport, http://news.bbc.co.uk/go/pr/fr/‐ /sport1/hi/football/europe/7901884.stm Wagg, S. (2007). Angels of us all? Football management, globalization and the politics of celebrity. Soccer & Society , 8(4), 440‐458.

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