FCA Ambassador Ernie Merrick on being a football coach

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The players must have clarity in their roles and a belief in the formations and structures being implemented by the Head Coach.

As often stated, there are only two types of coaches in football – “those that are sacked or those about to be sacked”.  Such is the emotional nature of the sport and the insecurity of the role.

It seems that, in most football clubs, negative short-term results determine the employment status of the coach. How much time are the club Board prepared to allow the Head Coach to build a team for the future?

Football can be simplified and defined as a team invasion game. The objective is to invade territory to an area where goal-scoring is possible. The players must have clarity in their roles and a belief in the formations and structures being implemented by the Head Coach.

A major failure of any player is not being involved in the invasion. Penetration through forward passes and movement is critical and everyone needs to play their part. FEAR is the foremost inhibitor of performance.

There is no doubt, that the noise from the critical and emotional minority affects decisions regarding short-term results – wins or losses.  Logic and reason would favour a coach who strategically plans and implements developmental processes which will deliver sustained success over time. Sir Alex Ferguson won Manchester United’s first EPL Premiership after 7 years and went on to win 13 EPL Championships and 17 other trophies.

The ultimate aim of the coach is to find the line between luck and skill and shift it. Luck plays a role but the implementation of programs that develop skilled technique, tactical decision-making, strategic awareness and game plan execution will grow the club and achieve continued success in the longer term. The Head Coach focuses on the TEAM, however, management is about INDIVIDUALS.

The modern professional game requires expert staff comprised of coaches and service providers to cover all aspects of player development – technical, tactical, physical, mental and personal skills. The Head Coach/Manager must demonstrate that he is able to coordinate the staff and drive change with a clear vision of the processes involved. He must be capable of planning a comprehensive holistic program and develop relationship skills that encourages staff and player buy-in and a willingness to be accountable.

The Head Coach must demonstrate competence in:

  • Enlisting support staff with qualifications, experience and education skills
  • Targeting the recruitment of players who fit specific profiles within the team game plan who have the necessary skill set combined with the right mindset and resilience
  • Implementing a program which clearly defines his coaching philosophy
  • Designing an attacking Game Model that will provide the best opportunity for success
  • Encouraging a brand of football that excites the crowds and makes them feel part of the game
  • Providing the club fans via the media with club driven news and team information

Poor results in the early stages of the coach appointment is not unusual but has to be managed and conciliated. Providing honest relevant information which accepts and identifies problematic issues and a club perspective on how matters will be resolved is always helpful.

Winning teams embrace pressure and the weight of high expectation.

The key to long term success is managing failure and learning from it.

As Einstein states – “Failure is success in progress.” [That’s Jimmy Einstein from Glasgow not Albert].

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Tottenham Hotspur deliver player development workshop for Football NSW

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Image credit: Football NSW

The workshop focused on sharing knowledge and insights regarding player development, bringing together more than 120 coaches from across NSW with those from Tottenham Hotspur.

 

Experience, insight and education

Valentine Sports Park hosted the Continuing Professional Development (CPD) workshop, uniting Football NSW coaches and members of Tottenham Hotspur’s coaching staff to encourage discussion and learning opportunities about player development.

Tottenham’s player development pathway – from the academy to the first team – has produced some of the most respected names in Premier League history, including Harry Kane and Ledley King.

Under the leadership and guidance of Tottenham Hotspur Player & Coach Pathway Co-ordinator (and UEFA A Licence Coach), Jimmy Martin, as well as members of Tottenham’s coaching staff, Shannon Maloney, Kevin Moffatt and Tyler Blackwood, the workshop was a unique opportunity to learn from some of the most experienced coaches in the game.

“Coach education is a vital part of developing football across NSW, and having more than 120 coaches attend this workshop highlights the appetite within our football community to continue learning and improving,” explained Football NSW Head of Football, Edward Ferguson.

Ferguson continued to outline the value of learning from an organisation like Tottenham Hotspur, a team who have helped grow some of the game’s most exceptional talents. The lessons taken will consequently help to inform future approaches to coaching in NSW.

“The focus remains on creating better learning environments for players, encouraging decision-making, creativity and long-term development.”

What the workshop involved

The workshop encouraged coaches to dive into all aspects of player development: the technical, tactical, physical and mental aspects which contribute to the English academy setup.

Furthermore, Maloney, Moffatt and Blackwood – all of whom helped deliver a practical session for attendees – showed how a club’s playing identity can work alongside challenging training environments for players.

Game understanding, creative problem-solving and technical proficiency underpinned the main themes driving the workshop. In an age where individual expression on the pitch appears a dying art, Tottenham Hotspur coaches remain committed to encouraging players to feel confident adapating to a range of in-game scenarios.

Football NSW coaches were also able to attend a Q&A session with King, who spoke about his playing experiences for both club and country.

 

Final thoughts

As Australia continues to nurture the current and upcming generations of talented footballers, workshops such as this are a vital, fundamental part of the journey.

The fastest way to be among the best is to learn from them. The aim now is for Football NSW coaches to take the lessons learned, and apply them to football development in their own academies and teams across the state.

Why the A-League’s collective bargaining negotiations matter

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Image Credit: A-Leagues

The Australian Professional Leagues (APL) and Professional Footballers Australia (PFA) remain at odds over a new collective bargaining agreement (CBA), with players recently rejecting the league’s latest proposal ahead of the new A-League season.

The APL has made financial sustainability its priority in CBA negotiations. After several challenging years, the league is looking to keep club costs under control while still offering a slight increase to salary caps and minimum wages. It’s a cautious approach designed to give clubs greater financial certainty.

The PFA believes caution alone won’t grow the game.

The PFA has rejected the proposal, arguing it does not go far enough to support the long-term growth of the game. The players’ union says greater investment is needed if the A-Leagues are to remain competitive, retain talent and increase their commercial value.

These negotiations are taking place at an important time for Australian football.

Australian football has become increasingly successful at producing players for Europe and Asia, but that success comes with a trade-off. Clubs often lose their best talent, with the A-Leagues providing an ideal platform for players to showcase their ability. However, rather than being the final destination, it has increasingly become a stepping stone to bigger opportunities abroad.

While this pathway has produced a large share of the next generation of Socceroos and Matildas, it has also left A-League clubs in a constant cycle of rebuilding, with success on the pitch often followed by the departure of their brightest stars. As a result, player recruitment and retention have become central issues in discussions about the long-term growth of the domestic game.

The issue of player retention was also highlighted this week by Matildas captain Sam Kerr.

Kerr said many Australian players would consider returning to the A-League Women if the league offered stronger professional conditions and salaries. While her comments weren’t directly about the CBA, they highlighted the same issue confronting the men’s and women’s competitions alike.

With negotiations stalling, the outcome of the CBA is likely to shape not only player conditions, but also the financial framework and competitive direction of the A-Leagues for years to come.

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