<\/p>\n
He argues such structures are now necessary as a head coach “neither has the time nor, in many cases, the specialist expertise to manage complex player contracts, oversee global scouting networks, or run sophisticated data operations”.<\/p>\n
And while some fans believe being a head coach rather than a manager brings a reduced work load, the 55-year-old says “the opposite is true” given “larger squads, bigger backroom teams, far greater analytical demands and ever-increasing media and commercial obligations”.<\/p>\n
“The complexity of managing modern-day players (many of whom are effectively individual brands), alongside the financial stakes for clubs and the relentless scrutiny of both traditional and social media, and you have a significant melting pot of problems and pressure,” he added.<\/p>\n
“My belief is that we should embrace a modernised version of the traditional manager, where we recognise the people they lead, manage and coach.<\/p>\n
“As I once said to my bosses at England: players are not magnets on a tactics board that can simply be moved around.<\/p>\n
“They are human beings. And managing that reality is at the heart of modern football leadership.”<\/p>\n
But Southgate, who was in charge of Middlesbrough and England Under-21s before managing England from 2016 to 2024, acknowleged the different titles have led to a “subtle, sometimes unintentional, shift in power and status” – and that he “insisted on changing the title to manager” when he was offered the role of England head coach.<\/p>\n
He said that was necessary in order to reflect the “authority, influence and control” he would need in the role.<\/p>\n<\/div>\n
#Football #managers #authority #eroded #Sir #Gareth #Southgate<\/p>\n","protected":false},"excerpt":{"rendered":"
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