Lessons from the Sharp End of Management
18 Jun 04

Football is the setting for one of the purest forms of management - and the most transparent. In an age when club football is more of a business than ever before, suddenly it seems business is getting more and more like football: when talent is at a premium, the ability to attract and retain the very best people - and get the most out of them individually and collectively - is of paramount importance. What better time to learn the lessons from the very best - and worst - of the ultimate man management game.

Professor Chris Brady took time out of his busy schedule to chat to Pearson Education about the thinking behind the second edition of the bestselling 90 minute manager.

Q. What research was involved in writing this book?

A. Myself and my co-author, David Bolchover, carried out extensive research with both business managers and football managers. We also consulted with management consultants and HR managers. We spoke about the role of the manager and the importance of the team and drew qualitative results.

Myself and David have a vast amount of both management and football experience between us so we also utilised this for our research.

Q. What do you see as the key issues facing managers today?

A. Managers face a tough job in today’s market place but I believe that the top three are:

Top quality selection – getting the right person for the right role.
Lack of time to devote to actually managing.
Lack of a general focus on the importance of management.

Q. What advice do you offer in the 90 Minute Manager book which could help ease these issues.

A. To treat management as a profession and to acknowledge its significance. If managing a company’s primary asset – people, is not managed correctly then morale and motivation can decrease and the whole company can adversely be affected. Managers need to recognise that a huge part of managing is creating an environment which people feel comfortable working in.

Q. What three things can the 90 Minute Manager offer an experienced manager?

A. Managing is a continuous learning experience so no manager can ever stop gaining knowledge. The three prominent benefits for experienced managers are:

1. Thinking about the management function in an analytical way
2. Understanding the dynamics of a team
3. Understanding the role of a manager

Q. Can you tell me a little about the management model you work to in the 90 Minute Manager?

A. Management is not as clear cut to be able to say ‘here, do it like this’. The 90 Minute Manager uses case studies throughout the book which show certain scenarios and how great managers have dealt with situations. People can then use these case studies to help their situation dependent upon who they work with, the size of the organisation, their level of input, etc. Using the ‘this is how great managers deal with it’ is often the best way to guide people into thinking in ways which they may never have considered.

Q. Why did you come up with the idea of a management book based on football?

A. People can relate to football so using this comparison would work for the vast majority of people – whether they are new to management or an experienced manager. The nature of a management role is one which continuously needs developing, it can certainly offer a steep learning curve.

Myself and David have spent our lives in both football and management. David is a massive fan and I have coached throughout my life. Due to this experience combined with our management experience we are able to make examples of business and football.

Q. What traits do you think make a great manager?

A. They have what we call a ‘need to lead’. This means that they want to be in charge. This is absolute fact. They are usually obsessive, emotionally very intelligent and usually workaholics. They are hungry to learn.

Q. Do you think that management is something which can be learned if someone does not naturally have these traits?

A. No, they are highly unlikely to be able to change to become a successful manager. Particularly, to reach the drive and ambition for success which natural managers have.

Q. What do you think managers can do to get the best from people?

A. The most effective way to optimise output of capable employees is to create an environment which they are comfortable working in. This means that they will be happy to ask for someone’s help or offer it if need be.

The 90 Minute Manager, published by Financial Times Prentice Hall in May 2004. For further information or to purchase click here. Buy from Pearson-books.com before 31st July 2004 to receive a 10% discount off the RRP of £14.99

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