How not to be Brian Clough

Brian Clough, the former Derby, Leeds United and Nottingham Forrest manager was famously nicknamed ‘Old Bighead’ and never resented it. Replying to a journalist who enquired how he ranked himself as a manager, he said “I wouldn’t say I was the best manager in the business. But I was in the top one”.

Clough commanded respect whilst he was a winning manager but was derided when his career ended in ignominy.

Conversely, one of the most progressive, radical and reforming Prime Ministers of the UK, Clement Attlee is best remembered for Churchill’s chilling put-down, “Mr Attlee is a very modest man. Indeed he has much to be modest about.” He went from leading the Labour party to a landslide victory in the UK General Election in 1945 to losing to a more unpopular Conservative party in 1951.

Treading the line between these two extremes is fraught. Upon hearing that a high profile club manager has moved on, many members will sigh with relief, publicly stating that “At last we can get our club back”.

The quietly effective managers, eschewing any public profile and rightly allocating success to the staff and volunteers are seen as weak leaders.

Sharing credit for one’s contribution to the success of a club is essential for fostering a positive work environment, building trust among team members, and promoting collaboration. As a club manager, here are some strategies to effectively share credit and acknowledge the contributions of others:

1. Acknowledge individual efforts publicly

During meetings, events, or club gatherings, take the time to recognise and publicly acknowledge the specific contributions and achievements of individual team members. Highlight their efforts, skills, and dedication, and express gratitude for their valuable input.

2. Celebrate team success

When the club achieves significant milestones or successes, attribute the accomplishments to the collective efforts of the team. Emphasise that it was a team effort and give credit to everyone involved, including staff, volunteers, and members. Avoid singling out one or a few individuals as the sole reason for success.

3. Showcase team achievements

Use various communication channels, such as the club’s website, newsletters, and social media, to showcase the achievements of the entire team. Highlighting team efforts and successes publicly reinforces the culture of collaboration and teamwork within the club.

4. Ensure the Board/Committee reward success

Ensure that the staff are financially rewarded for their efforts. Argue for a discretionary budget to be able to buy a gift for anyone who has achieved a personal professional qualification.

5. Parking space

If you have one, get rid of it.

The challenge is how to do this and at the same time draw attention to your part in the success.

There is an expression in Scotland that describes someone with an over-confidence in their own abilities that translates as “Give the ball to me, I’m brilliant”. This description of the unpopular kid who screams for the ball to be passed to them in a kickabout remains relevant for the adult who claims to be an expert in everything.

It is important therefore to find a way of enhancing your profile and be regarded as a competent administrator who has the wit of Churchill, the bravado of Trump and the modesty of Mandela. In truth this is impossible but certain strategies can help.

1. Find a differentiator

It may be that you are naturally talented at sports. Don’t underestimate the authority this provides and make sure that you are recognised as such. Similarly, you may be a great public speaker, or a fantastic data analyst. Wherever your talents lie, make every effort for this to be recognised.

2. Catalogue success

The club manager’s HR file can often contain the least amount of information. Setting goals with your Board/Committee and agreeing success factors that are subsequently recorded will prove to be invaluable when an agitator wants a change of leadership.

3. Minutes of meetings

Find an ally in the Board/Committee and make sure that your contributions are recorded, even if you are responsible for taking the minutes. A friendly member can be primed to state, “I want the minutes to record that the club manager deserves congratulations for...”

4. Use the network

CMAE can enable the most impressive industry network that can provide benchmarking, reciprocals and insights. There are very, very few club managers in the CMAE family who will not do their utmost to help a fellow manager. Make the effort to introduce your President to the Board members of other clubs. They are always amazed that club problems are universal.

5. Be excellent

Unfortunately, you have to be excellent to survive. And to be excellent, you have to know what excellence is and how to be excellent. CMAE can help with that.