The management lessons from football

SQUINT DURING the final of the European football championships and it was possible to imagine that two corporate executives were at work on the touchline. One was the sharply dressed Roberto Mancini, manager of Italy, who was often shown angrily gesticulating at his team. His rival Gareth Southgate, the England manager, was also dressed in a suit but had a much calmer demeanour, often pausing to consult his colleagues.The two represent different styles of football management. Mr Mancini has a domineering approach, akin to that of Sir Alex Ferguson, the former manager of Manchester United, who was famous for getting so close to his players that a tirade became known as the “hairdryer treatment”. Mr Southgate is a more emollient and inclusive character. During the tournament he took the time to praise the efforts of some of the reserve members of the squad who never made it on to the pitch. Like many a modern executive, Mr Southgate was promoted from within, managing the England under-21 squad before becoming coach of the senior team. The result was that he had a strong and lasting connection with many of the players.