Leadership, management and coaching

[Half fan]

This is an attempt to answer the increasingly asked question:"what on earth keeps going wrong at Derby County"?

I guess none of us have played for Derby County, but many of us have worked in, and been employed, by sizeable commercial organisations of which DCFC is one such.  So let's try empathising with the players to understand what keeps going wrong at DCFC.

1. Leadership.

The Chairman and Chief Executive of an organisation have to be seen constantly by all the stakeholders, united as a pair, and singing off the same hymn sheet. Although they have different roles, they have to paint the same aspirational but tangible vision of where the organisation is going (objective) and how it intends to get there (strategy). And they have to command respect for the wisdom and consistency of the high level decisions they make to deal with the inevitable obstacles and problems that crop up along the way

Here we have our first set of failings. How many of the above requirements have been met by Mel and Sam? I suggest none of them. I only need to select "the Derby Way" which was incomprehensible at the time; Mel bursting into the dressing room; Mel and Sam appointing Clement as a coup and then sacking him when - good heavens - we lost some games; Mel firing Steve and then re-appointing him; Mel being too visible and then invisible; Sam's role being shrunk such that he no longer wrote to season-ticket holders. The excellence of the facilities can never compensate when the leaders lose respect -  and I suspect the players have little confidence in the leadership. Worse still, the leadership has raised expectations - and then demonstrated uttter incapability to achieve them.

2. Management.

Despite the failings of the leaders, a good manager can sometimes succeed: "never mind those .......s up there lads, this is how we will win the league". Clough Senior v. Longson comes to mind as short-term proof of this possibility. So how would we employees judge the management? In a football context, the ability to select tactics and formations which are tailored to beating the competition; a track record of picking new employees who we admire and respect and want to have alongside us in the trenches; a fitness and health regime which minimises absence for sick leave; an ability to cope when - good heavens - injuries do occur; the nous to put round pegs in round holes; and a persona which clobbers us when we deserve it, consoles us when we need help, and fights our battles with the media and the outside world. 

Here we have our second set of failings. How many of these requirements have Mel and Sam's Managers met? I suggest none of them. I only need to select Pearson and now Steve using formations which for many reasons lose games; Steve recruiting Mascarell and then 'fairy' De Sart for the same role and the same results; Steve joking with Hughton when Hughton's lot are humiliating us - humiliating in itself; Steve playing people out of position and in different postions; players passing sideways or to players who are standing still (whereas Brighton passed to players who were on the run who then passed to another player who was running through us). To list but a few failings.

3. Coaching.

I suggest this differs from management (structure and staffing) by its focus on motivation, enjoyment, job satisfaction, self-confidence, discipline, teamwork, hard work; time-keeping, attitude, and the technical skills and experience employees need for them to be the best and at their best.

If leadership and management are failing, the scope for good coaching to succeed is limited. So although Steve is allegedly a good coach, his own obvious failings as a manager coupled with the absence of a Jim Smith or Ferguson which allowed his coaching to blossom, negate his coaching expertise.

So in a nutshell, I suggest that if we were employed under DCFC's current leadership and management in our own organisations, we too would perform poorly and slide downhill week by week to the low of last night. We'd be wondering when we get acquired or the Receiver walks in.

Sorry to be so gloomy but business schools do say that correctly analysing the problem is half the solution.

I have no idea who is going to provide the other half!

 

[Half fan]

No one's replied to my topic, but lots of subsequent comments on other threads bolster my analysis and conclusions above.

And having defined the problems, I now have a solution which answers all of the problems. Here goes.

What if for five years, Mel was to lend DCFC to Ben Robinson and Ben Robinson was to lend Burton to Mel?!

In other words, they swopped clubs as Chairmen.Think what this would achieve to solve the problems I have listed.

1. Leadership.Mr Robinson is a proven and respected Chairman of a football club. He has achieved progress which is almost unbelievable. His track record has none of the failings of novice Mel's. QED.

2. Management. Mr Robinson  has selected Messrs Clough, Rowett and Hasselbaink. All three agreed to work for him because of his track record of providing the environment in which they could prosper. All three retained their respect and admiration of him when they left to join bigger clubs because of what they achieved at Burton under his leadership.QED.

3. Coaching. All three improved the teams they led, because the leadership and management facilitated the coaching. QED.

Of course, this swop would never happen! Why not? Because Mel wouldn't want his ego punctured by his successor being a competent Chairman; and Mr Robinson wouldn't want his 'baby' ruined by Mel's faulty leadership.

Which powerfully makes my case, does it not?

Of course, Mr Robinson may well take all five years to get us to the Premiership. Oh dear, how awful. Er, how many years exactly is it since we were in the Premier League despite a succession of Chairmen?

So this is the test for Mel. He's a fan, above all, so he wants his club to be promoted. And if he is as good a businessman as we like to think, he knows the key is to appoint people who are better than himself.

I feel a song coming on:

"And here's to you, Mr. Robinson / Rams' fans love you more than you will know / Wo wo wo / God bless you, please, Mr. Robinson / The Premier League holds a place for those ..." etc etc.

 

[ram1964]

Interesting  analysis, but if business ethics could be so easily applied and adhered too,every football club would be successful. Each and every club and business has an identity generally personified by its owner or manager which creates an image .Mels image is one of ambition,structured success by continual investment with a no nonsense approach to failure or mediocrity. Patience certainly not a virtue but that is some thing most fans dont have.Our expectations at present considering everything is that we should be competing,playing attractive football and achieving results. Are we wrong?if so ,so is Mel.

[LesterRam]

I don't understand the blaming of the owners, we have had some truly shocking custodians of this great club and excelled, we have had huge financial investment in both playing staff and also with our category A moor farm training facilities, we spent £8m on Vydra and supported a lacklustre manager that performed admirably at previous clubs and was given everything to achieve our ultimate goal of promotion but ultimately failed, poor old Clough had next to nothing to spend and no pressure was exerted on the yanks, am I missing something?

[Guest]

2 hours ago, LesterRam said:

I don't understand the blaming of the owners, we have had some truly shocking custodians of this great club and excelled, we have had huge financial investment in both playing staff and also with our category A moor farm training facilities, we spent £8m on Vydra and supported a lacklustre manager that performed admirably at previous clubs and was given everything to achieve our ultimate goal of promotion but ultimately failed, poor old Clough had next to nothing to spend and no pressure was exerted on the yanks, am I missing something?

....yep, the power of expectation