What Makes a Great Football Club Manager and How to Become One

I’ve always been fascinated by what separates a good football manager from a truly great one. Over the years, whether watching from the stands or analyzing game footage, I’ve noticed that the best managers share a certain set of qualities—qualities that aren’t just about tactics, but about resilience, endurance, and relentless forward momentum. It reminds me of something I once heard in a completely different context—a fighter describing his opponent before a match: “He’s a grinder, he’s tough, he’s got excellent endurance, and he just keeps pushing forward, and those are the things that I’m looking out for entering this fight.” That statement, while from the world of combat sports, captures the essence of elite football management perfectly. In this article, I’ll break down what I believe makes a great football club manager and share some thoughts on how you can develop the skills to become one yourself.

Let’s start with the mental side of things. In my view, the ability to grind through tough periods is non-negotiable. I’ve seen managers who shine when things are going well but crumble under the slightest pressure. The great ones, though—think of figures like Sir Alex Ferguson or modern leaders like Jürgen Klopp—they embrace the grind. They work insane hours, often clocking in 70–80 hours per week during the season, and maintain focus even when injuries pile up or results don’t go their way. This toughness isn’t about shouting or being authoritarian; it’s about emotional stability and making clear-headed decisions when everyone else is panicking. I remember speaking with a Championship-level coach who told me that during a relegation battle, he slept at the training ground for three days straight just to analyze opposition weaknesses. That’s the kind of dedication I’m talking about—the willingness to do whatever it takes, even when it’s uncomfortable.

Then there’s endurance, both physical and mental. A football season is a marathon, not a sprint. In the English Premier League, for example, managers navigate through 38 league matches, plus domestic cups and sometimes European competitions. That’s over 50 games in a single season if you’re successful. The best managers build not just their squads but their own stamina to handle that load. They manage their energy, delegate where possible, and maintain peak performance from August to May. Personally, I believe this is where many up-and-coming managers falter—they burn out because they haven’t built the habits to sustain high performance. I’ve always advised young coaches to focus on their health: sleep 7–8 hours a night, exercise regularly, and find time to switch off. It might sound simple, but I’ve seen data suggesting that managers who prioritize their well-being have a 15–20% higher chance of lasting more than three years at a top club.

But let’s not forget the “pushing forward” part. Football is evolving faster than ever, with new technologies like AI-powered match analysis and sports science innovations changing how teams prepare. A great manager doesn’t just adapt; they drive progress. Take, for instance, the use of expected goals (xG) metrics. When this stat emerged around 2012, many old-school managers dismissed it. But the forward-thinkers—like Pep Guardiola—integrated it into their decision-making, and it’s now a standard tool. I’ll admit, I’m a bit of a stats nerd myself. I love digging into pass completion rates in the final third or high-press success percentages. It’s not about replacing intuition; it’s about enhancing it. If you’re aiming to become a manager, my advice is to stay curious. Enroll in online courses, attend workshops, and maybe even learn from other industries. I once spent a week with a tech startup CEO, and the lessons on agile management transformed how I approach in-game adjustments.

Of course, man-management is another critical piece. I’ve always believed that connecting with players on a human level is what separates decent managers from legendary ones. It’s not just about tactics on a whiteboard; it’s about understanding personalities, motivations, and even the personal struggles your players might be facing. I remember a League Two manager I worked with who made it a point to have one-on-one coffee meetings with every player each month. His team consistently overperformed because the players felt valued and understood. In contrast, I’ve seen talented managers fail because they treated players like chess pieces. My preference? Be firm but fair. Set clear expectations, but also listen. And don’t be afraid to show vulnerability—it builds trust. For example, if you make a tactical error, own up to it. In my experience, that honesty can turn a struggling squad into a cohesive unit.

So, how do you actually become a great football manager? It starts with building a diverse foundation. Get your coaching badges early—the UEFA Pro License is essential for top-tier roles, but don’t stop there. Gain experience in different roles: assistant coach, youth team manager, even scouting. I spent two years as a scout before moving into coaching, and it gave me a unique perspective on player recruitment that I still use today. Networking is also huge. Around 40% of managerial appointments in Europe’s top five leagues come through personal connections, so build relationships, attend conferences, and don’t be shy about reaching out to people you admire. Finally, develop your philosophy. What kind of football do you believe in? Are you a high-press evangelist or a possession-based purist? Whatever it is, refine it, and be able to articulate it clearly. When I interview candidates for coaching roles, I always ask about their core philosophy—it tells me everything I need to know.

In conclusion, becoming a great football manager is about blending the grit of a grinder with the vision of a pioneer. It’s about toughness that withstands crises, endurance that lasts the season, and a forward-pushing mentality that embraces innovation. From my perspective, the journey is as rewarding as the destination. There will be setbacks—maybe a sacking or a painful loss—but each one teaches you something. If you’re willing to put in the work, stay resilient, and keep learning, you’ll not only survive in this profession but thrive. And who knows? Maybe one day, I’ll be reading about your success story.