In my latest recording with Pat Nevin we discussed the different management styles that he has encountered throughout his career through playing, working as CEO at Motherwell FC and his time in the media.
Pat describes one of his first football coaches that he had when he was 16 years old who nearly made him give up on the game.
He explains that this coach “made my life an absolute misery” through his ‘old school’ coaching style which involved shouting and balling at a very young Pat Nevin.
So you can imagine Pat’s surprise at the end of the season, at the Player of the Year awards for his boys club, it was Pat who scooped the main ‘Player of the Year’ prize as picked by his coach.
Recognising Pat’s confusion, the coach explained to him the he believed that Pat was going to go on and have a phenomenal career in football.
He explained that he only shouts at the good players and that there’s no point in shouting at the players who can’t play.
“You are going to come across some people who are going to shout and scream and make your life misery, and you will cope with everything because of what I’ve just put you through. And that’s why I did it.”
Pat reflects on moments when he did encounter those people his youth coached had prepared him for, including the late great Scotland and Celtic manager Jock Stein, and Pat recalls that “it was water off a duck’s back”.
It’s important to point out here that Pat is very quick to highlight that this particular style of coaching and leading is very ‘old school’ and for some people this method will not work.
It was a method of its time back then.
There won’t be many books, papers or manuals written where this particular method is recommended in any form of coaching, particularly with younger adults or children.
But this helped Pat and he’s still extremely grateful for that coaching.
He goes on to discuss that when a player, athlete or person knows that despite the different styles people adopt, as long as they know that there is care and concern for their welfare at the centre of every interaction, then that is what makes the difference between being hard on someone for positive results and being hard on someone for the sake of it.
From here, we moved the conversation on to the importance of managers, coaches and leaders fully understanding the people they are working with as individuals in order to get communicate with them and get the best results.
https://www.howyousayit.co.uk/wp-content/uploads/2024/02/PODCAST.png10801080howyouhttps://www.howyousayit.co.uk/wp-content/uploads/2023/03/logo-1.pnghowyou2024-02-13 17:21:072024-02-14 21:35:27Pat Nevin – “You have to know that underneath the person really cares…”
In 2020, Toulouse were bought over by RedBird Capital while they were languishing in the second tier of the French Football leagues. They brought in Damien Comolli and appointed him Chairman and Sporting Director.
Damien’s previous roles included Director of Football at Tottenham, Liverpool, Fenerbache and St Etienne.
In this interview, the host of The Training Ground Guru – Simon Austin dives into the challenges Damien faced coming into a football club and what he had to do to turn the club around. They discuss the importance and massive use of data, how Toulouse have changed the traditional structure of a football club and the huge work that Damien and his team did surrounding culture and identity.
The big takeaway for me and the reason I wanted to write about this podcast episode was the discussion on culture and strategy. This was put at the top of the priority list by Damien in order to create the best environment for success at Toulouse FC.
What is the culture, identity and DNA?
Damien spent weeks meeting and speaking to as many people as he could to find out exactly what the culture and DNA of Toulouse FC was. Meetings with current and former players, staff, volunteers, fan groups and local politicians. He wanted to know about the relationship between the club and the city. He even went to lengths to find out the sociology of the supporter and the people who lived in the surrounding areas to get as clear a picture as possible what the club meant to the people of Toulouse.
It became clear that the club was completely isolated in the city and the relationship was disjointed. Largely due to a lack of communication and engagement.
The first step Toulouse FC took was to reach out to supporters groups and even non-supporters within the city. They discovered that Toulouse has a large population of students, so they met with the largest student unions and asked one straightforward question: “What do you want us to do for you to come to the stadium?”
Tou-lose to Tou-win
He began his mission by reaching out to people who worked, had worked, or volunteered with the club. By asking this one question; “What does this football club mean to you?”. The answer was a play on words – ‘Tou-lose.’
This simple insight became the catalyst for the club’s rebranding efforts. Damien knew that to make the club more appealing to fans and the wider community, he had to tap into what Toulouse meant to them. By asking a simple question and listening to the answers, Damien was able to uncover a unique insight that became the foundation for the club’s new identity. The next challenge was to change ‘Tou-lose’ to ‘Tou-win’.
What stood out about Damien’s approach was that he recognised that he couldn’t simply implement the culture he or RedBird Capital wanted at the club. He knew that to create a winning culture, the staff had to be empowered to drive change. The key to success, he realised, was to create working groups that each had their own topics to work on.
The message was clear: “We are here, how do you think we get to where we all want to be?” By allowing the staff to take ownership of the changes they wanted to see, Damien and his team were able to create a culture that was both sustainable and successful.
They needed to create an environment where everyone felt safe to take risks and try new things. To achieve this, they reached out to their staff to ask what they wanted in terms of feedback and performance management.
The club recognised that in order to achieve success, they needed to put culture and identity at the forefront of everything they did. This meant selecting managers and coaches based on how they would fit with the club’s playing style and culture, and screening players before signing to ensure they were a good fit for the team.
In addition, the club provided full inductions on the culture of the club to all new players, ensuring that everyone was on the same page from day one. This allowed the team to work together more cohesively, with everyone fully committed to the club’s values and goals.
But it wasn’t just the playing staff that were expected to embrace the culture of the club. Non-playing staff and volunteers were also expected to work within the culture that was set and owned by everyone. This created a sense of ownership and unity across the entire football club.
“It is the staff’s responsibility to safeguard the club’s culture and identity”
Culture breeds success
This new approach wasn’t an instant success, but it did pay off in the long run. After missing out on promotion in controversial circumstances in the 2020/21 season play-offs, Toulouse FC won League 2 in record-breaking style, scoring the most goals ever scored in the league, having the top passers and goalscorer in the league, and six players nominated in the Team of the Year. These impressive achievements were not just down to individual talent, but to the team’s commitment to their culture and identity.
Damien Comolli is quick to point out that this is still very much a ‘work in progress’ project when it comes to the culture at Toulouse. And he spends a lot of time in this interview discussing the importance of data and how they have transformed their use of data in all aspects of the football club. He talks about his time as Director of Football in the UK and how the culture in the UK at the time wasn’t ready for this role. He is also very open about times where he hasn’t had success and been through harder times and what he did to get back on track.
I found this interview fascinating. So many groups and organisations can learn from the Toulouse FC model of making culture and identity one of the top strategic goals for success. By engaging and communicating with the local fan groups and communities within the city, Toulouse have created a synced purpose and identity for the club and the fans. Internally, the culture was set and is owned by the staff. They have created a space that allows them to be adventurous and not be scared to fail. Players at all levels and ages buy-in to the clubs ethos, DNA and culture and success is clear to see.
After this interview with The Training Ground Guru, I will be keeping a much closer eye on Toulouse FC from now on.
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