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Karl
Senior Member
USA
914 Posts |
 Posted - Oct 09 2002 : 10:41:29 AM
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Bolton - Big Sam
Sam's Vision - Part One
SAM Allardyce has a vision -- that he will leave a legacy at Bolton Wanderers that will stand as a testament to his tenure as manager.
Three years into the job, he is still striving to establish the club as a force in the Premiership but his open-minded, forward-thinking approach is setting standards that are the envy of football. Here, in the first of a five-part series, GORDON SHARROCK gives an insight into Big Sam's revolution
The appliance of science
SAM Allardyce picked a winner when he read the works of a certain Dr Robert Haas, whose advice on diet and nutrition helped Martina Navratilova play her way to the top of the world tennis rankings.
The book was Eat to Win, which gained a reputation as the sports nutrition "bible", and it changed Big Sam's approach to personal fitness -- and not just his eating habits. The only trouble was that he was already 28 and, having been brought up in the old fashioned ways (pre-match meals of fillet steak, training runs that ended with players throwing up) he discovered the appliance of science too late to make it really count.
But he has made up for it since.
Today he is one of the most 'switched-on' managers in football. In his three years at the Reebok he has assembled a backroom staff that boasts as many degrees, as many 'ologists' and as much scientific expertise as any club in the Premiership . . . and then some.
Because, although the old Wanderers' centre-half retains many of the old-school values of honesty, commitment and a mental strength to match any of his physical attributes, he is famously receptive to new ideas and developments. He was not the first top flight manager to employ a sports psychologist, but he broke new ground when he signed one up on a full-time
'24:7' basis.
Now, prompted by Mark Taylor -- his trusted head of science and medicine -- he employs doctors, sports scientists, nutritionists, dieticians, a chiropractor and has recently recruited a doctor of Oriental medicine to complement his conventional medical staff. Now he is considering adding meditation to the growing list of specialist services on offer to his highly-paid Premiership stars.
When he arrived in October 1999, Allardyce inherited a backroom team of seven; now his support staff is fast-approaching 40 -- and he is still building.
"We couldn't afford to buy players," he recalls of his early days in the job, "in fact we were forced to sell them. But there was one thing I was determined to get right and that was the support service we provided for the players.
"And the only way I could do that properly was to cover every department with the best people I could find, then bring them all together, not only performing as individuals but importantly as a team. The team spirit on the field had to be matched by a team spirit among the back-up staff.
"The experts had to be excellent at what they did but they also had to fit into the Sam Allardyce mode. We have to get on, irrespective of qualifications and degrees."
Now the boast is that, although they cannot compete with the high-rollers at the top end of the transfer market, the players they do sign -- World Cup winners and academy recruits alike -- will want for nothing. If there is a service not on the list, Wanderers will do what they can to provide it.
"I'd have loved all this in my day," Allardyce says, mulling over missed opportunities. "I played my last league game as player-caretaker-manager at Preston when I was 38 but I would certainly have played at a higher level for longer. I'd be a lot richer now and I might not have needed to stay in the game because when I finished playing I still had to pay the mortgage and
provide for my family."
Although Allardyce is receptive and pioneering in his approach, he does not suffer fools. There have been many whose ideas have been deemed unsuitable.
"It is trial and error," he explains. "There have been quite a few people who have been here and gone and we have never talked about them. They have turned out to be not what we were looking for.
"But Oriental medicine is an avenue of prevention and cure that we are going down now and I believe it's an important area to move into. It can play a huge part in everybody's life -- and not just in the Far East but in the Western world."
Allardyce has benefited himself from sessions with Jon Brazier -- the Lytham-based doctor of Oriental medicine who has been attached to Wanderers for almost 10 months. But he does not force such unconventional methods on his players and there is not the slightest hint that anyone who rejects it will be looked on any less favourably, as was the suggestion when Glenn Hoddle controversially employed Eileen Drury and her so-called 'mind games' when he was England manager.
"Everybody can try it and those who don't think it works for them don't bother again," he explains. "Those who think it works have a great deal of faith in him and get a lot out of his sessions. We haven't touched on meditation yet but I know Willie Donachie (Sheffield Wednesday's assistant manager) believes in it and it is something we might get into a some stage."
Allardyce is still a big believer in the old-fashioned principles of good coaching and man management and likes nothing better than being on the training ground with his players. But he admits that technological aids are proving a big help on the tactical as well as medical front.
"It took me the best part of 18 months to get computers into this club, but now, if you come and watch the staff, nearly everybody is tapping away on their laptops, logging their information onto our database, which is hugely important to us. We log everything: the medical, the physical, the psychological, the technical and the tactical. We record how we handle various situations -- a game, for instance; if we won it, what did we do by way of preparation?"
Prozone -- the computerised match analysis system -- has become an essential coaching aid and, coupled with the expertise of Professor Paul Balsom, exercise physiologist and match analyst of the Swedish national team who is a consultant at the Reebok, offers precision assessments of performances. "Today, players will rarely sit through a full video of a game," Allardyce adds. "But Paul and our Prozone lad will come up with specific clips and hit you between the eyes with them. Sometimes a 25-minute session with them can be as good as you could get on the training ground.
"They are powerful tools and we must use them -- not just on a negative basis but positively too. We don't want players frightened of them, we want them to use these tools to improve themselves."
The transfer of knowledge is not a one-way street though. Allardyce claims the specialists have learned much from working at the Reebok.
"Paul Balsom is a major asset but I have no qualms about blowing my own trumpet and saying Advance (the Preston-based company that has seconded psychologist Mike Forde to the Reebok) have learned as much from us as we have learned from them and I know working with us has been a real eye-opener for Paul. "All of a sudden, after the meticulous planning he has been able to do over a couple of months for an international game, he's been confronted with the day to day ferocity of the Premier League with its training schedules and pressures.
"If I need something for 2 o'clock, I have to have it for 2 o'clock! But he's adjusting.
"Everyone is always doing something here and, for me, it is a great sign that I have to insist on my staff taking time off.
"You are onto a winner when you have to force them to take a break.
"That shows their dedication and their commitment and justifies my claim that they are the hub and the catalyst of this club's success."
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..........Sam's Vision - Part Two
Old heads, new ideas
IN the second in our five-part series examining the way Sam Allardyce is changing the face of Bolton Wanderers, GORDON SHARROCK talks to Mark Taylor, who arrived at the Reebok two years ago as club physio and is now head of sports science and medicine, running a department that boasts expertise that is the equal of any club in the Premiership.
MARK Taylor apologises in advance for sounding arrogant but has no hesitation in proclaiming: "We feel we are better than anyone!"
Wanderers may be struggling to establish themselves as a Premiership force on the field but it is for the very reason that they find it difficult to compete with the elite that they believe it is essential their backroom team is top of the league.
"It's no good us trying to compete with Arsenal and Manchester United," Taylor explains. "They just go out and buy the best players. What we have to do is make sure that the players we get are provided with the best support that is available."
And in the ever-changing world of science, medicine and technology that means constantly staying ahead of the game.
So it is just as well that Sam AIlardyce is as forward-thinking and open-minded as any of the experts on Taylor's team of doctors, professors, technicians and coaches.
And provided it passes the acid test - "it has to be safe and it has to be effective" - he is prepared to try anything.
It comes as a surprise to some who have pigeon-holed "Big Sam" the centre-half, whose uncompromising performances made him a favourite at Burnden Park and are unaware of his unquenchable thirst for information and his willingness to embrace philosophies and innovations way beyond the limits of the average football manager.
But not a surprise to Taylor, who worked with him at Blackpool in the mid-90s when he first showed his interest in the appliance of science.
"We set up a really simple database but we were able to keep track of injuries and it's gone on from there," says the former Hartlepool, Blackpool and Wrexham midfielder who took up physiotherapy when his career was ended by a knee injury and is now one of the most qualified ex-players in physiotherapy.
"I took it to Blackburn, Sam took it to Notts County and Browny (Phil Brown was Allardyce's assistant at Bloomfield Road) brought it here to Bolton. We all messed around with it in our own ways and now we are all together again our ideas have expanded to such an extent that what started as a simple database is now massive!" Massive and comprehensive. Experts in just about every sport-related science are tapping in data on a daily basis: doctors, nutritionists, dieticians, physiologists, psychologists, chiropractors and fitness coaches.
Every member of the Wanderers' backroom staff is as comfortable at a computer keyboard as he is with a football. We're here to help improve the performance of the players but we're not saying it has a massive effect," Taylor is quick to point out, "around 10 or 15 per cent. But that might just make a difference.
"We employ the best people and offer players the best possible advice and support but we are all subject to 'Sam's Rule'. You can come up with the best argument imaginable for doing something and he'll just say 'No! This is football, nothing to do with science'."
The array of experts - Wanderers believe their support staff hold more degrees than any club in the land - is a far cry from what Taylor inherited when he left Blackburn to team up again with Allardyce and Brown.
"Sam took me down to the training ground and showed me the treatment room," Taylor recalls. "It was like the antiques roadshow. The gym had about three pieces of equipment. So we put together a proposal and we set about getting together the best team we could.
he problem was that we had no money but a lot of the people you see around here work for us on a part-time basis because they want to be associated with us. They know what's going on here. They are getting paid but they are not getting paid as much as they would get at Manchester United. Yet they should be at Manchester United because they are the best people. But I think some clubs are frightened to employ people who might want to take control of things. Not everyone is prepared to employ somebody more intelligent than himself!
"Not that Sam doesn't know what he's talking about. The first time I sat down with him I had just qualified and he asked me harder questions than I got in my exams."
Wanderers have built a reputation for taking science and technology and using their expertise to expand its use.
Players are now accustomed to wearing heart monitors in training but trials of a new hi-tech monitor, similar to the satellite-navigation system on a vehicle have helped Allardyce and his team combine football and fitness work in the same session rather than in two separate sesssions - a boon to the players and the coaching staff.
"We can monitor their fitness down to a tee," Taylor explains, "and we know we are the only club doing it properly because the computer software has been designed specifically for us.
"Now everybody is copying us.
"Last year we had Manchester United, Liverpool, Newcastle and Leeds here at the Reebok for an exhibition because they wanted to see how the system worked. We showed them but we didn't give them all the secrets of course. It's the interpretation of the data that matters - we know how but they'll have to find that out for themselves.
"It's the same with nutrition. All these products are available but if you don't combine them right, they can do more harm than good. Now thanks to Prof Don MacLaren, we are light years ahead of the rest."
Prof MacLaren of Liverpool John Moores University recently joined the Wanderers team as nutritionist and was impressed by the restaurant facilities at the Euxton training ground, where meals are provided for the players containing no more than three per cent fat. Now he is conducting personal nutritional profiles on every player and is currently working on a publication for the Christmas market that will give fans an insight into what the stars eat.
Starting with the academy - players as young as nine being offered the same advice on fitness, diet and development as the international stars - Taylor believes Wanderers will feel the benefit now and in years to come.
"We are starting to get a package together that's going to last us a long time. We're even giving parents advice on what to give their children in the packed lunches they take to school."
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Karl |
Edited by - Karl on Oct 09 2002 10:48:44 AM
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Karl
Senior Member
USA
914 Posts |
Posted - Oct 14 2002 : 07:49:43 AM
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Sam's Vision Parts 4 & 5
Mon Oct 14 03:04:57 2002
62.190.37.200
Sam's Vision - Part Four
The power behind the Wanderers
OUR five-part series examining the changing face of Bolton Wanderers since Sam Allardyce's arrival, today focuses on Phil Gartside -- the chairman who appointed Big Sam. GORDON SHARROCK looks at the pioneering work he has sanctioned in the commercial field
BEHIND every successful manager stands a good chairman. The old marriage analogy, so often applied in business, could not be better illustrated than in the cut and thrust of the football industry.
No appraisal of Sam Allardyce's management can be made without reference to the man who gives him his head and, ultimately, signs the cheques. So it is no surprise to hear Phil Gartside speak of his partnership with the man he brought to the Reebok three years ago.
"In normal business it's important to have a good relationship between your chairman and manager," says the Wanderers' chief, "but in football it is essential. The understanding has to be spot on and Sam and I have a great relationship."
Newly-installed as chairman of the board, he had a good idea what he was getting when he recruited Allardyce in the wake of Colin Todd's departure in the autumn of 1999. As a fan himself, he remembered Big Sam's playing style, but he also knew he had become one of the most innovative managers in football.
And that suited a chairman who refuses to be held back by the twin constraints of tradition and narrow-mindedness, however unusual the idea might be.
The prospect of Juventus being interested in a partnership with Wanderers raised a few eyebrows. But the Italian giants believe they can learn a lot from Gartside and Co in terms of stadium development and merchandising, while Allardyce would love to dip into the Turin club's playing reserves.
Such plans show the chairman's open-minded approach, which he encourages in his staff. "I've always said that if there's anything new they want to try they can do it -- provided they can justify it and make it work," he explains. "You'd like it to make money too but, as long as it's good for the fans or good for the team, we'll give it a go.
"With players' wages as big as they are, spending £10,000 or £20,000 on a promotion like Teamcard is nothing. That can be a week's wages for some players.
"As long as it stacks up from a business point of view, it's worth speculating."
Innovation is not exclusive to the football department.
Commercially, Wanderers have become brand leaders in the last five years since the move to the Reebok -- pioneers in fund raising and widely-acclaimed experts in the field of maximising the earning potential of their stadium, 365 days a year.
When Teamcard was launched a year ago, they became the first professional club in the world to operate a multi-functional 'smart' card - a season ticket and loyalty card combined. Figures released today show that supporters spent £750,000 with Wanderers Teamcard partners (participating local businesses) in the year to October 1 and earned five million loyalty points, equivalent to £50,000 in cash.
Wanderers have profited too, but in addition to financial benefits, Teamcard gives them more information on their supporters than ever before - their lifestyle, spending habits, the turnstile they use and even what time they use it!
They have introduced new ticketing, retail and lottery technology and have set up a customer relationship management system in a bid to improve further their service to supporters.
"Clubs have assumed in the past that fans would remain loyal, no matter how they treat them," commercial director Gareth Moores concedes. "But that is not the way forward. We want to provide a four star service-led business, just like the hotel.
"We do a lot of research to keep us in touch with the supporters' needs with regular focus groups and questionnaires and we constantly monitor our own performance."
Hamstrung by debts in excess of £30 million -- a consequence of the stadium and hotel development -- Wanderers are constantly having to find new ways of generating revenue. If they stood still they might lose the trust of their bankers.
The balance sheet will be the measure of their success on that score.
But an invitation to join 35 of the top clubs in Europe -- Manchester United, Liverpool, Arsenal, Leeds, Chelsea and Newcastle are the other English representatives -- at a workshop on The Commercial World of Football, hosted by the Italian giants Lazio, suggests they are on the right lines.
"The reason we have been invited is because we are seen as having a blueprint for best practice, especially in the area of broadening and diversifying -- building a broad-based business platform.
"It's not necessarily new to clubs in this country. Chelsea have a similar philosophy but the vast majority of the top clubs in Europe, Italy in particular, are way behind us. We are not as big a football club as Real Madrid, Barcelona, Juventus or Inter Milan but in some respects we are light years ahead of them.
"That's demonstrated by the number of clubs who have come to look at what we are doing here. We are held up as an example of how to grow, how to become successful and compete at the highest level."
Standing 11th in the Premiership's commercial league, Wanderers are punching way above their weight with their off-field activities but the table that matters shows that on the field they are struggling to compete with the elite of English football.
But recent expansions, which have turned the Reebok into one of the largest hotel, conference and banqueting businesses in football, 1,300 corporate customers per match day and the development of offices in the North Stand should help cushion the blow -- if things do not work out on the field.
"We don't have the fan base some of the big clubs have," Gareth Moores acknowledges, "but we have a strategy to supplement our income from football with other income streams - none of which are exposed to the volatility of football. We've created a fairly stable business platform which will help us compete with clubs who have a much bigger fan base.
"Relegation is not something we want to think about because the financial implications are massive but the mere fact that the club has developed this broad-based business means that if the worst comes to the worst we will be in a far, far better position than other clubs to bounce back."
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Sam's Vision - Part Five
Sam's emphasis on youth
IIF English football's bank balance continues to crash alarmingly into the red, Bolton Wanderers could find themselves perfectly placed to lead a new world order.
The loss of income from the collapse of ITV Digital provided a Trojan horse which no irresponsible Nationwide League chairman could look in the mouth, with a string of mis-managed and massively over-budget clubs using this golden excuse as they reveal their 'sudden' financial crisis.
And, barring the money machines at Arsenal and Manchester United, whose realistic business plans have ensured a healthy income for the foreseeable future, even Premiership clubs are beginning to feel the pinch after throwing money at star signings reaped scant reward.
The one positive offshoot from the threat of financial meltdown is that clubs are slowly waking up to the fact that the best investment they can make is in their own youth set-up.
Happily for Wanderers, Sam Allardyce came to that conclusion years ago.
"Sam's vision is to eventually have at least 50 per cent of the players in the first team squad being home grown," reveals Wanderers' academy director Chris Sulley.
"He's very aware of the need for a strong academy. We have to provide regular reports for him and he's very interested in who's doing well, who we are signing and if he can help in any way with that process.
"He watches our games from time to time and promotes a few of them into the reserves to see them in that environment."
Sulley, a vastly experienced former Blackburn and Chelsea player, actually pre-dates Allardyce's Reebok reign, lured by Colin Todd in 1998 after successful coaching spells with Rovers and Preston North End.
His appointment is now beginning to bear fruit, not least in the rise to international prominence of midfield protoge Kevin Nolan, who this week earned his first England Under 21 call-up after being funnelled through Sulley's academy ranks into a regular first team berth.
Now his former mentor is using his breakthrough as an inspiration for his latest prospects, including teenage defender Danny Livesey.
"Kevin has burst through very quickly and really has been the trailblazer for the boys," says Sulley.
"Now they can see they will get an opportunity when they are ready and that the manager and board here believe in promoting players from the youth team.
"They see it is the overall vision of the club to continue to develop young players and give them an opportunity in the first team.
"Danny is a great prospect. He's very mature for his age and nothing seems to faze him. He's a very talented player and, although he still needs to develop certain areas of his game, the raw ability and mental attitude is there."
The route into senior first team football is becoming an increasingly lengthy process, with Sulley snapping up children as young as six years old to try and mould them into the way of the Wanderers.
"That's the new battleground," explains Sulley, sensing the scepticism raised by plucking a child barely out of the nursery to become the next Michael Ricketts.
"We can't officially sign them until they are in their ninth year but we do need to catch them early because children's motor skills are at their most receptive between the ages of six and 12.
"If we can get these boys coached and developed technically from that early age, that will lay the foundation for them to develop.
"They are eventually given contracts that vary from one to four years, depending on their age.
"In their 16th year, you make a decision on whether they will get a scholarship or not. That gives them a guaranteed three-year educational package, with a one-year option on their football development. Pro contracts can be signed from 17."
The Football Association has recently imposed strict limitations on youth recruitment, with each club restricted to only signing players living within 90 minutes travelling distance of the training ground.
But Sulley has worked hard to exploit a loophole in the directive, overseeing an innovative scheme to tap a fresh seam of young talent across the Irish Sea.
Ballymena FC, governed by the Football Association of Ireland, are exempt from the new law and have agreed to become something of a feeder club to the Wanderers academy.
"We went out there to look at their facilities, to help develop their coaching education and their development programme, with an understanding that we could have first viewing of the players they had coming through," says Sulley.
"Sam then really added weight to the link-up by taking his whole team over there to promote the opening of their new stand and play an exhibition match. That was a great help.
"Ballymena is only the beginning. We are trying to make links around Europe to supplement what we are doing in the north west of England.
"Our priority is to get players from the North West and Bolton area but the stepping stones towards achieving that goal is to build links with clubs abroad like Ballymena."
With the foundations now firmly in place, it should not be long before Bolton have an academy as famously productive as the likes of Crewe Alexandra, Liverpool and Manchester United.
Among their next crop of potential Premiership stars are Welsh U21 international Mickey Byrne, England schoolboy Michael Gillen, Swedish U21 star Duong Tach and Northern Ireland's Wayne Buchanan.
But Sulley and Allardyce are well aware that developing these players is only half the job and that persuading them to stand by the club when first team opportunities are at a premium, could hold the key to the club's future success.
"At worst an academy is an insurance policy," added Sulley.
"If we get relegated, providing we are doing things right, we should have enough good young players coming through to be able to show some of the big earners the door. That's certainly the case at the moment.
"But as we get more established in the Premiership, it gets harder for our players to break through and this has been our biggest thrust.
"We have set out a strategy this year to give these fringe players more one-to-one personal development in their physical, technical and psychological programmes because they are very much still part of the manager's plans.
"We will also look to loan players out to get them some first team experience somewhere else. Hopefully all that will help them develop into first team players for Bolton."
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Karl |
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Karl
Senior Member
USA
914 Posts |
Posted - Nov 04 2002 : 08:43:22 AM
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Sam's Vision - Part Three
Mind over matter can be a winner
WHEN Bill Beswick was made Steve McClaren's assistant manager at Middlesbrough last summer, the once scorned at field of sports psychology had finally reached the mainstream.
Sports psychology began in North America in the 1970s but the most ground-breaking work in the field is now being pioneered in Europe.
Wanderers' own expert in this area is Mike Forde, a full-time staff member at the Reebok who sits alongside Sam Allardyce during games.
Forde works for Advance Performance who also deal with other sports clubs such as Lancashire CCC, businesses, schools and colleges. The company literature advocates 'turning positive thinking into positive results'.
That is a message that has been taken on board by Allardyce and coach Phil Brown, who originally brought the company in almost three years ago.
'Phil has an interest in all disciplines of sports science and invited us in for a few sessions at Wanderers when he was in temporary charge,' says Forde.
'Sam kept things going and after a few months decided to use us on a more structured level.
'We were fortunate because Sam's interest filtered through the whole staff, and a lot of key members of the squad were also willing to give us a chance.'
The biggest change that Mike has instigated is the defined system of self-appraisal within the club which helps all the staff to know what is expected of them and how they compare to that ideal.
'One of the first things we looked at was the idea of job responsibility and personal assessment, which applies to the players and coaching staff,' says Forde.
'We wanted to clarify these things so that people would know where they stood. For example, the players need to know what is expected of them on and off the pitch, and even what they need to be doing when on and off the ball.
'Everyone reflects on what they can do, and how they have progressed.'
That can be done through psychometric tests and discussions, but on a more practical level it also applies to a player's performance on match day.
'We have a set routine during games, which helps the players,' says Forde. 'I sit with Sam in the directors' box during the first half, and between us we discuss the key things that we went into the game looking for.
'Five minutes before half-time we will agree on the key things that we are going to present in the dressing room.
'At that point I head down to the dressing room and write certain key points on the whiteboard, and sort out the video clips which Sam will be able to show to the players on the large plasma screen.'
He adds: 'Everyone is constantly monitored on the pitch, and therefore responsibility is unavoidable.
'The words used at half-time and at the end of games are chosen to try and keep players balanced. One of our aims is to help players overcome the highs and lows which are indicative of this profession.
'But for me, it is not just important for the players to be monitored. The old adage is that 'the coaches coach the players, but who coaches the coaches?'
'I feel it is important for all the staff to feel confident in themselves and, particularly, to have faith in their own initiative.'
Mike wants to promote change within a club, which in the last ten years, has gone from being a Third Division outfit to a Premiership side with a number of international stars.
Now that he has been with the club so long he is less involved with the players on a day-to-day basis because Allardyce and Brown have incorporated so much of the motivational help into their coaching styles.
He says: 'The desire for knowledge and improvement comes from the manager and goes all the way through the staff. We are particularly interested in sports clubs that have achieved beyond their means. Why do Renault Formula 1 team do so well with limited resources? How did New England Patriots win the Superbowl?'
Mike has a key role in helping the team prepare for games as he goes through the emotional and mental make-up of the opposition with the Wanderers squad.
'My job starts on a Monday morning before a Saturday game,' he says. 'It is a matter of trying to figure out the opposition. What are they like when they go a goal behind? Do they have players that are volatile?
'With the players we try and establish the weak link in the opposition, and then how we can pull that apart.'
While league tables do not lie, how does Mike quantify his own success at the club?
'It's difficult to judge because there are so many mitigating factors,' he says. 'You try to look beyond just the results because success can hide mistakes.
'Winning games is important but so is progression. We look at the environment and facilities that have been created and the level of professionalism at the club now.
'There is something special at Bolton Wanderers and the highest praise I can think of is that some of our senior players, who have been at six or seven clubs, say this is a unique place to be at.
'Our aim is to train players so that they are good enough to leave, but treat them well enough that they never want to.'
Advance Performance can also help your sports club, business or school, call 01772 787278.
'We look at the opposition physically, technically, tactically mentally and emotionally.
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Karl |
Edited by - Karl on Nov 04 2002 08:44:59 AM |
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Vision - Posted by Frankie on the discussion forum
