First mistake:

Managing a club as if it were a company, It is one thing to demand levels of professionalism comparable to business standards, and another to think that the same criteria and priorities are maintained in decision-making. The fundamental objective of any business organization is to generate economic resources, while in a sports entity the fundamental objective is to achieve sporting success. This orientation towards sports results provides emotional, sentimental and media connotations that are of great importance in the management of a football club, while in a normal company they do not exist. In a club it is essential to achieve a stable balance between economic results and sporting objectives. Hence, the need to create control systems, such as the Financial Fair Play program approved by UEFA,

Second mistake:

Managing people as in a company, In an elite sports entity, it must be taken into account that the hierarchical pyramid is inverted, in the sense that the directors of said clubs depend on the performance and performance of some employees (the athletes), who have a very strong personality and egos. Marked, which require a management capacity different from that of a normal company. Managing employees, no matter how important they may be, is not the same as managing elite athletes with much higher salaries than their managers and with a very high capacity for influence based on the media impact of their figures.

Third mistake:

The lack of a formal process in making key decisions,  At the time that a club assesses the decision to invest 100 million euros in obtaining a player’s file, it should have a formally established procedure, which takes into account the following variables: economic impact, financial needs, epl중계 requirements , the commercial and marketing aspect, merchandising, sponsorships, brand image, the increase in fans and followers, etc.. . Those responsible for making this type of investment decision should not be carried away by mere intuition or by media pressure; rather they should assess all these aspects in a rational and objective manner, before making a decision that can even condition their very existence. of the club.

Fourth mistake:

The absence of a formal design of the sports arena, the soul of a sports club is the sports area. Consequently, it is essential to define, order and organize the functions, responsibilities and objectives, according to real expectations, criteria, a sports philosophy and values. It is necessary to establish a defined line of action and demonstrate coherence in the action, which governs all competitive levels, from the academy to the first team. This formal design must overcome an added difficulty, which characterizes the sports field, and which requires, together with experience and professionalism, a “special art” that guarantees its correct development.

Fifth mistake:

Internal communication: a pending subject. The media impact that accompanies a sporting event makes the way of managing the internal communication channel especially sensitive. The relevance that the figure of a specific athlete has for a club makes it possible for the internal hierarchy not to be respected, and for direct access to be provided to the head of the club, which adds confusion and complexity to the management of people.

Sixth mistake:

Delay in the renewal of the template. The management team of a club must manage the present without forgetting the demands of the future. Consequently, they must address at the right time the renewal of the squad, which constitutes the very heart of the club. It is an essential task that does not admit delay and that requires great skills of success and strategy to carry it out. Two key aspects must be taken into account: detecting and hiring talent at an early age and having the ability to coordinate the relationship between veteran players and young players, so that there is an orderly changeover and a transmission of the values ​​that make up the culture of the club.

Seventh mistake:

Proper management of adversity and media pressure, the results overwhelm and pressure to make visceral and poorly thought-out decisions, which can go against the philosophy and values ​​of the club. The world of sport is influenced by the results of the moment and by the pressure of the media that lives from the impact they have on fans and followers. Maintain a steady hand and the right course, consider the medium and long-term strategy, manage sporting expectations and adapt them to real possibilities, in short, control difficult moments without losing the essence and values ​​of the club. It is the most difficult challenge to achieve in the management of a sports club.


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By Adam

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