Although club structures vary, the most common setup nowadays sees a head coach reporting to a sporting director on all matters related to squad planning and transfer business. Yet while some are happy to stick to the model (which would invariably be agreed upon before the appointment), others do not always stick to the script.
If explanations about the lack of arrivals produced by the sporting director aren’t satisfactory, the owner or chairperson is often the next port of call for a coach. On occasions in which transfer negotiations drag out (not uncommon given the figures involved), or when a prospective new signing previously unknown to the scouting process is flagged up directly by an agent, an independent-minded boss is not averse to demanding an update from the top, which doesn’t always work out well.
While some structures should theoretically prevent that kind of unplanned communication, a club — as with any other business — is made up of human beings, with strong personalities often feeling less inclined to follow the established chain of command.
Yet as much as conveniently ignoring management layers does create friction, one could argue that having a high-profile coach — with charisma, unwavering confidence and the experience of convincing wealthy owners to part with their cash — does create a certain dynamic which may lead to (albeit somewhat haphazardly) the arrival of signings that end up strengthening the team. From a pragmatic viewpoint, the key objective is accumulating a competitive squad. How one gets there is of less importance.
In the end, harmony benefits all parties. Not only does a club appear more coordinated and professional, but it’s also easier to work effectively to get deals done when there’s less stress. Happy owners can be more generous, while managers with a reputation for moaning and asking for the earth may find the job offers start to dry up as prospective future employers favour a less-demanding relationship.
