There are many who question the evolution over the past 20-25 years of the Sporting Director, Technical Director or High Performance Director in sport.
Do all levels of sport need such an individual? Which organisations and programs does such a position best suit?
If we look the emergence of the Director of Football it would appear that initially it was a case of clubs not wanting to lose expert knowledge that a former player or coach possessed. In fact in Italy a Sporting Director was very common long before other countries started implementing similar positions.
There is merit in trying to keep that knowledge and use it, however it can be a daunting prospect for a new coach having a previously successful coach at the club overseeing their every move. This is why it is probably prudent that the Football Director employs the coach, to ensure that the two are able to work together from the get-go. However, there is always the risk that the former coach may not want the newcomer to be as successful, as suddenly their status is undermined. Vanity is a very big factor when it comes to sport.
If however they really do have the club in their heart, this is less likely to happen, but there is always a chance.
In Britain the Director of Football roie really gained momentum when stories of brown paper bags in motorway car parks started to be heard. Accusations were made that some managers were receiving a ‘bung’ from a player’s agent to sign a player. This became even worse when it was believed that Managers were only signing players from the player agency that looked after their own affairs.
Not surprisingly those investing in the clubs decided that they wanted to have someone that was at arms length from the coach sourcing and signing players. However, there is still a very real risk that this individual may be swayed to sign players by certain agents.
The Director of Football has to be one of the best roles going in the game. Many who are given this role have never played at the highest level and have never coached at a reasonable level, yet they have the final say on players coming in and going out. When those players don’t perform the coach is sacked. The Director of Football still has his job. While it is a vital role for clubs in the higher echelons of football is it really necessary for those lower down the leagues?
Football Australia forced clubs in the semi-professional NPL competitions around the country to take on someone in such a role, but has it helped raise the standard of local football? Are we witnessing better player development at all of these clubs?
Yes, in some cases we are, but in others the clubs are being forced to bring in someone who is either cheap, doesn’t have the right skills, or is helping the club out. The complaint made by many in such roles is that while they expected to be involved with coaching and development at all levels they are constantly being bogged down with paperwork. So do the clubs at this level really need a Director of Football?
Surely at the end of the day it is a club or an owner’s decision how they run their business? How can and administrative body enforce something such as this?
Of course it is not just Football that has adopted such roles.
Nearly every National Sporting Association now has a High Performance Director, or someone with a similar title. Again this is understandable. The key question is what are they there for? Do they add value to the sport?
If they are there to oversee the national development of talented players and help the state bodies, and clubs in coming up with education programs to assist players, coaches and referees/umpires and expose them to the latest initiatives, then there is a very clear benefit to the sport. In some sports there has been vocal criticism that this is not happening and if anyone in that space wants such information they have to pay to obtain it. This is in spite of in some cases Government departments giving funding to the body to implement such initiatives. One would presume that the Australian Sports Commission and similar State funding bodies would be a little disappointed as the National and State Federations are there to offer this service and not just administer the sport, in fact much of their funding is based on them doing exactly this.
The other role is to be there again to guide, challenge and support the coaching staff with the national teams at all ages. Again the ideal High Performance director will be across world trends in that sport, and will be looking to ensure that their coaches have access to all the relevant information so that the national team is up to speed. They need to be a sounding board for the coaches, someone they can go to to obtain information. They also need to challenge the head coaches to constantly be looking to improve and make sure that they do not get in a rut. The person in that role also needs to be wary of how the communication process works, especially if players are going to be dropped from a squad and new players brought in. Ultimately, they need to oversee this and ensure that there is no backlash from such a decision.
If they are attached to the international program in their sport they clearly need to be located where those teams have a base or train. If they are overseeing a national development program and are not involved with the National teams they can afford to be in one location, but it is essential that they have regular visits to their outposts to ensure that the programs are on track, and discuss any issues and any support these coaches need. Can you image an elite sporting club having someone in this role being based in another city or overseas? If simply would not work. So how can it work with a national team?
One of the challenges some sports have is they have opted for the High Performance Director to oversee the national teams, but have then gone outside of their sport to appoint someone to the role. This would appear to be complete madness, although sometimes, on the very rare occasions there are similarities in the sports, so it can be of benefit in the short term, but problems tend to arise over a longer period of time.
Like everything in sport it is not a problem when things are going well. It only becomes an issue when they are not, and invariably the coach is sacked and the Director keeps their job. Some have said, and they have a point, if one is being shown the door then both should be.
Where it also causes a problem is when the High Performance Director from another sport makes the call to move on a National coach steeped in the game that they are coaching. For example if you look at the head coach of most Australian National team sports they have played at International level, and have spent many years coaching before taking on the national job. They know the game.
Their performance and suitability is then determined by someone who has not even played the sport. Imagine being fired by someone whose knowledge of the game simply does not come close to your own. That would be a very bitter pill to swallow.
To many fans, and those sitting on the outside of clubs, state associations and National Associations they would like a better understanding of the model that is being used and where the Sporting Director fits in. If they are the individual sourcing players, and signing them at a club, or they are advocating a style of play that is not working, then surely the heat should be put on the director and not the coach?
If they are tasked with up-skilling coaches and ensuring that the education opportunities are available to players and coaches, then if those involved in the programs under their watch are not seen to be improving, learning and adapting then again the heat should go on the director.
While there are many individuals who slide into such a role and thrive, there are many one feels that are there under false pretences. Some would appear to take this role simply because it offers status, and gives them longer guaranteed employment than being at the coalface as a head coach.
At the end of the day it comes down to those in charge putting in place the right structure to suit their club or sport’s needs and goals.
Then as with everything today it comes down to making it clear to those involved what their job remit actually is. Putting in place a transparent structure in which the individual has a very clear and defined role, and what they are responsible for. So that just like the coaches at the frontline, who tend to be judged on results they too can be judged on their performance.
