The Vital Need for Managers to Prioritize Their Health
Football management has transformed over the years, yet Vincent Kompany's recent health incident serves as a stark reminder of the physical and mental toll this profession can take.
From the heartbreaking loss of Jock Stein in 1985 to the heart issues faced by football legends like Graeme Souness and Sir Alex Ferguson, the risks associated with being a manager have always been evident.
It was 25 years ago when Dave Bassett and Sam Allardyce participated in a heart monitor experiment during a match, revealing just how intense their heart rates could become under pressure.
But it’s not just the matches that affect health; the ongoing stress of management is relentless. Early in my career, I recognized the need to take better care of myself amidst the chaos of the job.
Kompany’s recent collapse at Bayern Munich's training ground, attributed to meningeal irritation, is a wake-up call for many in the industry.
Having spent my life working under various managers, it wasn't until I took my first management role at Bournemouth in 1992 that I truly understood the immense workload and pressure involved.
Back then, I wanted to be the one steering all football-related decisions at the club. I juggled scouting, signing players, and managing the entire staff, all while staying within financial limits.
I believed my primary focus should be the first team’s performance, so I dedicated myself to training and coaching. But the demands were overwhelming, and I had to adapt my approach to health and well-being.
Initially, I neglected my own personal management. My diet was poor as I rushed around, often relying on fish and chips or a quick sandwich during my travels.
Youthful energy kept me going, but I eventually realized the stress of being responsible for results was taking its toll. Losing games meant all the blame fell on me, and that pressure was often unbearable.
That reality hasn't shifted for today's managers. Although they may have less influence over club operations, they still face criticism from those who don't understand the complexities of their roles.
I remember my time as a player-coach under Harry Redknapp before stepping into management. I was only 34 when I took the reins at Bournemouth, and it was a steep learning curve.
Young managers today experience similar challenges, and it's crucial they recognize how these factors can impact their health.
A pivotal moment for me came when I spoke with an Australian triathlete before leaving Bournemouth in 1994. His frank advice hit home: my job was undermining my fitness and increasing my stress levels.
That conversation sparked a change. I vowed that in my next role, I’d prioritize my health alongside my responsibilities.
I committed to morning workouts before my workday began, allowing me to focus on my fitness without sacrificing my job.
Sure, there were days when I felt drained and could only manage a walk, but for the most part, I adhered to my fitness routine.
Running the London Marathon in 1999 was a turning point that helped sharpen my focus on my health during the season. It also launched a series of charitable challenges, from cycling from John O'Groats to Land's End to climbing Kilimanjaro.
Staying active not only improved my physical health but also aided my mental well-being, helping to alleviate stress and improve my sleep.
I found other ways to manage my mental health too. Despite the rise of social media, I avoided reading press about myself or my team, focusing instead on my work and the support of my trusted staff.
After games, I’d often take long drives home, reflecting on the match and planning for the next one. But Sundays were sacred, reserved for quality time with my family.
