In a previous interview, I was asked about my proudest career achievement. Instinctively I replied that it was to see Simply Business, where I was CEO for seven years, become much better and bigger after my departure. This was not false modesty on my part, but was based on my belief in the critical role of succession planning for any CEO or leader. I have always maintained that a company’s contribution diminishes when a company relies solely on an individual for its continued success.
When Sir Alex Ferguson retired as manager of Manchester United in 2013, he had 27 years of unparalleled success and 38 trophies behind him. A 2012 case study from Harvard Business School entitled Sir Alex Ferguson: Managing Manchester United stated: “He was the ultimate decision-maker on almost every football-related aspect at United.” United’s then CEO, David Gill, said: “Steve Jobs was Apple. Sir Alex Ferguson is Manchester United.”
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In part, this unprecedented concentration of power is both the reason behind United’s success in the Ferguson era and the lack thereof since. This is not so much a critique of his monumental successes and undeniable leadership qualities, but rather a reflection on the fact that a leader’s effectiveness is also measured by the organization’s ability to sustain success after he/she leaves. Jobs’ legacy is Tim Cook. Ferguson consists of Moyes, Giggs, Van Gaal, Mourinho, Solskjær, Carrick, Rangnick and Ten Hag.
‘Key person dependency’ can be managed effectively in two ways. Firstly, by developing a clear long-term strategy that guides the direction and objectives of the organization. Second, by integrating the head coach or manager into a more collaborative decision-making framework. This collective structure ensures that the departure of a successful leader does not disrupt the established system, allowing for a smooth transition and continuity of success.
A good example of this approach is the recent management transition in Brighton. When Graham Potter, arguably one of the best young coaches in the world, moved to Chelsea, Brighton skillfully introduced Roberto De Zerbi into their frame. This seamless integration allowed them to maintain and even grow their success trajectory, demonstrating the resilience and effectiveness of their organizational structure.
In October we decided to replace Grimsby Town manager and assistant Paul Hurst and Chris Doig, a process that differs from the norms of the corporate world. In typical business scenarios, it is unusual to fire someone and expect the replacement to start within four weeks. Out of respect for Paul and Chris, we refrained from discussions with potential managers until we had finalized the exit arrangements.
There is a prevailing view in football that the most critical aspect of a manager’s contract revolves around the terms of his eventual dismissal. This perspective seems to accept dismissal as an eventuality, almost a matter of when rather than if, which is clearly different from the conventions in other industries where such practices can be considered an odd construct in relation to senior employees, especially when trying to find new attract employees. talent to improve your organization. The established pattern in football of underperformance leading to dismissal with compensation is disturbing and revealing, shedding light on the sport’s unique workplace culture. It is an agreement in advance that if you falter, you will be compensated and leave. This arrangement feels like an intrinsic part of the complex deal being struck, amid public debate about one’s capabilities at each stage of the season.
We recently developed a comprehensive strategy document in which we set out our objectives for the coming years. This included an indicative ‘game model’ – a term we use to describe our desired approach and tactics. Furthermore, the document provided a clear picture of the ideal structure for aspiring leadership and the specific qualities such leaders should possess. We believe that it is imperative for any organization to continuously monitor the market for succession planning and try to minimize over-reliance on key individuals.
This is especially critical for organizations primed for success, where senior employees are likely to advance to greater opportunities. As part of our proactive approach, we conducted a desktop study to identify head coaches who would fit our framework and who we could realistically attract for an opportunity. It’s worth noting that our search extended beyond the UK, underscoring our commitment to finding the most suitable candidates regardless of their location.
The position attracted more than 50 applicants who applied directly, through their agents or LinkedIn. From this extensive pool, we quickly filtered out those who didn’t feel like upgrading. We then sent the remaining group a detailed job specification, inviting them to apply based on the specific characteristics and skills we required. These criteria include a commitment to evidence-based methodologies, a willingness to collaborate with our academy, and a proven ability to improve individuals and teams through innovative coaching and personal development.
Beyond the formal specifications, I was interested in candidates with intellectual curiosity, not just in football, but also someone who was keen to draw insights from other sectors, leaders and sports. A member of our recruitment team conducted preliminary interviews with approximately twelve applicants and then the shortlisted candidates participated in Zoom calls for a more in-depth evaluation.
Ultimately, we narrowed it down to two notable individuals, whom I invited to my home to present their strategies to our board. Following a thorough but accelerated process, we have selected David Artell as our first choice as GTFC’s head coach. David is recognized as one of the most progressive and astute younger British coaches in football and has impressed us deeply with his knowledge and thoughtfulness.
One statement from his first interviews particularly resonated with me: “The most important thing is that there is a plan… a lot of other clubs think I am the plan.” This perfectly reflects our aim to establish a clear strategy, a ‘game model’ and a shared responsibility for the future of the club.