A loss of power
Gives voice to the powerless:
Denying the truth
Works well as a strategy
Until the cracks show.
Waiting long enough
Creates space for those who know
To cry : Told you so!
Lack of investment
Creates the compelling need
For radical change.
When two distinct melodies
Join in harmony.
Jose Mourinho has made a spectacular return to football management in the English Premiership. In the early hours of Wednesday morning, Mourinho is announced to the world as the new manager of Tottenham Hotspur football club. Mourinho is a big character : his spells as manager of Chelsea (twice), Real Madrid, Porto, Inter Milan and Manchester United have been characterised by great successes, spectacular lows, and occasional controversy. What has been unstinting has been his belief in his own ability and his sense that he is somehow set apart from other managers : ‘special’.
In his paper on Hero-Leaders in business and cinema* Olivier Fournout summarises the qualities displayed by hero-leaders in a matrix of six features that are held in seemingly competing pairs. In the first place, hero-leaders take on roles. “[They] play at being someone different from who they really are… They may wear masks. They make the show.” At the same time, the hero-leader “has depth – deep emotions and sensations… [and] they exaggerate how strongly they are connected to their sensations, thoughts and emotions”. Mourinho has often been the very embodiment of this tension between the role-player (playing up to the crowd on the touchlines, and acting out the ‘special one’ persona in press conferences) and somebody who displays a profound interiority (reacting instantly and emotionally to incidents on the pitch, or to perceived slights from interviewers).
Hero-leaders are on a mission – striving to achieve “some practical results”. For Mourinho this is winning football matches, bringing trophies to his club. Whilst this is standard for all managers, what marks out the hero-leader is the tension that they create between the desire to win, and the way that they achieve this “through creative or unorthodox moves, by being divergent.” This can lead to the achievement of success despite the odds being against the endeavour (Chelsea’s Premier league success was often achieved through a defensive approach that flew in the face of the broader direction of travel in coaching and tactics at the time). But divergence can have other implications. Hero-leaders bring change, and with it, relative chaos and improvisation.” There is a case for saying that Mourinho’s attempts to impose his vision on Manchester United – to change and improvise at a club with a long and deeply ingrained culture and ethos – was always going to be a tough ask.
Finally, hero-leaders seek to reconcile the tension between acting as negotiators (“opening the door to win/win [outcomes], compromise and shared leadership”) and as ‘special ones’ – holding super-powers that lead them to act “in sudden bursts of all-powerful authority” and “with a sense of omnipotence”.
Fournout contends that managers at all levels will display hero-leader behaviours at various stages in their careers and in response to particular circumstances at particular times. However, he also identifies a particular aspect of the hero-leader that seems to resonate particularly with Mourinho’s managerial career to date : “With time, it seems the features of the hero-leader are pushed forward, intensified, exaggerated, and become more and more spectacular… Not only does this shed light on why it is not easy to be a manager today, but it may also help understand how burnout situations can arise among… top managers who – up to the point where they break – do their job quite successfully”.
There is no doubt in my mind that Mourinho fits Fournout’s hero-manager mould perfectly (and the same is probably true for Guardiola and Klopp, although they seem better able to hold the tensions in creative balance). I genuinely hope that Mourinho is successful at Tottenham. I have a deep affection for Spurs – a club that always tries to play the game the right way. It will be interesting to see whether Mourinho 2019 is a little wiser, a little cooler and a little more able to hold his hero-leader qualities in check. If not, it will at least be fun while it lasts!
* “The Hero-Leader Matrix in Business and Cinema : Fournout O. : Journal of Business Ethics (2017) Vol. 141 pp.27-46
It’s been two days of back-to-back meetings. Most of them have been productive and interesting, but not all. Some decisions have been taken, lots of information has been shared. Data has been pored over and questions raised. Projects have progressed – not always to the extent hoped, but they’ve moved on a little. I’m not one for talking a lot in meetings unless I have something worthwhile to contribute to the subject under discussion. In general, if I have nothing to add, I’m very happy to add nothing. It’s a function of my introverted thinking style and preference – I don’t need to think out loud and generally I’m not comfortable externalizing my thought processes. The Borges quote sits very comfortably with me, although I acknowledge that it infuriates those extroverts who work (and live!) with me. I do try to adapt my style sometimes, but I’m very happy with the silence.
The university that I work for is in the midst of a lot of change. Having spent much of the last two years working out where we want to be in the next five years, the pressure is now on to do the things that will get us there. There are some very large projects under way. A £300m plus new campus in the city centre; a £90m new library and learning commons building in the existing Clifton Campus; and new information systems to better manage student and financial data across the institution. Beneath these, there is a host of smaller initiatives running : new teaching programmes; small-scale improvements to existing buildings and facilities; process improvements to improve the service to students and academic staff.
All of this generates a significant additional workload for many of us alongside the ‘business as usual’ day job (which has to be done in addition to the sexy, project stuff). There are often days and weeks where there are simply not enough hours to get it all done, and this is where the Italian proverb comes in handy. It’s always worth remembering that a good plan well executed is always more effective than a perfect plan that never gets off the shelf. Implementation done well enough is always preferable to perfect intentions.
And finally, there’s this quote from the Dalai Lama. It’s a timely and necessary reminder that however busy things get, you must always make the time to live. When busy-ness gets in the way of life, then it’s time to review what really matters and to re-focus on what’s important.