All posts by Spoughts

The English Game: Conservatism, Rigidity and Failure

After every international failure, the media in England hold an inquest as to what went wrong. Last Thursday night, on Channel 5, there was a moment that I felt summed up a significant segment of the issues with the country’s footballing psyche. As Aurtenetxe, ostensibly Athletic Club’s right-back, jinxed his way through the Manchester United defence, eventually crafting a goal scoring opportunity for himself, Stan Collymore questioned why a player in his position should find himself in that part of the pitch. Collymore was, sadly, an unwitting participant in an incredibly salient moment in English football. One in which an analyst, supposedly an expert at football, revealed beliefs that had been eradicated almost a generation earlier on the continent.

When Michels introduced totaalvoetbal through his Ajax side in the early part of the 1970s, people heralded a revolution in football thinking. For the two seasons running between 1971 and 1973, Michels’ Ajax did not only not lose a single home game, but achieved total domination, with a record of 46 victories. They were also clearly the best side on a european stage, clinching three European Cups in a row. This innovation, centered around Cruyff’s ability and willingness to move around the pitch, playmaking on behalf of the team, despite his supposed role as a center forward, would eventually become the foundation in ideology for the 1974 Dutch national side, arguably one of the better sides not to have won the World Cup at a given tournament. Coasting past teams such as Argentina and Brazil with great ease, the Dutch were eventually defeated by a West German side who stifled Cruyff’s creativity enough to snatch victory.

What, you may ask, does totaalvoetbal have to do with Athletic Club, English football and Stan Collymore? The answer lies in the very question. Would Bielsa look at the Dutch national side of 1974 and see them as intrinsically linked with his Bilbao side? Probably not. He would see them as an influence on football on the continent, but be well aware of the differences between how his side play football and that of Michels. He would, however, understand why the generation of footballers he manages have amongst their ranks right-backs who break forward and threaten the goal. He would understand the innovations of Michels’ team and the segments of the game which directly derive from their tactics. He would not, as Collymore did, question why a right back would be so close to the goal, in the center of the pitch.

Collymore is, in essence, symptomatic of the issues with English football. This is not to say that he alone is at fault in the world of English punditry. One merely has to look at the manner in which David Luiz has been treated since his arrival on the island. Oft derided for his ability to run with the ball and pose a direct threat to the opposition net, as it does not agree with the stereotype of the center back, Luiz will often find himself blamed for mistakes other defensive team mates have made. When Luiz goes forward, is he not simply attempting to have a hand to play in football’s ultimate aim, which is the scoring of goals to win matches? If he feels confident enough to contribute in this regard, Michels would encourage him to attack. The onus should fall on team mates to cover where gaps have arisen. This positional interchange is one of the key tenets of the totaalvoetbal that arose almost forty years ago. The level of success Luiz often has in these advanced positions should be evidence enough of the reasonability of this sort of play. Yet debate still arises over whether Luiz is not a midfielder, or if he’s a bad defender. The answer is neither, his attacking abilities do not render his defensive abilities null and void. The debate does nothing but symbolise English football’s unwillingness to accept tactical and footballing realities that are simply part of the game elsewhere in the world.

This positional simplicity is compounded by the debate that operates on the other end of the scale. Wayne Rooney is the prime example of this. The number of times commentators have questioned what Wayne Rooney’s ‘best position’ is number in the hundreds by this point, when, to any observer not blinded by the rigid roles ascribed to players in the country, it is quite clear that Rooney’s best position is simply on the pitch. He operates wherever he chooses to down the spine of the team, and that is partly why he is the best player in the country. He is simultaneously creator and goalscorer, operating effectively in both midfield and attack. To do what most pundits seem to desire, and tether him to a rope that allows him to operate within 18 yards of the goalmouth, would be to neuter the nation’s most exciting talent.

As if to symbolize the immense success of innovation, Javi Martinez, ostensibly a central midfielder, has been deployed at the center of defence for Athletic Club this season. This allows play to be built from the back. Another debatably successful side, Barcelona, have done the same, fielding Mascherano in a frequently used three-man defence, providing an immensely deep-lying playmaker. Any attempt to institute this in England would, you feel, be derided. Manchester City’s attempts to play three men in defence earlier this season, without a playmaker, were seen as some sort of tactical deviancy. Over from Italy comes this man, wearing scarves and trying ridiculous things. Three men at the back? Alf Ramsey would not stand for this.

English football, is, to a large degree, suffering from this rigid sense of positional play that the rest of the world has long forgotten. It does not even just apply to the obvious, however. Mancini’s attempts to have Manchester City’s defenders zonal mark from corners were oft derided by commentary teams. This despite the level of success the team would achieve from this ploy. City would, by February of this year, only have conceded two goals from corners this season, and beyond this, they had a positive aggregate goals from corner count of +10. Scoring 12, they are clearly aware of frailties to exploit in other team’s corner defending, even when the success of their defence is discounted.

Where does this English deference to rigid positional understandings come from? Jonathan Wilson, in Inverting the Pyramid, clearly reveals a history to a lack of English tactical innovation that belies trends around the world. Long after other nations had begun to abandon the W-M, England rigidly stuck to this formation. This would, of course, lead to the loss against Hungary that revealed England’s no longer dominant position in the footballing world. The man marking used in this game simply did not work, as the center-half had no idea how to deal with a deep-lying Hidegkuti.

Maybe it is a series of failed attempts to depart from this tradition that causes English football to remain so rigid. Admittedly, steps have been taken and a fluid front four is becoming more commonplace in the English game. The conservative nature of the media that surrounds the game, however, does not inspire confidence in this regard. One feels as though the generation of players commenting on the game will be nothing but a hindrance to the innovation necessary for English success on a European and international scale. Criticism comes for anyone attempting anything truly new. Flexibility and fluidity are probably footballing buzz-words on the continent. It is time for English football to accept, adapt and take charge.

Follow Amitai Winehouse on Twitter (@awinehouse1).

Image of Ken Bates

The Delusions of Ken Bates


Image of Ken Bates

Ken Bates is completely sure that what he does at Elland Road is correct. As much as the various outlets that criticize the running of the club disagree with what occurs, that one fact can stand above all others as an undeniable truth. The man in charge is completely, entirely, devoutly convinced that the Ken Bates method for running Leeds United is right. Not only this, it is the only way. The only way that Leeds United can have a future, Ken Bates feels, is through him.

A dictator is defined as “a ruler with total power over a country, typically one who has obtained power by force”. Many people would suggest that equating the chairman of a football team with those who cause strife around the globe as ridiculous. I would probably have agreed a mere seventy-two hours ago. This week, however, was the week in which the extensive nature of Ken Bates’s delusions came to the fore. He, dictating down to one of the various lackeys who crop up in statements that come out of the club, decided to ban the board of the Leeds United Supporter’s Trust (LUST). Clearly, judging by Ken Bates’ weekly interview that occurred a few days ago, this is in response to a group he knows little and cares little about. It must, therefore, have been as part of a giant cull of fans, because otherwise the event would not have occurred.

In doing this, Ken Bates has managed to galvanize the support base. Ideally, he would have hoped it had brought about a fan base united behind himself. He’d finally proven to the world that these were merely ‘morons’ and ‘sickpots’. Even if he hadn’t, at least these people who opposed him would no longer be an intolerable nuisance in the ground he does not own.

There are several fundamental flaws with this concept however. The first stems from the facts the majority of Leeds fans have become well acquainted with. Ken Bates, in his budgeting of Leeds United, spends at most 42% on the playing side of the team. We’ve covered this thoroughly already, but the fact is worth repeating. Football is primarily a game of dreams, a game in which fans should enter a season with hope and dreams about what may have unfolded by the end of the year. Yet Leeds have a set of fans well-adjusted to the notions of a summer of discontent. Last summer alone, Leeds lost several key first team players. It was clear the season was not going to be a positive one. This runs opposed to the very nature of football. Simon Kuper wrote about the almost permanently solvent nature of football clubs in The Blizzard, arguing that football clubs will always exist in one form or another, given the significant demand for them. Leeds fans do not ask for ridiculous debts to be run up, but they do ask for at least some risk, as without this, reward cannot come.

Secondly, as much as Ken Bates seems unwilling to accept this fact, there are laws governing the island on which his football team resides. Aside from the potentially repeated violations of the Data Protection Act in his weekly address, Ken seems convinced that denying LUST an outlet in the stadium is to deny them any outlet at all. Sadly for Kenneth, the ‘wishy-washy BBC watching liberals’ in charge incorporated the European Convention into UK law in 1998. This guarantees freedom of speech under the Human Rights Act. So, where Ken publishes only the positive through his various outlets, the various publications that people turn to for Leeds United news will continue to report the realities of the situation at Elland Road. This one incident alone has swelled the ranks of the Supporter’s Trust by a ‘mere’ thousand members. This is not Noel Lloyd. Ken is not the dictator of a secluded paradise. The outcry can, and may well lay siege to Bates’ regime at Elland Road.

Finally, Ken doesn’t seem to understand the movements football governance is taking. The Supporter’s Trust movement is backed by no less than the current Con-Dem Coalition, ideologically most likely to support anything that leaves business alone. For them to show this sort of opposition to the politics of football shows how far in the wrong direction it has travelled. English football is finally making moves towards the German model of ownership. Should Ken not rectify his relationship with the Supporter’s Trust, he may soon find himself permanently attached to a very hostile 51% co-owner.

Ken should therefore genuinely rethink his actions at Elland Road. Whether it is merely the output of his media outlets, or the actions he takes with regards to the fans, or if he does a proper rethink of the club’s policies, now is the time, ahead of next season, with mild positivity in the air, to really take advantage. Football is, by its very nature, for the fans. The fans are beginning to seriously demand change at Leeds United, and as LUST say, Ken Bates can easily be part of that. Alternatively, he can become an eternally decried figure in the annals of the club.

Amitai Winehouse is followable on Twitter @awinehouse1. Read his article, ‘The Gwynterview’ in the latest issue of The Square Ball, available now.

Howard Wilkinson smiling

Crafting a future: Wilkinson’s Greenhouse

“It was my dream”. Howard Wilkinson would, on arrival to Elland Road, set out a ten-year plan that would ultimately lead to a significant proportion of the club’s early success in the end of the last and early part of this millennia. Yet how did Wilkinson’s innovation and creation at Thorp Arch almost lead to the crafting of an english academy akin to Barcelona’s famed La Masia? Furthermore, read on to understand how Wilkinson’s sacking would play a significant role in Leeds’ fall from grace.

In 1999/00, David O’Leary, having taken the Leeds job the year preceding, could call upon a series of academy talents as he stormed European Competition with his ‘babies’. Players such as Ian Harte, Jonathan Woodgate and Harry Kewell had all come through the ranks of the Leeds United youth setup. The team was playing the best football many had seen at the club for years, and with minimal investment to the first team, Leeds were regularly outplaying Europe’s elite. Kewell, in particular, was clearly an incredible talent, and his form throughout the next few years would lead to concrete interest from the biggest sides in the world, with Barcelona in particular being rebuffed several times. However, the foundation for this would be laid in Wilkinson’s first season at the club, when Leeds United were a struggling second division side with minimal financial capacity.

In an interview last year with Leeds United fanzine The Square Ball, Howard Wilkinson revealed that from as early as his initial meetings, he had laid out plans with Leslie Silver and Bill Fotherby, chairman and director respectively, that would lead to the creation of the Leeds youth system. Silver, underwriting the team at the time, pledged his support to the plan with the understanding that within time, this would come to fruition and the club could capitalize heavily. Therefore, plans began to be laid that would allow the innovatory establishment of the Leeds Youth Academy, based at Thorp Arch, on the outskirts of the city.

Where today the media still focusses on the idea of an English La Masia, and there is constant bureaucratic struggle within the Football Association when attempting to establish academies that can compete with Spain’s best, this struggling second division side would create a “football greenhouse”, in the words of Wilkinson. Under the command of Paul Hart (erstwhile Nottingham Forest, QPR, Crystal Palace and Swindon Town manager), and Dick Bate, the academy would begin to implement the process Wilkinson had conceived of whilst managing Notts County.

Believing there was a four-step plan to the training of youth, Wilkinson would have his men find the players, and then have talented coaches teach them the game. Most imperatively, in his view, was the manner in which Leeds United created provision for the players to live on-site, essentially allowing them to train before school, after school, during the weekends and school holidays. Furthermore, it would allow the coaching staff to experiment with players – Ian Harte, an integral part of the Leeds side that would reach the semi-finals of the Champions League, began his career as a striker, before experimenting at left-back and eventually making a career from playing there. This all took place before he had even appeared in the youth team. Finally, Wilkinson believed that these players needed to be provided with an opportunity to actually play in the side, as a key facet of their development. This led to the integration of Kewell, Harte, Alan Smith, etc., into the Leeds team at an early age.

Whilst Leeds fans will immediately point to the success of the team under O’Leary as evidence of Wilkinson’s plan, many do not realise there were signs that Leeds would become a force to be reckoned with even before this. The players who grew up in Wilkinson’s greenhouse would win the youth cup in 96/97, and then the reserves league the following year. By 98/99, the first team would become littered with academy prospects, exactly ten years after Wilkinson had initially met with Silver and Fotherby, and his ten-year plan had been put into practice.

The talent pool would slowly dry up, and it is clear that Simon Johnson and Harpal Singh cannot be mentioned in the same breath as the results of Thorp Arch’s initial ten years. This failing is evidence of the flaws with creating this sort of establishment in a country ruled by financial results. Caspian Group would take over Leeds United in 1996, and with them bring a replacement to Wilkinson in the form of George Graham. Graham would fall out with Paul Hart over the promise of Jonathan Woodgate, with suggestions that Graham said he would rather purchase a new player than give the untested youngster a place in the starting eleven. This flew completely contrary to the methods Wilkinson had established at the club. This lack of interest in the academy from the new regime would destabilise the production line and lead to the aforementioned lack of results, ripping much of the innovation out of Thorp Arch even as it led to so much success on the pitch. Financial mismanagement would occur as great outlays on players occurred to make up for the sudden drop in youngsters entering the first team set-up.

Wilkinson, therefore, can be seen as immensely responsible for the success of Leeds United over a decade ago. Had the academy, in that form, remained in place, Leeds would most certainly not have found themselves in the various difficult positions they have in the years since. From this, it reveals truths that all clubs should take heed from, that no matter the size, the correct innovation can craft an impeccable future. The only true shame of the entire period is that Wilkinson was removed before he could manage the team he was so incredibly responsible for.

Follow Amitai Winehouse on Twitter (@awinehouse1) for news, views and information on future articles.