Football Intelligence [PDF]

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FOOTBALL INTELLIGENCE HOW TO DEVELOP INTELLIGENT PLAYERS AND BUILD WINNING MENTALITY

FOOTBALL PSYCHOLOGY AND TRAINING METHODOLOGY

CONTENTS

3

INTRODUCTION: WHAT IS FOOTBALL INTELLIGENCE?

4 PART

I. THE MIND GAME

Resilience: the most important quali ty? Goal setting Building confidence Visualisation Concentration Matchday preparation Learn to anticipate How to build a winning culture Ingredient Nr. 1: Team vision Ingredient Nr. 2: Togetherness Hansi Flick:nice guy who made everyone feel valued and appreci ated Jurgen Klopp: someone with a capaci ty to work as a CEO for any major international company Didier Deschamps’s Leadership Counci l Ingredient nr. 3: Embrace the hard work Ingredient nr. 4: Embrace the growth mi ndset

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II. TRAIN SMARTER

Let the game be the teacher Small-sided games Rondos Positional rondos Pattern Play Position specific training Integrated training (training The Barca Way) Tactical periodisation Differential training

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III. THE MODERN CLUB

Red Bull football division – 'Enter the next level' Constantly evolving applications of data How is technology improving performance

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INTRODUCTION: WHAT IS FOOTBALL INTELLIGENCE? “When you play a match, it is statistically proven that players actually have the ball three to four minutes on average. The important thing is what you do during those 87 minutes without the ball. Football is the brain game, where to run, when to run, when to cover, when to press, when to move, how to move, it is decisions like these that come from the brain that determines whether you are a good player or not.” – Johan Cruyff What is football intelligence? It is player’s ability to make good decisions in any game situation, especially when under pressure. Losing the ball is more often a result of a bad decision not poor skill. Football is played by eleven players against eleven players on a big pitch. On top of this, the ball must be played with the feet and ball possession is not protected. This means that football is a sequence of complex and unpredictable game situations. According to Dutch coach Raymond Verheijen, because of these game characteristics, football is a sport that cannot be controlled by the coach from the side-lines. During the game, the players are responsible for making thousands of decisions. Therefore, from a decision-making point of view, football is a players’ sport. Players must be taught how to think, building positive problem-solving habits on the training ground elevates players to perform to their full potential on match day. Football players develop better and quicker when having to deal with setbacks and the need to solve problems as this is exactly what happens during the game. They must get the freedom to learn, to make decisions and to take responsibility, freedom within the clear tactical reference of the coach. Players are free to make decisions, as long as they stay within the tactical reference. The moment they step outside the tactical framework, the player no longer sticks to the team’s game plan, which is unacceptable. Mental speed is important, as decisions must be made in a fraction of the time; mental speed is what separates elite players from the average. Take a host of Spanish players as an example: Xavi, Iniesta, Busquets, David Silva or Xabi Alonso, none of them has outstanding physique or explosive power, yet they are/were role defining players. Much like chess masters, they read the game, are aware of their surroundings, anticipate what opponents will do next and react fast. This allows them to dominate against physically superior players. “Most players I came across were quicker and stronger than me. Decision-making is what controls our physical actions. Some players have a mental top speed of 80 while others are capable of reaching 200, I always tried to reach 200.” – Xavi Hernandes. According to Carlos Lago Penas, a scholar from Barca innovation hub, football will continue to evolve towards a faster game, where the technical level of players will be higher, and where high-intensity efforts will be more of a determining factor. With teams playing in compact units, which in turn will reduce the space available, mental speed will become an even more important factor in the future game.

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Arguably the best player to ever step on a football pitch, Lionel Messi, is convinced that there is often no time to think in the modern game, and most of the actions are completed instinctively. To achieve that level of mastery, players must dedicate a lot of time on the training ground and outside of it (in their youth, most elite players, spent hours playing with their friends outside the official training environment), to automate their actions. Mesut Ozil developed his unique skill set, by playing each day after school, with older players in what he called “The Cage”. The cage has a concrete-like surface with fencing around it, so the ball could not go out of bounds. Neymar credits futsal for his skill development, Ronaldinho learned unique touches on the ball from beach football, Zlatan Ibrahimović spent his youth playing smallsided street football, Thierry Henry played in parking lots. In his book, “Outliers: The Story of Success”, Malcolm Gladwell argues that it takes 10000 hours of deliberate practice, to achieve mastery in any field. That is 20 hours per week for 10 years. With social media, gaming and the other distractions of the modern world, time is a precious resource and must be utilised on the training grounds with utmost efficiency. We live in the age of information, which can be both positive and negative. Positive in the sense that you have information from around the globe at your fingerprints, which you can access instantly. The downside is that you can easily get overloaded by its vastness because there are thousands of books, blogs, courses, websites, and training exercises available online. Therefore, the purpose of this book is to concisely define, what is essential for developing football intelligence and mental speed of individual players, and subsequently moulding them into successful teams. It is aimed at coaches and club personnel, of all ages and abilities, who want to maximise their team’s potential. Talent and intelligence, on their own, are not enough. Players must possess mental toughness and resilience, that allows them to compete on the highest level. You cannot go far without a certain degree of confidence, perseverance, and work ethic. Therefore, the first part of the book, “The Mind Game”, explores ways of building a winning mentality individually and collectively as a team. In the second part of the book, “Train Smarter”, we look at the training principles that help develop game intelligence and mental speed, and also cover innovative training methodology to plan tactical development, and balance physical and mental loads. In the final part, “The Modern Club”, we will look at the contemporary club management structure, importance of strategy and planning, role of the technical director, and the ever-increasing applications of technology and data in the modern game.

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PART I: THE MIND GAME “Football is 30% tactics and 70% social competence.” – Julian Nagelsmann, RB Leipzig Mental preparation is becoming paramount in football, clubs now employ full-time sport psychologists and players are undergoing psychological evaluations before being signed up by the clubs. It is now widely recognised that mental preparation is as important for success, as the other attributes (physical, tactical, technical). Players need a good memory to learn skills and tactics, to make split-second decisions and to plan ahead. They need to be resilient to failure, defeat and injury. They do all this while, mostly, exhibiting selfcontrol and maintaining focus in the face of goading, shirt-pulling, spitting, and worse from opposing players, the chants of away crowds and the expectations of millions of people watching across the world. It is no surprise that, before investing in young players, modern clubs undertake mental evaluation as rigorously as technical or physical reviews. It is what separates elite players from the rest - the drive to be the best and win, which motivates them to never stop improving themselves. British football has traditionally decided whether to retain or release a player at the age of 16. If a player is rejected, the justification is often because he was a "poor decision-maker" or had a "bad attitude”, the mindset of a player was the underpinning reason for them making it as a professional. However, new research has shown that the prefrontal cortex, the part of the brain responsible for decision-making, social behaviour and risk-taking, is still developing well into the mid-20s, suggesting that young players should be treated differently to their senior counterparts. The adolescent brain is still developing through exposure to factors including culture, education, home and social life, hobbies, nutrition, and exercise. The brain matures by rewiring, making more connections, and developing coordination between regions. Because of the plasticity of the adolescent brain, the teenage years and early 20s are an optimal time to forge higher-order cognition. This means that "decision-making, creativity, control of emotions, and awareness of consequences can all still be developed. For this reason, clubs now employ development coaches who work with younger players to develop further, to push their boundaries, and extend their abilities, which can harness natural instincts and motivations. Creating secure, caring, non-controlling environments - where learners are empowered and have choice and volition - is often most effective. Research has shown that in negative emotional environments, the late adolescent brain does not function in the same way as an adult’s, but reverts to mid-adolescence type processing, characterised by unchecked, heightened emotions. As such, supportive environments that facilitate instrumental, trialand-error practices, where players can experiment and are free to learn from their own feedback, honour these natural drives. Good decision making under pressure is a quality that we repeatedly see in great players. Their ability to make the right decisions at the right time is no accident – it results from the quality of their preparation. Mentally tough players also possess robust self-confidence, they believe they can make a difference, they thrive on competing against opponents and themselves, they embrace a “never say die” attitude. Teams must be proactive and work on mental fitness from the start, like when working on physical, technical, and tactical attributes. However, as is often the case - it is only worked on when mental cracks start appearing.

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RESILIENCE: THE MOST IMPORTANT QUALITY? “Talent does not exist in young players. Talent is something that you can show at a high level over a period of time. We are talking about consistency, that is talent. Talent must be confirmed. It is the confirmation of potential. It is getting to the top and maintaining that level over a period of time.” – Didier Deschamps[i] Talent and intelligence, on its own, are not enough. Players must possess the capacity to recover quickly from difficulties, that allows them to compete on the highest level. You cannot go far without a certain degree of confidence, perseverance, and discipline. Many talented young players destined for stardom fail to reach their potential, mainly because lack of mental strength to deal with challenges and pursue their goals. Conclusion is – talent on its own is not enough. Passion, resilience, and perseverance are bigger predictors of success than talent and IQ. In his book - “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, asked his friend, a Premier League scout whose specialty was spotting youthteam players in Northern France, would the most talented young players be the ones to most likely to make it in football? “Not at all” he replied. He was looking for players who influence games, whatever their position. This is not just a matter of technique or skill: it is about working off the ball, and how they react to losing the ball. So what is he looking for? “Resilience” he said. Most scouts focus on the six seconds after a player loses the ball, to check for reaction, but my friend keeps an eye on them for ten minutes. One youngster missed a chance to score and spent the rest of the half shaking his head and hitting his thigh in disgust with himself. He was crossed off the list. “He was nervous when he next got the ball and he won’t grow out of that”.[ii] Tim Harkness, Chelsea’s head of sports science and psychology, states that resilience is not something you are born with, according to him resilience is a skill and can be improved on gradually. We can all develop our emotional lives just like we do when it comes to our intellectual lives. Resilience for Harkness is “the ability to accurately assess threats and opportunities and to allocate emotional resources accordingly”. Resilience is not perseverance, or “keep on pedaling”. It is an accurate assessment, which means it must be flexible. If you persevere and you continue to get nowhere, then you are wasting your energy. “Sometimes when you fail” he says, “you should just give up”.[iii] Harkness has developed his model of resilience as a set of steps starting from premise that resilience is based on skill and not character. One person may be more resilient than the next, not because of their character, but because of their ability to construct, practice and execute these skills of resilience. “The better we are at executing the component skills of resilience, the more accurate our emotions will be and therefore the more effective our actions will be,” he explains. “This is not about having less emotion but about having more accurate emotions.” [iv]

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iv] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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Ralf Rangnick is one of the most influential German coaches, influencing a host of young managers like Jurgen Klopp, Thomas Tuchel, Julian Nagelsmann and Marco Rose. He is known as “The Professor” for his tactical and training methodology innovations. He was the first one to weaponize high intensity pressing (gegenpressing) in German football. His style could be described as narrow and compact when defending, with opponents being lured into pressing traps. Compact structure allows his teams to press in numbers and after recovering the ball they will look to counter with vertical directness and speed. Sharp transitions are the key. Rangnick believes that team has 8 seconds to recover the ball and 10 seconds to finish the counterattack, using the fact that opposition team is out of shape and in a chaotic structure. Same applies when defending, if the ball is not recovered in 8 seconds, later it may be too late, and danger to be caught off guard increases. To emphasise the importance of quick transitions, in his training sessions he introduced a loud ticking clock. When team is out of possession, the 8 second clock will start the countdown, once the ball is recovered, the clock will switch to a 10 second counter attacking time window. After few weeks of training this way, players develop habits that are ingrained deep into their subconscious mind, actions on the pitch become automatic. To be successful playing in this style, players must have a certain type of mentality developed. Rangnick wants players that are used to high-tempo, with cognitive ability to learn and improve and the capacity to find solutions in restricted areas under high pressure. He tells his players to act not to react, to dictate the game with or without the ball, staying compact and using numerical superiority. And according to him, resilience is the vital part, when building the right mentality[i] “Mentality relates to efforts you put in. Are you hungry? Are you willing to submit everything to get better? Do you want to improve yourself every day? Do you live in a professional way? Are you resistant to things like nightclubs or drinking? Do you need a big car or other things for your ego? If you don’t have the right mentality, you can forget about the inherited talent that is in your DNA, and what you learned from others. It is no use. It does not help. It does not matter how talented a player is, if the mentality is s**t, forget about it.” – Ralf Rangnick[ii] When it comes to resilience, it is not only overcoming failures that is important, dealing with success is equally demanding. If a player lacks emotional maturity, after achieving a certain degree of success he might think “he has made it already”, this kind of attitude will have a negative effect on his development and is a path to arrogance. In this scenario, players must be helped to see the reality of things and keep their feet firmly on the ground.

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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GOAL SETTING “The trouble with not having a goal is that you can spend your life running up and down the field and never score.” —Bill Copeland Goal setting is an essential skill in any walk of life, if we really want to stretch our potential to the limit, we have to set targets that direct, motivate, and inform us so that we are maximally committed to our best performance in every training session or match. Key types of goals: Outcome goals (The Why) – gives us the reason to play, to win leagues, cups, to be the best and ultimately realise our full potential. Example: Top scorer in the league. Performance goals (The What) – gives the indications of what needs to be done to achieve the outcome goal. Example: 70% of shots on target during league games. Process goals (The How) – details exactly how these goals will be achieved. Example: Focus on finding gaps in the opposition defence and quality of finish. Work on explosive speed and speed endurance during the pre-season. The quality of goals set has an enormous effect on whether the player will improve, hence the goal-setting process must be well thought through. There are few important attributes, goals must possess, to be effective: Motivational – goals must be challenging to inspire growth. Realistic – goals must be realistic, otherwise, the player will quickly lose interest. Accessible – there must be a way to measure whether a goal was achieved. Timed – goals must have deadlines to have an impact. For example, short term (week), medium-term (mid-season), and long term (season). A useful tool to set effective goals is self-evaluation, where a player sits down with the coach/psychologist and determines which areas of the game can be improved. Goals can be broken down into mental, tactical, technical, and physical, allowing players to determine weak points in each of the key areas. Once the goals are set, it is time to put them into action. Resilience and perseverance in achieving goals determine whether a player has what it takes to develop a winning mindset. Finally, reviewing the goals is as important as setting and actioning them, as you can assess whether you have achieved them. Players acquire experience of goal setting, which makes them better at it, which in turn is essential to every players’ further development. If goal setting is enhanced, improvement follows. Bear in mind, that goals will not always be achieved satisfactorily, in which case, it is important not to get discouraged, reassess the present situation and recalibrate the focus. There is always a new day, new game, new season, as long as the players make strong, deliberate efforts to achieve the goals set.

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BUILDING CONFIDENCE There is a place for doubt: it makes you want to win. Doubt leads to fear and fear is what fuels every great challenge. The trick is to transcend that fear, to believe in your own abilities so that the team can win – Eric Cantona When a player is confident, he plays in the state of “flow”, where everything works effortlessly, but there are often situations when it does not. Confidence is possibly the most important psychological commodity within sport. It is crucial to understand, that confidence does not just come and go when it wishes, confidence can be controlled, and maintained, if it is built properly. It is up to coach/player to choose to take control and incorporate confidencebuilding into the daily/weekly training routines.For players with robust confidence, if the game is not going well, they can remain positive and focused on producing an individual performance, that will help the team to turn the game around, also helping other teammates to improve their attitude towards setbacks. There can be many reasons for a drop in confidence, including a string of bad performances, ageing, a player coming back from a long injury layoff, the arrival of a new player who is a direct rival for a place in the starting eleven, arrival of a new player who replaces you as the best player in the team, a player feels he has lost the confidence of the manager, a player who is not comfortable with the position he is playing and many more. There are a few things, that everyone must keep in mind, to help overcome the struggle: Separate the controllable from the uncontrollable – a striker can go through a goal drought because he is making bad decisions, making poor runs, or overthinking before placing a shot. Alternatively, he can be struggling to score because there is no good service provided from midfield, hence it is important to understand and separate the reasons behind a drop in output, preventing them from denting confidence. Concentrate on the process, not the outcome – for example, a striker that is struggling to score, needs to concentrate on the steps he needs to make to get himself into good positions, with the correct body shape, which would allow him to place the shot with enough composure to score. Opposed to just skipping these steps and only thinking about the ball in the net. Define the source of the problem – player/coach must narrow down to the aspect of the game causing the drop in confidence. Once it is defined, it can be worked on. Subsequently, when the goal is set and improvement is achieved, it gives the player more confidence that any other issues will be overcome as well. Concentrate on what you do well – we tend to compare ourselves to others, which can sometimes be a good thing, giving an extra stimulus to improve. However, it can also have a negative effect, when a player feels low in confidence, because he cannot match the set of skills of his teammate or an opponent. We all have different capabilities and different circumstances, that is why it is important to concentrate on what you do best. Positive selftalk and reminders are effective tools, players must choose the right content to build up confidence, outlining their best qualities on the pitch. Give it all – Even if, on the day, the player does not feel at his best mentally, one thing that he can always do - is to give it all. If he is a striker and has struggled to score for a few games, he must work extra hard on closing down the opponents or assisting others. It will be appreciated by everyone, the management, teammates, and fans. There are no excuses for not working hard. It is much easier to regain confidence when everyone around respects and supports the struggling player.

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VISUALISATION

“I keep having vivid dreams of success. Then it is time to sleep.” - Conor McGregor Visualisation, also known as, imagery or mental rehearsal, is defined as using all your senses to rehearse your sport in your mind. Its main purpose is to aid replication of the competitive environment, whilst in a training scenario. Visualisation is commonly used by sports psychologists to encourage player development, as it is one of the most useful mental skills. Many players, do it occasionally, but to be effective, visualisation must be practised regularly. Two most common techniques used to generate images are visual (what an athlete sees) and kinaesthetic (the experience of the body while performing a movement). Numerous studies have shown that mental imagery improves an athlete's motor skills during competition as well as their ability to learn new skills during training. When a player is thinking through an event, his brain starts connecting the dots, mapping the action, this way he speeds up the learning process, even before he tries it on the pitch. Once the new instructions are in place, it is more likely that the body will reproduce the new pattern. It can be used to practice various attributes: Practising specific skills - rehearsing shooting with a weaker foot. Improving confidence and positive thinking - seeing yourself playing extremely well. Rehearsing tactics and problem-solving - playing a through ball to place the striker into a scoring position. Match review - replaying positive and negative points from the game to analyse and improve. Staying mentally fresh during an injury period - mind focused on match-related thinking. Some players find it useful to identify with a role model, to help with developing visualisation of playing confidently. If it is done regularly, a player can start displaying similar levels of confidence and skill, attributed to the role model. To improve a certain skill the following step by step visualisation exercise can be used: 1. Identify a specific situation where you want to perform better. 2. Visualise the situation in as much detail as possible including – weather, pitch, crowd noise, state of the game, etc. 3. Visualise how you want to be feeling and thinking. 4. Visualise successful performance – pay attention to what it feels like to execute it with confidence. It is important to remember that visualisation is a skill, and the more it is practised, the better the player becomes at it, the more impact it will have on the mind and body.

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CONCENTRATION

"You have to be online all the time! That means thinking ahead on the pitch and being prepared for every situation. Players must live in the now, not indulging in other things or previous mistakes”. – Jesse Marsch Players must maintain concentration throughout the entirety of the game, even a lapse of one second can lead to a goal conceded or worse – a loss of the game. As with other mental attributes, it can be worked on and improved. The key to staying in control of your concentration is to focus on the present. Players often start dwelling on mistakes they have made in the past or on the result of the game in play. Concentration on the present moment and action at hand is vital. Concentration routines could be especially effective when preparing for set pieces and especially penalties. Whether players should be preparing to take penalty kicks, is a long-standing debate within the football community, a debate which has now clearly won by those in favour of practising them. Consistency in preparation maximises the chances of consistency in performance. Sergio Ramos missed a crucial penalty against Bayern Munich in the semi-final of 2012 Champions League. After the setback, he vowed to improve penalty taking, working on his focus from the spot-kick. Since then, he went on to have a streak of 18 penalties scored in a row, which is even more impressive considering that Ramos is a central defender and scoring is not his primary occupation. In 2016/17 season Chelsea missed a third of their penalties, which resulted in many points being lost. So they looked to improve their penalty taking, and that came from employing systems such as having players have a first penalty preference and a second penalty preference. In practice, they showed the players a goal split into 12 even squares and had them point out to the coach on the grid where they were going to put their penalty. To increase the difficulty they would then have them point it out to the goalkeeper before taking their penalty, and finally they would have the players take penalties in a mock penalty shoot out setting, putting heart rate monitors on the players to work out who struggled with nerves before taking their penalty. The team scored all 16 of their penalties the following season. Below, is an example of concentration routine for taking penalties: Phase 1: Physical set up Place the ball on the spot Take 4 steps back and 1 to the side Deep relaxing breath and centred stance Phase 2: The Mental set up Visualise a line from the ball into a selected spot in the goal Visualise striking the ball sweetly and powerfully, and the ball travelling exactly where you want it Deep breath, think ‘balance and power’ Phase 3: Execution Take the penalty Drive the ball along the visualised line with conviction Strong follow-through, maintaining balance and power through the ball. It is essential, that every routine is followed up by an evaluation, to monitor the progress and improve further.

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MATCHDAY PREPARATION “Everyone has a will to win, but very few have a will to prepare” – Vince Lombardi, American football coach It is normal to feel nervous before the game, nerves are mobilising the body for action ahead. However, what is important is how a player chooses to use nerves. If a player takes control of the stress, he can make sure it works for him, if he is unable to take control - it will negatively affect his performance. Focused breathing routines can be used to calm down, rising football star Erling Haaland meditates daily, and speaks highly of the positive effects it has on his performance. He even celebrates scoring his goals by imitating a meditation pose. Every player must have a pre-match routine that allows him to get his nerves under control, to produce the highest level of performance no matter the circumstances. For most professionals, the routine begins the evening before the game with training well over for the week, going to bed on time and having a good night’s sleep, visualising best performances, having a nutritious breakfast, being respectful and supportive to the teammates and coaching staff, is common sense and a big part of taking control. A player must go through his positive reminders, remembering why he is a good player, how important his role is for the team, how many important victories he has already achieved, and how well he will perform today. He must concentrate on his best qualities. Once a player has control of any nerves, he needs to get psyched up for the game, get into the game mode, many players listen to music that inspires them. It is also important to concentrate on a physical warm-up as it has great importance on the levels of arousal and readiness. Some players thrive when under pressure and can communicate their readiness to their teammates. Strong, passionate, positive statements shouted aloud in the dressing room or stadium tunnel can give an extra boost to the whole team. Lastly, never forget, players must enjoy the challenges, as this is what they love doing.

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LEARN TO ANTICIPATE “Think quickly, look for spaces. That is what I do: look for spaces. All day. I am always looking. People who have not played do not always realise how hard that is. Space, space, space. It is like being on a PlayStation. I see the space and pass. That is what I do” – Xavi Hernandez Brilliant players do not play a pass without seeing it, they play the pass before we have seen there is a potential for a pass. It is not about having the best eyesight; it is about how you assess the information. Xavi excelled in this regard, he was constantly scanning the field and assessing the information, however, took no risks when he did not have enough information, and simply played a back pass. Playing this way, he was losing the ball extremely rarely. Arsene Wenger says a top player has a “head like a radar” and that more work needs to be done on perception and decision making at young ages. Speaking at SiS Paris, the legendary Arsenal manager said: “The problem in football is that you learn how to play [the wrong] way round - first execution, then decision making and perception last. I have lost many top players because their head was on the ball and they were not seeing what was around them. Great players isolate from the ball, their head is like a radar. Once a circuit is printed in their brain, we managers find it extremely difficult to change that. It’s vital not to harm the perception with young boys because they learn first the execution from five to 12". “As a player, whenever I get the ball I have to analyse, then decide and finally execute. Perception plays a huge role in this. I worked with a University in Norway to identify how I could improve perception. Basically, I came to the conclusion that it is about getting as much information as possible before I get the ball. I call that scanning. I try to see what happens to a player in the 10 seconds before he gets the ball, how many times he takes information and the quality of information he takes. It depends on the position. What is interesting is that very good players scan six to eight times in the 10 seconds before getting the ball and normal ones three to four times. That is a major step for improvement. However, more important you have to analyse the quality of perception and decision making. My challenge is to get my players to know which the best choice is and make the optimal decision every time they get the ball. The player has to scan and decide. When he has decided he has to make the best possible solution. This means a compromise between risk and the progress of the ball." Norwegian professor of psychology, Geir Jordet, who works closely with Ajax football club, breaks down key factors of decision-making in football into three segments: First is visual perception, which he describes as the ability to take and interpret information; the second is visual exploratory behaviour, or the ability to actively search and scan to collect information; the third is anticipation, or the ability to see what is about to happen.[i] Jordet started out his research by taking a camera to matches and filming one player for the full 90 minutes. After filming about 250 players he realized they all did different things before they receive the ball. He offers a video of Andres Iniesta in 2010 World Cup final as a good example. In the ten seconds before he scores the winning goal, you can see Iniesta in the middle of the pitch, scanning for information. Before he makes a decision, he makes sure that the relevant information has hit his retina.[ii] Frank Lampard had the highest “Visual Exploratory Frequency” in the Premier League during the time of Jordet’s research. He counted exploratory behaviour as: “A body and/or head movement in which the players face is actively and temporarily directed towards the ball.” The study looked into the search frequency of 64 players over 118 games, covering 1279 game situations. Lampard averaged 0.62 searches per second before receiving the ball. Steven Gerrard was remarkably close on 0.61. Jordet believed that players who actively scanned their surroundings before they received the ball would produce a higher percentage of successful passes once they received the possession.[iii] [i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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It is no coincidence Frank Lampard excelled in scanning during his professional career. When Jordet asked West Ham Academy Manager Tony Carr about Lampard's special skill, he was illuminating. “In the first game Frank played for West Ham, his dad would sit in the stands and shout at his son all the time," Carr explained. “He’d say the same thing, every time - ‘Pictures! Pictures!’ He just wanted Frank to have a picture in his head before he got the ball.” When the website Trainingground.guru got in touch with a former West Ham assistant Frank Lampard Snr, he elaborated further: “I didn’t know it was called scanning, but I knew it was very important, from my own playing career [he played 551 times for West Ham and twice for England]," Lampard Snr said. "That’s why I was shouting ‘pictures’ at Frank from the sidelines. I can remember it now. I was probably annoying him, but I knew it was important.“All the best players do this naturally. Or I should say it looks natural, because it will have been drummed into them from a young age. “It’s crucial, because the higher you go, the less time you have on the ball. You need to gather all of the information you can before receiving the ball, so you can make quick decisions once you have it.”

FORWARD PASSES COMPLETION RATE IN RELATION TO THE SCANNING OF THE FIELD.

As shown in the statistical diagram above, there is a close relationship between exploratory behaviour and quality of the performance. Increased Visual Efficiency Behaviour leads to more information, which allows players to improve the ability to effectively process this information. The key to the right information is that it allows you to predict the future. Jordet calls it Prospective Control. It is an ability to see what is about to happen, though it is only meaningful in practice if it can be linked to action. Things change fast and what is relevant now, might not be relevant in three seconds. Collecting information, updating the overview of your terrain; that allows you to act before others and gain the edge.[i] At Leicester City Tactical Insights Conference (February 2020), Germany U-21 coach Stefan Kuntz talked passionately about players scanning during possession and before receiving the ball. This was something his analysis team had picked up on as a frequent reason why they had lost possession. Kuntz then looked to fix this in training with a simple session based on players playing in a diamond. The middle players moved away from a mannequin, received the ball from one end and played to the other, scanning before receiving. However, he pointed out the importance of recording training sessions, as he showed the conference the recording of this session, and that when he was not watching certain groups, they were still not scanning. So, he knew he needed to continue with this topic. He then showed another session he put on where players played on half of a pitch that had been split up into 64 square grids. Playing from one end to the other in groups of three, players had to move into a different grid to receive a pass from their teammate and continue doing this as they moved the ball up the pitch. He then progressed this to a practice where there were three or four groups going at once, creating lots of traffic and confusion, but making the experience more realistic. He then showed the improvements with examples from subsequent games and showed examples of goals where the build-up play had mirrored the session in the grids, showing the full circle of identifying a problem through video analysis, fixing the problem in training, and then seeing the results in games. [i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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HOW TO BUILD A WINNING CULTURE “In my business, togetherness is not just a nice concept that you can take or leave according to taste. If you do not have it, you are nothing. Selfishness, factionalism, cliquishness are all death to a football team…As a manager in football, I have never been interested in simply sending out a collection of brilliant individuals. There is no substitute to talent but, on the field, talent without unity of purpose is hopelessly devalued currency. – Sir Alex Ferguson You simply cannot win without a good old team spirit, which unites player to work hard towards a common goal and overcome challenges together. No matter how many winning slogans are written on the locker room walls, if negativity, excuses, selfishness, and poor punctuality are not addressed by the coach, it will have a detrimental effect on the team culture. The whole is greater than the sum of its parts. If your team is not working together, it is not going far. What you celebrate most is what your team will strive for most. If you celebrate individual contribution, that is what you will get. If you celebrate collaboration, humility, and service, that is what you will get. Culture is the foundation from which winning teams are built and has a direct effect on results throughout the season. Culture drives behaviour, behaviour drives habits, and habits inevitably create the performance. Culture is never accidental, coach is always responsible for it, once it goes wrong, it is exceedingly difficult to get back on track. Without players totally embracing every aspect of the program and driving it themselves, the team will never realize its true potential. Team culture is defined as the expression of team’s values and beliefs about performance and competition. Every team has it, it is only a question was it created with intent and purpose, or was it shaped by the players naturally. Path to the goal will never be straight and every team faces adversity at some stage of the season. When the pressure is on, it can be a testing time, the coach must be prepared to adapt and move forward with a positive mindset. If after bad performance, coach cannot control himself in the locker room, he must make sure it ends there and then. Next training session must be a positive step forward. Modern managers cannot be successful without possessing psychology skills, the best of them understand the importance of building relationships with players. They are aware that every individual is different and requires an individual approach, dedicating time to speak to each player individually to strengthen the bond. The bond between the coach and the player must be built on honesty, difficult conversations are sometimes unavoidable and often strengthen the relationship. The modern coach should avoid criticising his players in public or in front of their teammates. Egos must be checked in place and conflicts must be resolved quickly and quietly.

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INGREDIENT NR. 1: TEAM VISION The first rule of team dynamics is to ensure that there is a clear, shared mission that team is embarking on, that there is a unity of purpose. Without it, a team can still be effective but inconsistency in performance is likely to be far greater, and that elusive team spirit much more fragile. The more the team shares a vision of what it is trying to achieve, the greater the collective drive becomes. Questions that can help formulate an effective vision: Does the vision generate forward momentum, change, and progress? Does the vision excite everyone and get everyone to act? Does the vision unite and help create passion in the team? Does the vision mean, that if achieved, players will be proud to be associated with? Critically, when the vision is achieved, a new one must be set to keep the momentum of progress moving forward. Without it, desire and purpose disappear. Once the vision is in place, shorter-term goal-setting follows. It is important that the whole team participates in the process, as it increases the sense of participation and accountability within a team. As in the chapter on goal setting, first and foremost, a team must self-evaluate itself in terms of each characteristic: Tactical, Physical, Technical, and Mental. Following the self-evaluation, short, medium, and long-term goals must be established, reducing the deficiencies, and strengthening even further the good areas of the game. For the team to be successful and achieve its goals, there is a requirement for all the players to know what their specific contributions are. It is down to the player working closely with the coach, to determine his exact role in the team. Role rules: Clarity – every player must be sure of what is expected of him, lack of clarity will lead to a decrease in confidence and conviction on the pitch. Acceptance – players must accept their roles to give their best, often a player is underperforming when he thinks he is played out of position, then it is up to the coach to convince the player, that he is doing it for the good of the team. Failure to do so can disrupt the unity of the team. Flexibility – players must be ready and willing to play different roles when necessity dictates or adapt their role to help the team in certain situations. Finding a glue, that binds the team together, is critical to team’s success. Shared vision, shared commitment to achieving a goal, and clearly defined player roles are crucial elements to attaining cohesion. Teams generally perform best, when they manage to create an environment in which all players feel valued, challenged, and supported. Players must understand their roles, buy into the team ethics, and feel they have the support of their teammates and coaches. When these factors are in place, a team can experience a synergy – when the whole is greater than the sum of its parts.

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INGREDIENT NR. 2: TOGETHERNESS HANSI FLICK:NICE GUY WHO MADE EVERYONE FEEL VALUED AND APPRECIATED

“We are a crazy bunch of guys from A to Z, always willing to help each other out, with incredible togetherness,” – Thomas Muller Hansi Flick - a superb communicator, expert team-builder and genuinely nice guy who made everyone feel valued and appreciated. He succeeded where his predecessor Niko Kovac had failed: the whole squad were united in their drive towards the common goal of the treble, edging each other on, on the pitch and from the side-lines. Club officials noted that Lucas Hernandez, the €80 million defender still looking to tie down a regular slot, was one of the main party instigators after winning the Champions league trophy (2020).[i] As the former assistant of Joachim Low, Flick knew all too well that the difference between success and failure at this level could come down to a good-old-fashioned team-spirit, the basic fuel without which a finely tuned pressing and running machine such as Bayern cannot hope to run smoothly. At the European Championships in 2012, the German national team were plagued by Bayern-Dortmund infighting and unhappy squad players angling for starting places. After a hugely troubling semi-final exit at the hands of Italy, Low and his staff set upon a giant team-building exercise that culminated in an intentionally “diverse” bungalow-sharing arrangement at the fabled Campo Bahia base camp in Brazil. “I don’t think we would have won the World Cup without it,” Per Mertesacker said later. After the famous 8:2 Barcelona win, Flick tellingly kept referring to Bayern’s winter training camp in Doha in January as the spiritual origin of their nearly flawless calendar year. “Our hard work there and the boys’ willingness to pull in the same direction made us think we could achieve something big this year,” he said.[ii] While caretaker manager’s human touch, agreeable attacking tactics and unstoppable winning streak all helped in the creation of a strong team spirit. But that is not the whole story, as far as motivation goes. “Bayern also benefited from interesting dressing-room dynamics,” a source close to the players suggests. “You had the remnants of the 2013 team (Muller, Boateng, Neuer, Alaba, Martinez) and the guys born in the mid-90s — Serge Gnabry, Leon Goretzka, Niklas Sule and Joshua Kimmich — who hadn’t won a big international title yet.[iii] “The first group were desperate to do it once more, having spent seven long years chasing the trophy in vain, while the second one understood they needed to do it in the Champions League to be considered real greats. As soon as their performances in the competition improved in late autumn to the point that they felt they were among the contenders, the two groups really bonded over this common goal and swept everyone else along.”[iv] Having a philosophy is one thing; transmitting it to the players and implementing it effectively is quite another. This is where another of Flick's key strengths comes to the fore: communication. "Appreciation and respect are the basis, and with this basis you can then speak your mind openly," he said. "You don't always have to agree with me but exchanging points of view and then implementing them in the sense of the big picture is the only way to succeed in the end." He has found a receptive audience in Munich, where numerous Bayern players have hailed his man-management skills as being integral to the team’s improvement.[v]

[i] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [ii] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [iii] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [iv] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [v] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020.

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"Hansi gives us clear guidelines - not options, but specifics, that is why we were able to come back so well after he took charge." – Thomas Muller Flick does not do big, memorable speeches, either in the dressing room or in front of the media. Those who have watched him closely over the last few months will tell you he has succeeded by simply being himself, a genuine man who treats everybody with respect and understands what a team of Bayern’s qualities needs to thrive: simple, clear instructions and a basic set-up that brings out their best. His leadership style is an inclusive one. After taking over from Kovac, he sounded out the views of key members of the team. What did they think about the way Bayern should play? Feedback suggested the team favoured a much more attacking style than the one Kovac had overseen, frustrating them with his reactive tactics. [i] A return to pressing principles and a higher defensive line was universally welcomed. The majority view was neatly in line with Flick’s own ideas, but it had been important to him that the team felt they were being heard. “His empathy is his greatest asset, he’s reminiscent of Jupp Heynckes in that respect,” Like 2013’s saintly treble-winner before him, Flick has shown a talent for making everyone feel valued, whether they are seasoned superstars or youngsters on the fringe of the team. “Players like the way he talks to them. He is honest with them, true to his word. They like him and play for him.”[ii] It would be wrong to paint him as a mere Mr Nice Guy, though. Flick’s charisma-lite media personality hides a fierce ambition. Bayern officials were slightly taken aback that Flick had very firm ideas about the way he wanted the team’s affairs run and stood his ground unless there were exceptionally good arguments to do things differently. Flick has taken to power very naturally. He is a benign ruler and avowed team-worker but has clear views. And he does not shy away from voicing them. His human touch was complemented by welldefined tactical plans that helped the team play much better. The dressing room was almost instantly his. Members of the 2014 World Cup squad privately go as far saying Germany would not have won that tournament without him. Flick was Low’s details man. In the spring of that year, he wrote down the team’s exact training regime for every single day in a black booklet that was hundreds of pages thick. He was also instrumental in convincing Low to devote more time to dead-ball situations, an area the national team manager had neglected in the past. Only five goals out of their 53 scored in the 2006, 2008, 2010 and 2012 tournaments had come from free kicks or corners, and Germany had conceded pivotal goals from or after set-pieces in 2006, 2010 and 2012. Germany’s set-piece excellence was a triumph of preparation and a culture of collective responsibility. Flick had split the squad in two and made scoring goals from set-pieces a mini-competition after every training session, fostering a spirit of innovation, fun and productive rivalry in the camp. “He made the players partners in the process; they weren’t just following orders but were entrusted to come up with their own solutions. They felt respected and taken seriously as a result.” It is exactly the same at Bayern now. The club could not be happier.[iii] “Hansi has really done well in promoting the team’s strengths of playing attacking football and keeping a well-balanced defence at the same time, he communicates really well with the players; practice sessions have been hard work, but also fun, and he really prepared the team well for every game. Hansi is hungry for success, and so are the players. It’s a great fit.” – Hassan Salihamidzic

[i] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [ii] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. [iii] “How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020.

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JURGEN KLOPP: SOMEONE WITH A CAPACITY TO WORK AS A CEO FOR ANY MAJOR INTERNATIONAL COMPANY

“I’ve never experienced such togetherness, you don’t play for only for yourselves, you play for those who are always there, for your teammates next to you, the supporters, the people at Melwood and in the stadium who do everything every day in order for you to do your best’. It really touches us. We do everything for them.” – Virgil Van Dijk after winning Champions League (2019) Remarkably similar cultural pattern is observed when looking into 2018/19 edition Champions League winners – Liverpool. Amid all the songs and the dancing after winning the final, it had been noticeable how pleased everybody felt for each other — the manager for his players, the players for him, and everybody for the fans. Klopp’s emphasis on the social aspect of their work had truly taken hold. In the hour of victory, Liverpool resembled less a collection of immensely well-paid athletes and more of a mutual society, toiling for the benefit of everyone involved. A team built in the image of their manager. When Klopp started at Liverpool, he asked every member of staff to introduce themselves and describe their role at the club in front of the squad. This was designed to remind everyone present that each person had a responsibility to one another. Players were told they needed to learn the name of every employee at the training facility and warned that unless this happened the sort of togetherness which brings success is impossible. Before hiring Klopp, what FSG president Mike Gordon wanted to know most about Klopp was whether they would be comfortable enough in each other’s company to express constructive disagreement. “Speaking your mind and disagreeing at Liverpool isn’t just allowed,” Gordon told Klopp, who offered a pregnant pause and raised an eyebrow… “It’s required.” Gordon then explained to Klopp what he feared most, something along the lines of a good idea failing to materialise because of a lack of trust between parties stopping them saying what was really on their minds. After the interview, Gordon told John W Henry, the club’s principal owner, that Klopp had the capacity to work as a CEO for any major international company. [i] Influential figures have not always thought the same way but, what has changed under Klopp is the level of healthy debate and a willingness to challenge as well as invite someone else’s opinion. Henry, for example, believed Mohamed Salah was overpriced at nearly £40 million because he had already failed to make a mark in the Premier League with Chelsea. Yet Liverpool signed him from Roma on the recommendation of sporting director Michael Edwards. Klopp had wanted Bayer Leverkusen’s Julian Brandt instead but both he and Gordon were won over by Edwards’ conviction, considering he had followed the Egyptian’s progress since his pre-Chelsea days at Basel.[ii] “We can talk about what a remarkable coach he is, but the love that you felt in that moment between Jurgen and his players was so great, I think Jurgen would be a brilliant psychologist if he wasn’t such a great manager. He brings out the best in players.” – Tom Werner, Liverpool chairman[iii]

[i] “Jurgen Klopp – the fist-pumping genius who turned dreams into reality”, James Pearce and Simon Hughes, The Athletic, Jun 25, 2020. [ii] “Jurgen Klopp – the fist-pumping genius who turned dreams into reality”, James Pearce and Simon Hughes, The Athletic, Jun 25, 2020. [iii] “Jurgen Klopp – the fist-pumping genius who turned dreams into reality”, James Pearceand Simon Hughes, The Athletic, Jun 25, 2020.

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DIDIER DESCHAMPS’S LEADERSHIP COUNCIL

World cup winner as a player and as a manager, Didier Deschamps, focuses on the team dynamics and optimising talent in the group. “Adapting to the group that you have at your disposal, adapting to the place where you are working, adapting to the local environment. This is crucial: adaptability. It means being aware of the strengths and weaknesses inside the group, being aware of all the outside factors that can influence your sphere, and adapting to all of that, then modifying what you have done and not being afraid to change”.[i] Deschamps has created a circle of trust that both empowers the group and provides him with more information to make better decisions. This is how he gains an edge. Every new player called up to the France squad has a one-on-one chat with Deschamps. He tells them what he thinks of them, what he wants from them, and warns them what to expect in the future. Deschamps will give a youngster a wider margin for error, but he will not accept a lack of effort, a lack of determination, or a lack of desire.[ii] Once the player is an international, the way people look at him will change forever; as will expectations, from his support structure, team-mates, opponents, and the media. Deschamps ensures that all players have a copy of his code of conduct in their rooms at Clairefontaine, the French training-centre. In it, he asks them to respect the jersey and the national anthem, to display an open and friendly attitude, to be genuine and humble.[iii] “It comes down to a relationship based on trust”, he says. “The role I have as national team coach is about having a moral contract. I do not pay these guys, which is why I am talking about a moral engagement. It is about creating a link based on trust. The human relationship is extremely important, being a manager is about recognising talent and knowing how to use it in the right context. Your choices are human investments: you must put time in, to get to know them better. They have different lives, personalities, cultures, backgrounds, even views on life. So, you must be able to tune into their station. Man-management has become extremely important.” This is where dialog comes in, not always face-to-face in his office, but sometimes the odd word on the training ground or during a meal. It is all considered and thoughtful. The information on his players is out there, available to us all. “What interests me is knowing the man behind all that”.[iv] When he was a club manager, Deschamps established a leadership group of three “captains”. Each one represented a domain of leadership: physical leadership, technical leadership, and psychological leadership. He felt the whole squad was covered by at least one of those three. It was important to have an odd number in case a vote was tied.

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iv] “Edge:Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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In the national team, he increases the three to five; one of the extras is a young player who in on the leadership group’s “Cabinet meetings” and passes the messages on to the younger players in the group, and vice versa, so their message is relayed to the coaches. A vice-captain also joins, so the number remains odd. The “inner circle” is crucial to Deschamps work. His back up staff is in constant communication with other members of the group, and the coach rarely needs to intervene in an issue. If he does, it is already out of hand. Deschamps emphasises that it is not a one-way conversation. It is important for the Cabinet to tell him what the group feels and requires as well. Their job is to bring back information to him. Speaking and passing on the right messages is part of the modern leadership. “For me being a good manager is very much about listening. And we must remember that listening and hearing are two different things. The players must feel like they can express themselves. Your role is not just to give orders: it is also to console, to encourage and to listen.”[i] Main principles of building the culture of togetherness: Leading by example – the coach must be a strong example of the culture he is promoting, if he sets high standards for his players, he must live or die by them himself. Being consistent – setting high standards is easy, maintaining them throughout the season, especially when things do not go the way you planned, demands an enormous amount of energy from the coaching staff. Positive mindset – the path to the goal will never be straight and every team faces adversity at some stage of the season. When the pressure is on it can be a testing time, the coach must be prepared to adapt and move forward with a positive mindset. If after a bad performance, coach cannot control himself in the locker room, he must make sure it ends then and there. The next training session must be a positive step forward. Communicate to players with empathy, honesty, respect, and humility. Build relationships based on trust. Adapt to the environment. Have clear ideas on playing style, communicate them in a concise and specific manner. Make everyone feel involved and appreciated, by involving everyone into decision making process, however, be firm to stay within the guidelines you have set.

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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INGREDIENT NR. 3: EMBRACE THE HARD WORK

“When you reach the maturity necessary to understand that hard work leads to results, you no longer feel tired. Let us not lose track of the fact that footballers do not train as hard as other athletes, where the training is tough and intense. My players must think of that and go at it harder. We never had the means for big investments, so we had to find young players in Europe with the same philosophy: able to adapt to our style of play, winning mentality, offensive-minded and willing to work hard. Those who believe in that is one of us, those who are afraid leave.” – Gian Piero Gasperini[i] Atalanta’s recent rise has seen the Italians emerge as a neutral’s favourites of late, their free-scoring attack winning many plaudits as Gian Piero Gasperini’s side continue to punch above their weight. Before coronavirus struck, Atalanta were having the best season in their 113-year-old history. They scored most goals in Serie A, and were third in this statistic among the clubs across the top European leagues, only Manchester City and Bayern Munich have scored more (2020). They qualified for Champions League two years in a row and went farthest out of all Italian teams, reaching the quarter final stage, with Valencia vanquished 8-4 on aggregate in the Champions League last 16. They were only eliminated by PSG in the injury time, while leading for most of the game. Atalanta cannot compete with elite clubs financially, hence they must compensate it by working hard. Gasperini is relentless in his demands, not unlike Jürgen Klopp. Training is merciless and some players have not enjoyed it. Christian Vieri once said that Gasperini “will destroy you in training” but Atalanta’s manager says: “During training, my players need to struggle; those who aren’t used to working hard scare me. But from the struggle, victories are born. If you do not run in training, then you do not run during the game. Then, of course it is important to have fun in training too because from that comes the style of play and the quality.”[ii] Gómez once said Gasperini trains players so hard that a match feels like a day off. “With Papu we are talking about an extraordinary player who had not achieved his potential because he never trained well,” Gasperini says. “When he started training better, he raised his level to become one of the best in Europe. He wasted time because training makes you into a champion: he always had everything to become one. “Ilicic is another one. We used to call him ‘Josip the Grandma’ because he was just going around being nice to everyone. We had to convince him to increase his efforts at training. He was missing that mental step but once he changed his mindset, we stopped calling him grandma, now we call him ‘The Professor’. He realised that every training session is fun and from that decision he was reborn.”[iii]

[i] “Atalanta's Gian Piero Gasperini: 'Players who aren't used to working hard scare me”, Fabrizio Romano, The Guardian, 22 05 2020. [ii] “Atalanta's Gian Piero Gasperini: 'Players who aren't used to working hard scare me”, Fabrizio Romano, The Guardian, 22 05 2020. [iii] “Atalanta's Gian Piero Gasperini: 'Players who aren't used to working hard scare me”, Fabrizio Romano, The Guardian, 22 05 2020.

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“For the manager, you can train quite intense the day before the match, you don’t go very low in your intensity. I think that’s a big difference.” – Marten de Roon[i] The Danish strength and conditioning coach Jens Bansgbo, who served under Carlo Ancelotti and Marcello Lippi at Juventus around the time Gasperini started his own coaching career with the Old Lady’s youth teams, has powered Atalanta up with weights, squats, and lots and lots of running. “What you see with a lot of different teams is that they’re very good probably for the first 60-70 minutes and then the last 20 minutes they suffer,” De Roon says. “For 70 minutes we’re maybe on the same level as them. But the last 20 minutes we can keep the same (intensity).” As such, it perhaps should not come as a great surprise to learn that the largest share of Atalanta’s goals (22 per cent) this season have arrived in the final quarter of an hour.[ii] “A lot of people say the training is hard but it’s always full of games, full of competing,” De Roon adds. “And then when you see the results and you also feel during the games stronger than your opponent, especially in the final minutes, you have such a good feeling and that gives you more and more energy to do more.”[iii] “For Atleti to keep winning, we can only do one thing – that is to work and fight. It is not enough to have talent at Atletico Madrid. At other clubs it is, but we cannot sign superstars and have to look for players with good work ethic” – Diego Simeone Atletico Madrid is another club that has been consistently overachieving, challenging biggest clubs in Spain and Europe for the past decade, despite their significantly lower spending power. Mainly down to hard working culture, implemented by Diego Simeone. Passion for football and his club runs through his veins. Passion he instils in his players, who will bleed for the shirt. You do not play against Atletico Madrid without knowing you have been in a scrap. Simeone not only provided Atlético with overdue stability, he succeeded in inspiring them to a Liga title when competing with Barcelona and Real Madrid had long been considered beyond them and took them to two Champions League finals. "I don’t understand, with the quality they have, the football they play. They could play proper football, but they sit deep and counter-attack,” – Jurgen Klopp after losing to Atletico in Champions League last 16 in 2019/20 season. It might not be pretty, but it is Simeone’s way of winning and incredibly, even players with lots of quality like Koke and Saul, stick to a rigid and negative style of play with not so much possession and lots of defensive work. They are behind their manager for years, despite gruelling training methods. They find purpose in their manager’s passion.

[i] “De Roon: The coach does not let us go back or wide, only forward. It is intense”, James Horncastle, The Athletic, Jul 04, 2020. [ii] “De Roon: The coach does not let us go back or wide, only forward. It is intense”, James Horncastle, The Athletic, Jul 04, 2020. [iii] “De Roon: The coach does not let us go back or wide, only forward. It is intense”, James Horncastle, The Athletic, Jul 04, 2020.

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it is not just an underdog mentality that leads to Atlético outworking its opponents. While Simeone gets a lot of credit for firing up and inspiring the team, the standard “Player x works extremely hard, and that’s why he played so well today” postgame comment - there’s a lot of preparation and training that goes into Atleti’s signature style, a lot of deliberate and mindful planning that creates the squad’s ability to outrun and outlast other teams.[i] Fitness training sessions led by Atlético Madrid’s fitness coach, 61-year-old Uruguayan drill sergeant Oscar Ortega, who has a reputation for being a bit of a sadist. Nicknamed El Profe (The Teacher), he is part man, part myth, mixing fear, fascination, and fondness, his very name striking terror into footballers’ hearts.[ii] Simeone is there for every drill himself, driving the energy, leading from the front. Work ethics at its best. El Profe’s focus on balance aligns perfectly with Cholo’s partido a partido, game by game philosophy. Weekly matchups determine Ortega’s preparation. If an opponent likes to have the ball, has good touch and likes to play between the lines, Ortega amps up the intensity and work rate in practice, utilizing exercises that may not even require a ball. If an opponent is solid at the back, El Profe and Cholo work more with the ball, focusing on combinations that can break down defences.[iii] The Atlético Way is all well and good — it informs a lot of organizational decision making, and new players certainly know what to expect when they walk in the door. However, knowing what to expect and being able to live up to those expectations being able to sacrifice for the greater good and being able to grind through sometimes unbearably intense, vomit-inducing training sessions - are two different things.[iv] Simeone is a born competitor, with a fire that, both as a player and coach, has caused him to cross the line on countless occasions. But that is true of plenty football personalities; what sets him apart is the strength of personality to instil that same will to succeed in his squad and command respect. His loyalty to Atletico – which, it must be said, has been rewarded with a contract that makes him one of the highest-paid coaches in the world – is another scarce commodity at the top of European football, despite a flood of reported offers to take over the likes of Manchester United and Arsenal, former club Inter and the Argentina national team. While other clubs quarrelled with players and staff during the coronavirus lockdown to reduce their wage outgoings, Simeone and his squad silently accepted a 70 per cent cut to look out for Atletico's best interests at such a critical time. Which exemplifies how united the team is and how prepared they are for any hardships.

[i] “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, Part I”, Mikeie Reiland, www.intothecalderon.com, 07 05 2017. [ii] “The day Kieran Trippier met the fitness coach who strikes terror into players”, Sid Lowe, The Guardian, 19 07 2019. [iii] “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, PartII”, Mikeie Reiland, www.intothecalderon.com, 09 05 2017. [iv] “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, Part II”, Mikeie Reiland, www.intothecalderon.com, 09 05 2017.

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INGREDIENT NR. 4: EMBRACE THE GROWTH MINDSET

“I feel an endless need to learn, to improve, to evolve, not only to please the coach and the fans, but also to feel satisfied with myself.” – Cristiano Ronaldo It is what separates elite players from the average: constant drive to improve and be the best version of yourself. Every day, every training session, every competitive match is an opportunity to learn and improve. Coach must cultivate the growth mindset within the team and inspire his players to always strive for improvement, players must understand that even a 0.01% improvement “on the player he was yesterday” is a progress. Same applies to everyone working at the club, including the coaching staff and management. For successful people it is about the process and the result. First you look at the required and ambitious end result. Then you ask yourself what must happen to achieve it and you stick with the process. Players realise that winning is the ultimate goal – but that can only happen if the process is right, it is about long term.[i] “You must grow and improve, day by day, because if you do not improve, you are done. Those who stop, they have lost.” – Gian Piero Gasperini[ii] According to Ralf Rangnick, modern day leadership is about being persuasive and creating a motivational basis so every day the players will want to come in and get better.[iii] Fritz Schmid, who instructs coaches on UEFA courses, agrees with Rangnick. According to him we are seeing a change in coaching styles: a move away from the traditional, “transactional” model – “I give you something, you give me something back” – to a transformational model of leadership, where coaches present players with a vision and inspire them to join the project. This is led by inspiration not direction.[iv] There is a growing development of individuality and players would rather establish their own brand before they think of the team. However, players like Ronaldo and Ibrahimović do not fall out with their coaches, because those coaches have found the right approach with that type of player. It is not so much about giving orders, but more about finding out about their triggers, and what motivates them to sacrifice their qualities for the team. This is where interaction and communication become so important: persuading a player not for football reasons but using their own selfawareness and social competence to buy into the project.[v] Coaches now must give players a reason to get up for training in the morning, and to do that they tap into what drives them as individuals. Everyone is unique and requires an individual approach. As the mental demands placed on payers on and off the pitch are increasing, so will the importance of psychology in football. Coach’s technical knowledge, as well as personal skills to manage people, will need to be continually updated – and they will need to get the balance right between letting the players express themselves with showing attention to detailed planning in training and tactical preparation in games.[vi]

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Atalanta's Gian Piero Gasperini: 'Players who aren't used to working hard scare me”, Fabrizio Romano, The Guardian, 22 05 2020. [iii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iv] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [v] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [vi] “Edge:Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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“Winning the title is the easy bit. The hardest thing is retaining it. Over the previous two seasons, Man City were the team to beat but now it is Liverpool. They have raised the bar even higher with the standards they have set. Everyone will want to beat Liverpool this season. I loved that feeling as a player, where every game felt so big. It meant you were doing well. The mindset has to be that you start all over again. Last season counts for nothing now. You have to prove that you are still the best around. Having success makes you want more of it. Truly great teams keep on winning trophies.” – Ian Rush[i] Consistency is a sign of class, maintaining same level of performance after achieving success is a challenge and coaches must work hard to maintain hunger for improvement. Klopp has the right mentality to keep on going and seems to have inspired his players to follow. He has achieved a similar feat when in charge of Borussia Dortmund, who won the Bundesliga title against all odds in 2011, and even more surprisingly managed to defend it the following year. It is all about the growth mindset, never stop improving. Club captain Jordan Henderson is a big fan of the Netflix documentary series The Last Dance, which charts the 1990s NBA dominance of the Chicago Bulls, who won six titles in eight seasons. A man who has lifted the European Cup, UEFA Super Cup, Club World Cup and Premier League trophies over the past 15 months (2020) is not interested in basking in the glory of what this Liverpool side have already achieved. “You’ve always got to focus on what’s in front of you,” Henderson says. “It’s about improving. It is about being better, and you cannot have any limits on that. I feel there’s still a lot more to come.”[ii] “We always want to improve the squad but there are different ways. One way is to sign new players, the other way is to work together, improve the things you are good at and try to nullify things you are not so good at. That will probably be an advantage for us. We have worked quite a while with each other, but I know people do not want to hear that. We did it last year pretty much that way. There are so many players who can change their role and push the others as well. The solution is not always out there in other clubs. There are so many things in our game that we can improve further.” – Jurgen Klopp[iii] Brendan Rodgers is known for his man-management skills. He engages in one-to-one analytical sessions with each of his players, often joined by the club analyst. They determine the areas that can be improved upon, set goals and design practical application sessions to work on certain aspects of the game. “Me, the gaffer and Jack the analyst, sat down and looked at where I can get more goals and playing a bit deeper, I was a No 8 today and we looked at little things like breaking into the box, getting beyond that last line, and really almost smelling where the ball is going to drop. I want goals and assists and everyone talking about me. That’s a part of my game that I’m looking to improve.” – James Maddison[iv] He talks to each player individually before every game, emphasising their role in the upcoming game, and in the days afterwards, he will go around each player while they do their recovery to talk about their performance. Sometimes, he will have to point out the mistakes they have made so they can learn from them, but there is always a spoonful of sugar delivered at the same time. Rodgers will emphasise what they are good at too and how they can get even better.[v] “But I always promise three things when I come into any club, with players and boards. I always promise my communication is open. I will give you quality in the work — I will be able to maximise your investment, improve and develop players. And I have ambition”. – Brendan Rodgers[vi] [i] “Attacking the title: Klopp’s plan to do it again, and how he did it before”, Raphael Honigstein and James Pearce, The Athletic, 11 09 2020 [ii] “Attacking the title: Klopp’s plan to do it again, and how he did it before”, Raphael Honigstein and James Pearce, The Athletic, 11 09 2020 [iii] “Attacking the title: Klopp’s plan to do it again, and how he did it before”, Raphael Honigstein and James Pearce, The Athletic, 11 09 2020 [iv] https://theathletic.com/2338988/2021/01/24/psychology-is-massive-how-brendan-rodgers-gets-into-his-players-heads/ [v] https://theathletic.com/2338988/2021/01/24/psychology-is-massive-how-brendan-rodgers-gets-into-his-players-heads/ [vi]https://theathletic.com/2338988/2021/01/24/psychology-is-massive-how-brendan-rodgers-gets-into-his-players-heads/

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PART II: TRAIN SMARTER “Those who win out, will be those who can make better decisions faster and implement them more accurately – in the 90th minute as well as in the first” – Alexander Schmalhofer, head of match analysis and innovative projects FC Red Bull Salzburg Humans are creatures of habits, and good habits must be coached in training, as coaches have limited influence when it comes to fixing bad decision-making during competitive matches. The fundamental purpose of the training session is to improve performance on the match day. You play as you train. Here, are the non-negotiables, that coaches must follow to produce effective training sessions: Sessions must be well planned and organised – sessions must have clear objectives, coaches must maintain the flow by being on time, limiting stops and interruptions, preventing lapses in concentration, making sure that players are not standing and waiting for their turn for too long, switching between exercises seamlessly. Instruct less – in regard to problem-solving, studies have shown that the more instruction increases, the poorer the learners become. Furthermore, learners who are taught more using verbal instruction perform worse in an anxiety-inducing environment. Specific feedback – when giving feedback, coach cannot be general, he must point out a specific aspect of the game that a player needs to improve and propose a clear plan of how it can be done. Balance - there must be a balance in terms of technical, tactical, and physical components that are worked on throughout the week, making sure players are at their peak energy levels for the match day. Start as you mean to finish – it is often the case, that teams start games sluggishly, concede in the beginning and then need to chase the game. It is difficult to change the mentality mid-game, which is why it is important to start from the very first minute. Teams that score first have a psychological advantage and often take control of the game. Coaches must make it a habit on the training ground, programming the team mentally and physically towards starting practices with purpose and intensity. Drive the energy - High energy teams possess incredible levels of enthusiasm and drive, largely because they have a strong sense of purpose regarding their training. They are aware of what is required to perform at a successful level, are not afraid to embrace it and push it to the new limits. Is it up to the coach to drive and maintain high energy throughout the training session. Quality over quantity - what and how is being taught is more important than for how long it is being taught. Training session must be asking players "the right questions", making sure their decision making is being challenged to improve their performance on the match day. Variety - to avoid players getting board of the same exercises, practices should vary time to time, also keeping in mind it presents players with an opportunity to solve new problems, as long as they are in line with problems players face on the matchday.

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Progress from basic to complex – to keep the brain engaged during training, constant stimulation is required. The sequence of the exercises must gradually increase the cognitive demands progressing from basic warm-up drills, towards more complex tactical exercises. Game-like situations – to improve their decision making during competitive games, players must be coached to perform in realistic, game-like situations. Over time their actions in certain game situations become instinctive and are performed at a maximum speed. Maximum speed – to improve players must do everything at their maximum speed. When a player performs at maximum speed but fails to execute a certain skill with the quality required, his brain has already started the process of connecting the dots. With a certain number of repetitions, the brain will finalise mapping the action and the player will be able to produce quality results at a maximum speed. Only when training at a maximum speed, outside their comfort zones, players will improve their mental speed and increase levels of performance during competitive matches. Game-like intensity - Training must replicate game-like intensity, which will prepare them better for the match day. Running at a steady pace for half an hour or more was a staple exercise in football training for decades. The reality is that during a football game a player never even runs for a minute at a steady pace. Highest level now is about intensity rather than endurance; therefore, coaches must concentrate on developing football-specific fitness. Dynamics of movement during the modern game is comprised of short (5-15 meters) explosive sprints, changes of direction, and recovery runs. There is a reported 40% increase in explosive sprints over the past 10 years (2020), which is down to teams playing in more compact shapes, with less space or time to make decisions. Training sessions must replicate rhythms observed in the real game situation, to prepare the players for game-like conditions and physical demands, and maintain the quality of the performance until the very last minutes of the game. Break it down into sets – players tend to drop the tempo when the same exercise lasts longer than 15 minutes, therefore it is a good practice to break the games into 2-5 minutes sets. Short sets completed with maximum intensity and recovery in between, when variations can be introduced. The result will be a group of players who can work at a higher intensity for a longer amount of time, with short periods of rest. Which mirrors what real match conditions demand. Individual analysis of physical load - players in different positions have different physical requirements (for example wingers run less than central midfielders, but their runs are more explosives, while central midfielders cover more distance in a steady pace), therefore, it should be taken into consideration, when designing the training sessions. Aspects related to the up-coming game - training sessions must be designed with the upcoming opponent in mind, meaning specific tactical scenarios should be considered, within the framework of the main principles the team is operating on.

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LET THE GAME BE THE TEACHER Rather than teaching through repetitive instructions (drills), a more effective way, is to allow the player to learn himself/herself through the game-like simulations. Stimulate through play rather than instruct through drills. Proper technique is important but more important is player's awareness of when, why, and which technique must be used, games make players think and solve problems faster. Games stimulate all decision-making components of the competitive match (mental, physical, tactical, and technical) simultaneously, which maximises the effectiveness of the training sessions in comparison to isolated technical drills. The main types of games that are predominantly used in football training are small-sided games, rondos, positional rondos, conditioned games, phase of play games.

SMALL-SIDED GAMES

2 GOALS INCREASE THE COMPLEXITY OF THE PROBLEM SOLVING (ATTACKING AND DEFENDING).

Small-sided games are games with a small number of players on each side, for example, 3 v 3 or 5 v 5. The key point is that because there are fewer players, each player gets more touches of the ball. It differs from rondos in that players can move around the area with more freedom. The main benefit of small-sided games is that it gives the coach the opportunity to overload players with decision making and problem-solving. Small-sided games can help develop any aspect of the game. Small-sided games were first used in structured coaching by the Dutch Football Association in the 1970s, under the guidance of Rinus Michels, the inspiration behind what became known as Total Football. The Dutch recognised the decline in street football, and the damaging effect that would have on developing players in future generations. They formulated the 4v4 method as a response, which became widely known as “the Dutch way”. Holland subsequently produced some of the best football teams the world has ever seen – an amazing achievement for such a small nation. To increase the speed of decision making, the space can be reduced, but if the coach wants to work on physical aspects, he can increase the field of play, so players must cover more ground. 2v2 training exercises greatly improve player acceleration and deceleration while larger numbers and greater dimensions in small sided games affect distances covered and high speed running. Overall, small sided games are a great way to improve endurance, thus, the using them extensively can allow the team to work on technical-tactical areas while also working on conditioning. This minimizes the need for excessive resistance training. There are many other ways coaches can make games more challenging, such as reducing the number of touches allowed, adding an extra set of goals or an extra ball, will force a more complex decision-making process. Players wearing the same colour bibs will cause confusion and amplify anticipation, awareness, and reaction. Adding grids can help improve a player’s sense of space and positioning. Another effective measure is introducing a time limit to achieve a certain objective, for example, 10 seconds to complete a counter-attack with a shot on goal or 6 seconds to recover into defensive positions after high-press.

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SMALL SIDED GAME WITH NEURAL PLAYERS IN THE WIDE CHANNELS, TEACHES TO UTILISE WIDTH OF THE PLAY ARE.

SMALL SIDED GAME IN THE GRIDDED PLAY AREA TO COACH COMPACTNESS

RONDO “Everything that goes on in a match, except shooting, you can do in a rondo. The competitive aspect, fighting to make space, what to do when in possession and what to do when you haven’t got the ball, how to play ‘one touch’ football, how to counteract the tight marking and how to win the ball back.” – Johan Cruyff Rondos are games where one group of players has the ball, with an overload advantage over another group of players. The basic objective of the group with the overload advantage is to keep possession of the ball, while the objective of the group with fewer players, is to win the ball back. Rondos differ from other possession games in that the rondo is a game where the players occupy a pre-set space as opposed to a more random space. Rondos are usually set up in a grid, which can be anything from 8x8 yards to a half-pitch depending on the skill level of the players or the aspect of play the coach is working on. It is a good way of starting sessions and then gradually progressing onto the tactical components and conditioned games.

4V2 BASIC RONDO IS USED EXTENSIVELY

What makes the rondo so useful, is the proximity it is played in, which forces players to exhibit all the qualities required to succeed on a full-sized pitch. Players cannot hide by stretching the space to allow for more time on the ball. In rondo, players must continuously identify and make decisions with respect to the shifting environment. Initially instituted by Johan Cruyff at Barcelona, the rondo’s usefulness has sparked a belief, that this practice is the secret of possession-based football. Rondos help develop following aspects of the game: Cognitive – in rondos, the player is constantly perceiving and making decisions with respect to his teammates, opponents, and the position of the ball. For this reason, his capacity to make correct decisions and the speed of play are improved.

5V3 BASIC RONDO

One and two touch passing - rondos help create the environment where 1 or 2 touches is all you can have. Improved control - tight spaces force players to have a good first touch to give them the time and space to keep control of the ball. Short passing - rondos are all about short passing in tight areas. Using rondos gives players a lot of practice playing passes at short distances under pressure. Team building - with the type of work done in rondos, the understanding between teammates is improved, and the sense of “team” is built. Basics of defending - pressing lanes, compactness, interceptions. Rhythm and tempo - rondos can help players understand when to play quickly, and when to put their foot on the ball to slow things down, depending on how close the opposition player is. Creativity and expression - the nature of the rondo, with its limited time and space, forces the players to use various technical and tactical abilities to solve constantly changing problems within the game. This helps develop creativity. Competitiveness - players must fight to make space, learn how to counteract marking and how to win the ball back.

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5V3 RONDO WITH TRANSITIONS

POSITIONAL RONDO In recent years, many teams have adopted positional football as the pivot around which their respective individual game models are based. Positioning oneself efficiently with respect to the space, the ball, the teammates and the opponents throughout the course of 90 minutes despite the game being played at such a high speed is considered non-negotiable for players nowadays. Modern football is played at a very fast and tactically advanced level, this is where training practices become all the more important. Type of practices that condition the players to act effectively and quickly in real match situations during the attacking, defending, and transitional phases of play. When coached effectively, players learn to respond naturally and quickly to the various situations in the match without many complications. Actions to be performed, get ingrained into their subconscious. There are three main types of possession exercises: basic rondos, possession games and positional rondos. Rondos impose a restriction on the players with the majority being largely static. Possession games are traditional possession exercises with players moving constantly around and the objective being to keep possession. Positional rondos expand on these two in that the objective is not only to keep possession but provide direction – usually to find the neutral player. In positional rondos, players occupy similar pitch areas to their respective positions, with physical load also adjusted to position-specific activities. For example, full-backs are wide and move up and down, while central players move between the lines in a highly dense central area. Almost every session in FC Barcelona involves a positional game, and for a good reason. Studies show that positional rondos can be effective for controlling player intensity. Positional rondos help lower the load on the neutral player which can be beneficial for players that show muscle fatigue or require further practice with the ball. Furthermore, depending on the size and number of players in a positional rondo the physical demands will be different. Acceleration and deceleration in high intensity situations are replicated in small positional rondos (4v4+3 and 5v5+3). Meanwhile, large positional rondos (7v7+3 and 8v8+3) are most effective at demanding high metabolic load distance and metabolic power. Guardiola is using positional rondos (especially 4v4+3) in most of his training sessions, rather than a basic warm-up exercise, he sees rondos as an essential training tool to develop his players. When practising rondos, he demands maximum speed and concentration, mental sharpness is a must. Tactically 4v4+3 improves the ability of players (blue team) to keep possession of the ball using the 7v4 overload. It also tunes their ability to break lines to find the neutral player in the centre. It develops their overall ability to progress the ball vertically in a variety of ways, even when the game is being played at a high speed and in a small space. Defending players (pink) learn to reduce space by pressing as a unit, covering passing lanes and forcing the turnover. It also teaches transitions, as the team that just won the ball, needs to transition into outside possession positions under pressure from now defending team counter-pressing immediately after loosing the ball, while neutral players (green) need to quickly readjust to different set of "team-mates".

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4V4+3 POSITIONAL RONDO WITH TRANSITIONS

5V5+3 POSITIONAL RONDO WITH TRANSITIONS

7V7+3 POSITIONAL RONDO WITH TRANSITIONS

PATTERN PLAY Training patterns of play to help players identify and execute predetermined passing and moving combinations to beat the opponent’s defence. Sometimes that may mean penetration to score a goal, other times it may also mean playing through the opponents forwards or midfield to get through their defensive block or pressure. Individual and team confidence also must be taken into consideration. When the attacking team is only playing in reaction to one another, this means they are trying to discover moments and gaps out of pure randomness to get success. At the same time, the opponent can anticipate and defend. The likely outcome is a lot of technical and tactical errors that subsequently result in higher turnovers, which weighs a players confidence. On the other hand, when you have a team that knows the system and they can execute plays on minimal touches, and at a high speed, the opponent cannot always react in a timely manner, which in turn, offers a higher chance of success. Team's progressions through different phases of play become more fluid, ensuring the team is creating chances. When practiced effectively, patterns become automatic, ingrained into player's subconsciousness. While this may seem like controlling behaviour, it is not about that at all. Within this approach, players are still free to make decisions on their own accord, but they are able to more quickly recognize what "correct" actions to take, without neglecting the fact that a number of different actions can be correct in any one given moment in the game. For example, training players to recognize that when they have space, carrying the ball forward is a correct action to take. But if a teammate is in a wide open position further up the field, that is also a correct action, and perhaps a more advantageous one. It all comes back to the ball, teammates, opposition and space, and it’s up to the player to scan the field and see what they see. Pattern plays help instilling a playing philosophy, a game model, a systematic way of playing, helping to progress up the field fluidly, while also giving players freedom to make choices based on what they perceive in the moment.

CENTRAL UP, BACK, THROUGH COMBINATION, WITH THE WINGER (BLUE 11) IN A SCORING POSITION AS A RESULT.

MIDFIELDER CARRYING THE BALL (BLUE 8) AND PLAYING A ONE-TWO COMBINATION WITH THE STRIKER (BLUE 9), THEN PLAYING A THROUGH BALL TO LEFT WINGER (BLUE 11), WHO ANTICIPATES THE PRACTICED PATTERN, MAKING A RUN INTO PENLATY BOX AND EVENTUALLY ENDING UP IN A SCORING POSITION.

Third-man combinations are extremely effective way of penetrating opponent's defensive lines, and are almost impossible to stop, as defenders struggle to anticipate and "pick-up" on the run of the player, who is not involved in possession at that specific moment of time. Third-man is an unmarked man in a 3v2 situation and is free to receive the ball. Third-man can then pass the ball to a free-man (player who has time and space to progress the ball himself) or become a free-man himself. In modern football, teams defend in compact blocks, in order to penetrate them, attacking combinations must be completed at a high speed, that's why it is crucial to practice the patterns of play on a constant basis, to make them automatic. "Up, back, through" (Marcelo Bielsa's term) is a popular vertical attacking combination, often utilised by teams sporting Positional play style of play. Through the use of the passing patterns of a different heights, third-man is able to lose his marker and receive the ball at the furthest (highest) point. The real purpose of the pattern: to move the defender marking the third-man toward the second-man, so that the "third-man” is unmarked and can receive the ball in a dangerous area with time and space to advance the play. PAGE 32

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LEFT WINGER (BLUE 11) DROPS INTO HALF SPACE DRAGGING HIS DEFENDER (PINK 3) WITH HIM, AS A RESULT FREEING THE SPACE FOR LEFT FULLBACK (BLUE 2), WHO IS NOW IN A GOOD POSITION TO PLACE A DANGEROUS CROSS.

POSITION SPECIFIC TRAINING “I feel an endless need to learn, to improve, to evolve, not only please the coach and the fans but also to feel satisfied with myself.” – Cristiano Ronaldo To improve players individually, coaches must first believe they can do it themselves. Only the coaches, that can make players believe they can improve them, can really achieve success. Coaches must have knowledge, energy, and commitment when it comes to devising an individual player improvement program. It is now the norm that players have individual physical preparation programs. Clubs are now actively hiring individual development coaches, who work on improving individual skills and tactical intelligence, especially for young adults. Players normally peak at the age of 27 or even older, they are constantly developing and require position-specific training to keep improving. When an elite player becomes efficient in the basics of the game and moves to a competitive level of play, training must change. Perfect technique is no longer the priority, the main objective is how to utilise the skill to win the game. “It’s always teaching which makes your individual quality better. And if you do it with eleven players, of course, the squad gets better.” – Johan Cruyff The principles of effective position-specific training are: Defined positional demands – coaches must clearly define what they need from each player in terms of their specific position. Specificity – player must be given a specific objective to train. Understanding player's strengths and weaknesses – it is important to work on weak points, but working on strong points is even more important, as it breeds player’s confidence. Do not compare with others – rather than comparing his progress with his teammate’s, player must compare to former self. If the player improves by 0.01% on “the player he was yesterday”, that is a progress. Game specific exercises – identify exact scenarios, which player find himself in a game, and work from there. Action plan – define clear goals, set short-term milestones, set a timetable, keep track of progress. Feedback – without feedback a player will not improve. Feedback must be centred around ways to measure performance and effective ways to communicate with the player. Consistency – position-specific training must be embedded into the training program, rather than presented to players at a random moments throughout the season. If the coach is consistent with his planning, the player will respond with the right attitude and performance.

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INTEGRATED TRAINING (TRAINING "THE BARCA WAY") FC Barcelona are one of the most successful domestic football teams of all time. Some believe that one of the key ingredients of their success, across all levels of the club, is the unique philosophy and training methods employed by the array of coaches – from academy level up. These “secrets” could be closely associated with the theories put forward by coach Paco Seirul·lo and how they link with cutting edge sports science. Few people know the man named Francisco “Paco” Seirul-lo and his influence on not only Pep Guardiola but on the way FC Barcelona run their training sessions. Seirul-lo was fitness coach under Pep Guardiola and was described by Guardiola as “the best physical trainer that I have ever worked with”. He mostly devoted himself to coaching the club’s handball team, leading them to dominate Spanish and European competitions. When Cruyff returned as coach to FC Barcelona he was interested in learning as much as he could of other sporting codes which he believed could provide new perspectives on studying football. Thus, Johan Cruyff and Paco Seirul-lo soon met and the Dutch maestro promoted him to physical trainer of the club’s football team in 1994, also becoming director of the technical commission at the club. Seirul-lo has been at the club ever since, where he has developed his so-called integrated methodology, also known as Structural Microcycle. The integrated methodology is based on the idea that the technical-tactical, physical, psychological and visual abilities are intimately linked, with the main focus always being the technical and the tactical. Through these the remaining qualities that intervene in performance are developed. “Sometimes players ask me: ‘Why don’t we train speed?’ I always reply: ‘We train that every day, because football is that: speed, acceleration … not to run for the sake of running, but to adapt and run in relation to the ball and the opponent. Touch the ball with the appropriate speed and the direction you desire.” – Francisco Seirul-lo (Head of the training methodology at FC Barcelona) Already at this time Seirul-lo believed that physical training and football training should not be separated. Instead, of working on agility, conditioning and other physical training isolated from the game, this is incorporated into training sessions whenever possible. This was a very novel idea at the time and attracted surprise and confusion. It is still common to see many teams divide their weekly periodization into a session working on technique, one working on tactical concepts, and one working on physical training like strength, conditioning, agility and so on. An integrated method approaches a weekly periodization in a more holistic manner. The reason being that physical training by itself is not very useful. It’s not about how much you run but where you run, when you start running, and your position before you run. Furthermore, not every player on the pitch runs the same amount, or at the same speed. Centre-backs may need to make short sprints but apart from that they generally don’t cover much ground; midfielders don’t need to sprint very much, but cover lots of ground. Therefore, physical training has to accommodate the individual differences. However, an important caveat remains: some physical training cannot be implemented effectively or is insufficient solely in a game setting. Generic work in the gym, mountain-biking, or strength exercises are all acceptable. In the “Barca way”, the coach should be a guide leading the players to the solutions rather than an instructor. A player must show empathy, assertiveness and self-management, which in turn requires self-help and cooperation. Only by achieving harmony in expectations by individuals and by the group, can a team adopt a similar philosophy and develop a culture of excellence. By aligning individual objectives with a group objective, a team can become united.

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GAME INTELLIGENCE AT THE CORE OF THE TRAINING METHODOLOGY

Physical training is important but Seirul-lo, influenced by Johan Cruyff, came to understand that what mattered most was the player’s game intelligence. If a team could develop this aspect, they could work smarter, not necessarily harder. For this reason, each session is constructed with the aim of developing a player’s game intelligence through the interpretation of space in order to acquire superiorities in the game (Position play). These superiorities include numerical superiorities, positional superiorities, qualitative superiorities, and socio-affective superiorities (team chemistry). Skills, tactics and physical components are worked on in a realistic game setting, not separately, and it is this inter-connection that makes them valuable. “All coaches talk about movement, about running a lot. I don’t think players need to run that much. Football is a game that’s played with the brain. You must be in the right place at the right time, not too early and not too late”. – Johan Cruyff Cruyff’s focus on possession of the ball and the use of space and superiority in numbers reduced the importance of physical performance in the game. Scientific research seems to prove him right. A recent publication analysed how ball possession influences physical performance in high-level players. The study, published in Science and Medicine in Football in 2020, was based on an analysis of the 380 games played in the Spanish LaLiga in the 2018-2019 season. In total, it examined the competitive behaviour of 412 players who played the full ninety minutes to obtain 8,468 observations. When the specific position is not considered, players in teams with very high possession of the ball cover significantly less distance than the players in teams with high, medium and low possession of the ball. Having a lot of the ball reduces the distance covered by footballers. Therefore, by focusing on training the Positional play (possession-based style of play), in essence, players are training more to run less. NO TRADITIONAL PHYSICAL OVERLOAD DURING THE PRE-SEASON

“I believe that is it impossible, that training for a month, we fill up the fuel tank of our players for the rest of the season. Impossible! And we, physical trainers, are to blame for we assign too much importance to preseason. Furthermore, training two or three times every day for two weeks is detrimental to the players. You only achieve fatigue, and you pay for this in the first five games…You cannot have a preseason training for two consecutive weeks of three sessions a day without even touching the ball.” – Francisco Seirul-lo (Head of the training methodology at FC Barcelona) Unlike other clubs, FC Barcelona does no advocate the “traditional” preseason training of excessive physical work. The infamous daily Atletico Madrid running regiment for hours until players vomit is the opposite of what the pupils of Seirul-lo espouse. Instead, preseason work involves a lot of individualized training regiments and a lot of training football circuits that incorporate physical elements. Almost all exercises incorporate the ball and above all, games are played to identify what the players remember, what they know, and what are their deficiencies – only then can training begin.

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STRUCTURAL TRAINING

FC Barcelona coaching staff organise a season into cycles (each cycle being 7 weeks) which are themselves divided into micro-cycles of 5 days (weekly training cycle). Each micro-cycle focuses on tactical, technical and physical components. Training the physical aspect coincide with the technical and tactical focus of the week. For example, if that day the team is training on build-up play then the micro-cycle focuses on the players most active in that phase and their physical requirements. This may be resistance strength training, elastic strength training, or explosive strength. Resistance strength is the ability to maintain strength at a constant rate during a certain time period. Elastic strength is the ability to repeatedly stretch a muscle group at a certain intensity (not necessarily explosive). Explosive strength entails the ability to provide sudden release of energy at a certain intensity. Each micro-cycle has four different phases: RECOVERY PHASE:

Players recover after a game or competition. This can be a rest-day or can include a recovery session. The session is characterised by low intensity and low volume, and focuses on psychological and physical recovery, the former is especially important after a defeat. These sessions involve splitting the squad into two training groups. The first group includes players who had completed more than 60 minutes of the match and this group conducted lowimpact activity combined with regeneration exercises to aid recovery. Players that had completed less than 60 minutes of the match and need to “top up” their physical and tactical sharpness take part in a technical/tactical circuit (conditioning exercises that are completed one after another) followed by an intense positional drill and a small-sided game. Meanwhile, those who played 60 or more minutes partake in low-intensity exercises. The first exercise is to activate the muscles using low-rhythm jogging, followed by targeted massages and foam-roller exercises, finished by resistance band exercises focusing on strength. All three exercises are usually done indoors but can be done outside. The next stage of the session involves low-intensity general exercises with a ball. In FC Barcelona, these always begin with a rondo, but simple passing exercises can be included afterwards. Players then participate in a ‘special’ exercise such as a positional game (e.g. 4v4 +2) in a small area. This positioning game is always low-intensity and lasts no more than 20 minutes. Coaching is limited and devoid of tactical concepts because players are not only physically drained from the match, but also mentally tired. The session finishes with a short ‘competitive exercise’ such as a small-sided game (SSG). All players can be regrouped to participate in this exercise. This additional training provides the appropriate stimulus to maintain the physical capacity of players and is an important tool used by the coaches to ensure players with limited game time are ready physically, technically and tactically when selected. STIMULATORY PHASE:

Training session(s) that commence the activation process of the body in preparation for the next game. Volume is high with long sessions or multiple sessions per day. Training usually goes for 2-2.5 hours unless multiple sessions are scheduled for the day in which case each optimization training session lasts around 65 minutes. At this stage, the “Barca model” requires the players to physically exert themselves to their highest intensity of the week through a combination of gym and field-based sessions (the latter made up of small-sided games and positional training drills using various pitch dimensions). This means that all training sessions included drills that had a combined focus (physical, technical and tactical). FC Barcelona specifically focused on physical-tactical drills that mimic key elements of match play and simulate certain game situations.

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This usually occurs on the Wednesday as opposed to the Thursday of a normal micro-cycle. Thus, morning sessions are devoted to circuits that focus on developing specific strength capabilities focused on either displacement (change of direction, etc), ball actions (pass, shot, etc), jump strength, and duel strength. These circuits always include a ball and may incorporate wall passes, shooting at goal and so on. As Pep Guardiola revealed, these circuits always try to incorporate the type of passes and body positioning that the session wants to focus on. Afternoon trainings are devoted to working technical-tactical work for the upcoming game and is when the main tactical work is done. Following dynamic stretching, players are put in rondos of various types. Rondos and circuits are competitive to ensure they are of high intensity. However, the main part of the session includes exercises that aim to impose on the players sequences and situations to mimic what they will experience in the game. To achieve this, positional circuits, positional games, and small-sided games are used. After training, players are expected to undertake personalized programs in the gym. OPTIMISATION PHASE:

Training session(s) that incorporate high intensity but low-moderate volume. This phase occurs in the days prior to the game (normally 2 days prior) in order to ensure what has been learnt and practiced during the week are optimized and replicated in a game scenario. The coaches build on the technical-tactical training done in the stimulatory phase that will be used against the upcoming opponent while refining the other aspects of the team’s game. To achieve this, the optimization training must replicate the high intensity encountered in the game, but the duration must be manageable to avoid fatigue (between 1-1.5 hours + set piece practice). During this session, coaching is minimized as it can impact intensity levels, and tactical exercises are avoided. For this reason, training in this phase is usually open to the public. The session is organized in the common following manner: Gym work with focus on equilibrium Dynamic stretching and group exercises outdoors. Classic rondos with high intensity Resistance training (optional but used primarily in preseason). Positional games (4v4+3 or 5v5+3). Goalkeeper training. Finishing with circuit – usually two variants (such as crossing and 1v1). SSG or dead-ball situations like free-kicks and corners (media is not allowed to see deadball practice). ACTIVATION PHASE:

This involves preparing the players the day before the game and keeping the body active and preventing the loss of muscle tone. Intensity and volume are very low during this session. It is performed the day before a matchday. Training is short (40mins – 1 hour) and at a lowintensity. Players commence with a short coordination warm-up, then go into competitive rondos which work as a rest-period – these are small rondos and/or large rondos. This is followed up by speed and reaction exercises (usually incorporating finishing at goal) and end with a small or medium-sided game. Dead-ball situations are practiced afterwards behind closed doors. The coaching staff will use this session to evaluate the players one last time for the match selection purposes.

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TACTICAL PERIODISATION “Many clubs do fitness work separately sending players for 45 minutes with a fitness coach, I don’t believe in this. I do not believe in practising skills separately. You must put together all these aspects in a match situation. There are exercises that can improve your physical qualities with the ball.” – Jose Mourinho Tactical periodisation is the training methodology which is used to train football players within the context of the team's game model. The aim is to develop players that can rapidly alter their on-field behaviors according to the tactical requirements of the specific match. This methodology was created by Portuguese professor of sports science Victor Frade and popularised by Jose Mourinho.

TACTICAL PREPARATION - THE FOCAL POINT OF THE TRAINING PROCESS

It derives from the study of different sciences and interdisciplines that apply to football, including neuroscience, theory of complexity, chaos theory, systems theory, physiology, psychology, fractal geometry, and sociology. As the name Tactical Periodisation implies, the tactical dimension is the overarching dimension of the Football game and the physical, technical and psychological dimensions exist within this tactical dimension. This perspective is contrary to popular belief, where the four dimensions are viewed in isolation, and with the same level of priority. UNDERSTANDING FRACTALITY

Taking into account the complexity of the game and trying to recreate its chaotic nature, doesn’t necessarily mean that it has to be only practiced in 11v11. There are times when coaches need to simplify aspects of the game, for players to better understand how to deal with different game situations. Reduction of certain elements to create the necessary game situation, without impoverishing it. The variables can reduce/include number of players, playing area, interval duration, rest-time between intervals, methods of scoring, etc. However, the chaotic and complex nature of the game, the objective, the decision-making, the intensity, and the relevance with propagated style of play must remain.

AN EXAMPLE OF THE WHOLE AND FRACTAL IN A SPECIFIC GAME SCENARIO

THE GAME MODEL (STYLE OF PLAY)

The Game Model (Style of play) is a level of organization that the team achieves in the game as a consequence of pre-determined behaviors that coaches want their players to adopt on each moment of the game and when in different situations. As a result, it gives more order and predictability to the unpredictable nature of football so the team can ultimately try to influence the result of the game. The consistency and frequency that these desired behaviors occur from game-to-game is what determines the identity of the team. The Game Model is never a finished product, it is a never-ending process, constantly evolving and improving through game and team analysis.There are 3 categories that help to structure the Game Model in an organized way: the moments of the game (Phase of Play), the scales of the team (individual, separate units, interacting units, groups and collective), and the principles of the Game Model (intentions).

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THE STRUCTURE OF THE GAME MODEL

SCALES OF THE TEAM

MOMENTS OF THE GAME (PHASES OF PLAY)

Tactical periodisation allows coaches to see the big picture tactically and organise training sessions in a more effective and balanced way, keeping players physically and mentally fresh for the upcoming games. Training model is broken down into four moments of the game (phases of play): Attacking, Transition to Defending, Defending, Transition to Attack (Counter-attack). Every training exercise focuses on at least one of the phases and always on the game model (style of play). PRINCIPLES OF THE GAME MODEL (STYLE OF PLAY)

Main principles - involve the collective or inter-sectorial scale of the team. These are the principles that show the identity of the team and are usually trained with large numbers: 11v11, 10v10, 10v9 etc. The main principles normally don’t change from game-to-game, maintaining the team’s identity. As an example a possession-oriented team: their main principle during attacking organization could be – possession and rapid ball circulation, to unbalance and disorganized the opponent and play through the lines, in order to create scoring opportunity. No matter the opposition, a team should not change this principle because they risk losing their identity, which could lead to confusion of the players on the field and most likely negative results. Sub-principles - usually involve the inter-sectorial, sectorial, or group scale of the team. Although it is important for these principles to remain consistent from week-to-week, some flexibility can be allowed to adapt to an opponent. When planning strategy, based on the analysis of a specific opponent, the behavior of certain players in a group, sector, or inter-sector may change. Therefore, a new sub-principle needs to be trained leading up to the game. Continuing with the same example of a possession-oriented team, a sub-principle that might change from one game to another is the way the team plays out of the back. In one game, they might use the “Salida Lavolpiana” (defensive midfielder dropping between center backs, center backs go wider and full backs move higher) against a team that presses high, but in another game, against a team that doesn’t press high, the defensive midfielder doesn’t drop but instead provides an option to break the first line of pressure higher up the field. In this way, the identity of the team will not change, but the way the team progresses with their possession might change due to the different opponent. Sub-sub principles - involve only the individual or a very small group. For example, the two center backs, two center forwards, etc. These principles determine the specific behaviors of the individual or the small group in different situations. As in the sub-principles, the sub-sub principles are even more flexible and can be adapted to a specific opponent in order to prepare for a game. For example, a center forward who usually tries to make runs in behind the opponent’s defensive line has to change that approach against a team that sits deep where there is no space behind. Usually, the space when facing a team sitting deep is between the defensive and midfield lines. The center forward must adapt the style and look to drop and receive the ball in between lines. The desired behavior for that player needs to be trained leading up to the game.

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COLLECTIVE - INVOLVES THE WHOLE TEAM

INTER-SECTORIAL USUALLY INVOLVES THE RELATIONSHIP OF 2 LINES OF THE TEAM. FOR EXAMPLE, THE MIDFIELD AND OFFENSIVE LINES OR THE DEFENSIVE AND MIDFIELD LINES.

SECTORIAL - INVOLVES ONLY ONE LINE OF THE TEAM, FOR EXAMPLE, DEFENSE, MIDFIELD OR FORWARD.

GROUP IS CERTAIN PLAYERS THAT PLAY CLOSE TO EACH OTHER BUT CAN BE OF DIFFERENT LINES, FOR EXAMPLE, CENTER BACKS AND DEFENSIVE MIDFIELDERS, FULL BACKS AND WINGERS, ATTACKING MIDFIELDERS AND FORWARDS, ETC.

TRAIN SMARTER INDIVIDUAL - IS ABOUT ONLY ONE SPECIFIC PLAYER.

WEEKLY TRAINING CYCLE (MORPHOCYCLE)

Vitor Frade points out that it is fundamental to create a weekly training pattern within the model of the game, which gets the body and mind of a player into a certain rhythm, which would allow maximum performance during competitive games. According to Frade, the application of this methodology, creates in players a specific muscular sensibility for the specific style of play. It then permits individual evolution, considering specific functions of each player in the game. This individual evolution permits the team’s growth. He furthermore states that it is important that players train according to their individual positions and functions within an applied game model, coaches must always pay attention to the whole and the individual simultaneously.

EXAMPLE OF A WEEKLY TRAINING PLANNER

PRE-SEASON

Differently from conventional training methodologies, tactical periodisation does not differentiate between pre-season and the rest of the season. Since the very beginning, team begins learning the game model and working on the main principles, to be fully prepared tactically before the season kicks off. According to Mourinho, only in the first week of the pre-season, the training consists of some adaptive exercises to get the players introduced to the physical demands of the game. After that, tactics is the priority. In tactical periodisation, there are no peak performances, because every game is viewed with the same importance and the objective of the coaching staff is to ensure that players are in optimal performance condition for every game. In Tactical Periodization, fitness is understood together within the tactical dimension, therefore a team improves its fitness when it can carry out the Game Model in the game, with maximum concentration throughout. So, when a player is considered fatigued, this does not necessarily imply to the physical fatigue. Instead, it is mental fatigue, which comes from constantly making decisions. Mourinho calls this “tactical fatigue”. For example, if you take a player who is deemed very fit and place him in a new team without a proper tactical training, that player will be tactically fatigued during the game. The player won’t be able to solve many different tactical situations of the game in coherence with the team’s principles and therefore will suffer a tactical fatigue. CONCLUSION

Since its creation, it has become one of the most widely adopted and implemented training methodologies worldwide. While Mourinho is the most well-known proponent of Tactical Periodisation, it has been adopted successfully, by André Villas-Boas, Brendan Rodgers, Nuno Espírito Santo, Marco Silva, Carlos Carvalhal, Vitor Pereira, Leonardo Jardim, Pep Guardiola, and Mauricio Pochettino to name a few. Implementing a game style requires thinking and planning through each phase of the game. Preparing those game situations through pre-season and enhancing the team’s effectiveness throughout the season, is the focus of the tactical periodisation method. The result is that teams that adopts tactical periodisation, have the chance to focus more on the game preparation. It gives them an opportunity to be more tactically sophisticated as they are not wasting precious training time in a fragmented way.

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DIFFERENTIAL TRAINING “I am totally against repetitions. Repetitions serve to memorize, and memorization goes against creativity. And football is creativity. Memorizing reduces the capabilities of a player. Memory has limits, so when you want to memorize you can give 3 ideas. And then repeat, repeat, repeat. But they still only have 3 ideas. And that for me is harmful for a player. That is why I am against repetition. He who memorizes cannot memorize everything. Therefore, memorizing is bad because you can only do certain things. Only the ones they have been shown. Football demands independence, to be independent you cannot depend on shortcut memos. For me training is constantly changing the “message” that activates player focus. Because you will always have to be adapting to different “messages”. And messages that cannot be memorized. So, the player learns to resolve “problems” on the pitch”. – Marcelo Bielsa The main purpose of the training is to overload players with problem solving situations, which would help players solve problems better and faster during competitive games. Differential training is a training methodology that seeks to increase the variety and complexity of problems. Main goal is to make training sessions so complex and mentally demanding that competitive game feels relaxing in comparison. Effectiveness of Differential Learning is that it simply makes things harder. For example: shooting the ball with your arms grasped behind your back will throw you off balance and require other muscles to function in new ways. In his training sessions, Thomas Tuchel, embraces ideas of Mainz university Professor Wolfgang Schöllhorn, whose theory of “differential learning” contends that players do not learn by repetition but by adapting to a never-ending stream of problems. Tuchel has his players practicing on extremely narrow or extremely wide pitches, makes them control the ball with their knees before passing and instructs defenders to hold onto tennis balls to stop them pulling the shirts of the opponents. When Tuchel wanted to teach his players make diagonal runs towards goal, he changed the training pitch into a diamond shape.[i] Schöllhorn believes that repetition and correction hold back learning. As a result of not being corrected or criticized, athletes in Differential learning naturally start to be less critical of themselves and take more risks. No two players are the same, so if they are doing training exercise, there will naturally be different results. Athletes understand their bodies and are able to find their individual technique, which is adaptable in new situations.[ii]

MANIPULATE THE SHAPE OF THE PLAY AREA

NARROW PITCHES CHALLENGE PLAYERS TO PLAY WITH VERTICALITY AS THERE IS NO OPTION TO PLAY AROUND THE OPPONENT. THIS CAN HELP TO TEACH PLAYERS TO FOCUS ON SUCH THINGS AS BODY ORIENTATION, POSITIONING RELATIVE TO TEAMMATES AND TIMING OF OFF THE BALL RUNS.

WIDE PITCH ENCOURAGES SWITCHING PLAY, WHICH CAN LEAD TO CROSSING OPPORTUNITIES OR 1V1 SITUATIONS ON THE WING. THIS TYPE OF PITCH SHAPE ALSO CREATES A PLATFORM FOR COACHES TO FOCUS ON ATTACKING AND DEFENDING IN WIDE AREAS.

Head of Methodology at FC Barcelona, Paco Seirul-lo, has also understood the benefits of Differential Training and introduced it at La Masia, Barcelona youth academy that developed players like Andres Iniesta, Xavi and Lionel Messi. Coaches ae using no more than 3 repetitions of the same exercise, they brought in more variation in training.[iii] [i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [iii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018.

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THOMAS TUCHEL IS KNOWN FOR REMOVING THE CORNERS OF THE PITCH TO CREATE A DIAMOND-SHAPED PITCH. THIS DIAMOND SHAPE FORCES PLAYERS TO CREATE MORE DIAGONAL PASSING LANES. IT ALLOWS PLAYERS HAVE A BETTER BODY SHAPE AND SCANNING ABILITY WHEN RECEIVING AND RELEASING THE BALL.

USE PITCH MARKINGS AS A TACTICAL REFERENCE

“Understanding the game is not about tactics. Tactics is the strange word here, as for me it means I tell you what you have to do. That means there is no chance for creativity and adaptability. We do not say tactics, but we say game intelligence: that is not what you do, but why you do it. That is a crucial difference. Over the course of the next ten years, I think the most important progress will happen with regards to cognitive skills and game intelligence. With this in mind, we want to develop a different kind of player who is capable of seeing spaces and opportunities independently of his position or team’s tactical plan.” – Marijn Beuker, Head of performance and development AZ Alkmaar [i] In regard to problem solving, studies have shown that the more instruction increases, the poorer the learners become. Furthermore, learners who are taught more using verbal instruction perform worse in an anxiety-inducing environment.

GUARDIOLA CHANNELS.

FOCUSES

ON

THE

USE

OF

FIVE

VERTICAL

“In differential training there is no right and wrong. You cannot make mistakes. I am not there to tell players right or wrong, I am just responsible for the ideas and principles of how we play. Within those they are free to find their own solutions.” Tuchel is an expert in analysing opposition and explaining to players how to use space to create chances. “I can find the spaces, but you have to find the solutions.”[ii] It increases tactical intelligence of the players and allows them to adapt to different tactical scenarios by themselves. Playing different sports is another way of increasing the variety of skills an athlete possesses, which allows them to develop their own unique style. Zinedine Zidane was actively training in Judo and was even considering choosing martial arts as the main career path, Zlatan Ibrahimovic was training taekwondo, Wayne Rooney was a boxer, Pavel Nedved was a gymnast, the list is long with most players playing other sports in their free time. Most Brazilian youths practice Capoeira or Jiu jitsu alongside football, they also actively play futsal and beach football. It could probably explain their extremely high technical abilities, which is also very unorthodox.

NAGELSMANN ALSO USES VERTICAL CHANNELS, ON TOP HE SPLITS THE WIDE CHANNEL. FURTHEMORE HE ADDS HORIZONTAL LINES TO MARK THE THIRDS.

Players like Iniesta and Ronaldinho have attested their superior technical ability to foundations in futsal during their development. England DNA Foundation Phase have incorporated the practice of shaping youth players through futsal, it has been a common practice in Brazil for decades after recognising the significance of futsal in breeding technical players with tactical nous and superior decisionmaking ability. In futsal everyone must attack and defend together as one unit, hence there are no strict positions. Players must constantly rotate and interchange positions to gain space and achieve numerical superiority, which makes it a perfect exercise to train the basics of rotations and fluidity.

[i] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. [ii] “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. MEANWHILE, ANTONIO CONTE, DIVIDES HIS PITCH INTO HORIZONTAL THIRDS AND CLEARLY TRAINS WITH FOCUS ON THE CENTRAL AREA OF THE PITCH.

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Atlético Madrid’s fitness coach, Oscar Ortega, pulls tactics and drills from sources as far-reaching as boxing, American football, basketball, pilates, volleyball and TRX — in which players are suspended from harnesses that allow for body weight/gravity to provide resistance. Ortega emphasizes strength, speed, intensity, flexibility and coordination, and scoffs at the notion that all useful exercises must involve the use of a ball. One of the larger influences in Ortega’s methodology is rugby. Since he worked as a rugby coach during his younger days in Montevideo, Ortega extracted what he could from the sport - namely, the system of grids, which led to direct confrontations, such as tackles, in different sectors of the pitch - that apply to football as well.[i] Playing different positions in the academy level can also be considered as a differential training, as players learn to solve different problems and understand better positional requirements of their teammates. Johan Cruyff was an ardent supporter of this methodology. Intelligent players are able to switch between positions seamlessly, and that is fundamental in a fluid “Total Football” concept. Cruyff would not hesitate to play a striker as a left back or vice-versa in competitive youth level games. He argued, that developing youth players this way must be done sacrificing immediate results of games. According to him, individual player development is what matters most at the youth level, which will bring positive results in the future, when it really counts.

INCREASE COMPLEXITY OF THE DECISION MAKING

COACH TO CHOOSE AND SWITCH BETWEEN WHICH LETTER GOALS TO BE ATTACKED. DO IT UNEXPECTEDLY TO FORCE PLAYERS TO CONTINUOUSLY ADAPT. THE “A” GOALS ENCOURAGE PLAYERS TO USE WIDTH IN ATTACK AND BRING MANY OF THE SAME BENEFITS OF USING A WIDE PITCH. THE “B” GOALS ENCOURAGE DIRECTNESS OF PLAY. THE “C” GOALS CAN BE USED TO DISRUPT PLAYERS AND ENCOURAGE MORE ATTENTION TO EXPLOITABLE SPACE ON EACH SIDE OF THE GOALS.

There are endless possibilities when it comes to differential training, and there are no rights or wrongs either. It comes down to coach’s creativity, intuition, and courage to try new things. To summarize, below are few ways of creating a more complex and variable training sessions: Manipulate the environment – size of the pitch, shape of the pitch, surface of the pitch (train on the sand, futsal, snow), grids, restrictions. Add complexity – extra goal, extra ball, time limit, same colour bibs, hold tennis balls, stop ball with your knee before passing, tying hands, players holding hands, rondo with the ball in the air only, introduce tasks, etcetera...

TWO DIRECTIONAL ATTACKING GAME. TEAM IN POSSESSION CAN CHOOSE WHETHER TO ATTACK TWO MINI-GOALS OR A BIG GOAL.

Variety – more exercises, less repetitions. Instruct less – allow players to solve problems by themselves and increase their intelligence and adaptability. Different sports – at youth level encourage multisport training to acquire different skill set. Adult players enjoy different sports as a warm-up game. Different positions – at youth level, encourage players to play in different positions to increase tactical awareness.

[i] “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, Part II”, Mikeie Reiland, www.intothecalderon.com, 09 05 2017.

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4V4+4 RONDO WITH AN OBJECTIVE OF SCORING INTO ONE OF THE MINI-GOALS. 4 NEUTRAL PLAYERS (GREEN) POSITIONED OUTSIDE, PLAY FOR THE TEAM IN POSSESSION AND HAVE ONE TOUCH MAX. TEAMS INSIDE HAVE 2 TOUCHS MAX.

PART III: THE MODERN CLUB

To be successful in today’s fast-paced world, clubs must have two things, a clear long-term strategy, and a competent management team, that is well structured to work towards the objectives set and is capable of adapting to an ever-changing landscape. The presence of a director of football (Sporting director, Technical director) acts as an intermediary between the manager and the board and may relieve pressure on a manager by handling aspects away from day-to-day coaching, allowing a manager to focus on the onpitch performance. Director of football oversees coaching, scouting, analytics, and sport science departments, is the one appointing manager and is responsible for transfers. This ensures, that the club sticks to its strategy over a long time period as modern-day managers only stay in their job for 14 months on average (based on the Premier League from 2012/13 season to present). The issue, with managers coming and going, is that they have their preferred styles and buy players that suit that style, once they leave and the new one comes in, the club needs to restructure again, which inevitably leads to the club accumulating financial losses and prevents the team from building on its performances. Danish football coach and strategist Mats Davidsen argues that a “Sustainable club model” is the way forward. That is: Club Vision & Strategy Philosophy (style of play) Methodology Recruitment Strategy Academy Master Plan / Youth Development Head Coach Transfers.

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Thus, the director of football ensures that players are signed according to the style the club wants to play, the same applies when recruiting a new manager. Take Barcelona as an example, which has a clear idea of how the team plays football, hence they mainly recruit from within the club, as only insiders know the Barca way (since it was originally written back April 2020, one could argue Barcelona digressed significantly. Plagued by financial woes and failures in transfer market, they have also lost identity on the pitch. It will be interesting to follow how one of the biggest clubs in the world will fight back from current crisis. February 2021). When Manchester City hired former Barcelona Director Txiki Begiristain, they wanted the club to develop a similar style, which eventually led to Pep Guardiola’s arrival. City is now a dominant force in England with Liverpool as their main rivals, while clubs like Man United and Chelsea, who do not have a director of football, have fallen behind. Red Bull football division – 'Enter the next level'

Probably the biggest football success story, in recent years, are the Red Bull clubs (Leipzig and Salzburg), who have achieved enormous success over a short timeframe. Thanks to a clear strategy and the use of the latest technology. RB Leipzig was founded in 2009 and started in the 5th division, earning promotion every year, and finishing as Bundesliga runner ups, the year they got promoted. They are now challenging Bayern and Dortmund for the title and progressing into late rounds of Champions league. Salzburg, a former struggling Austrian club, got into the semi-finals of the Europa league in 2018 and in 2019 was within a good chance of qualifying from a Champions League group. From a group that consisted of two European football giants - Liverpool and Napoli. In the years from 2013 to 2019, Salzburg earned 300 million euros from transfers, on players like Sadio Mane, Takumi Minamino, and Erling Haaland.

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Salzburg’s Under-19 team upset the odds to make history and win the UEFA Youth League in 2017. They ousted Manchester City, thrashed Paris St-Germain, brushed Benfica aside and even humbled the mighty Barcelona. The obvious question must be what is behind their success? When Ralf Rangnick took over as the head of football division, overseeing both: RB Leipzig and Red Bull Salzburg. He quickly saw the need to implement a template for all clubs to work on. He designed a style of play that focuses on a high-pressing football. If the ball is lost, the opposition will find themselves swarmed. In attack, the squad think like a pack, executing smart runs and opening up spaces to advance. In transition, they are sharp, progressive football at its best. While many clubs pride themselves on nurturing players through their academy, RB Leipzig takes a different approach. No player produced by their academy has ever played for them in the Bundesliga. Instead, the club benefits from the far-reaching tentacles of the Red Bull conglomerate, which has a presence in Salzburg, New York, Sao Paulo, and Sogakope in Ghana. Latest recruit (February 2020) is the highly rated Hungarian midfielder Dominik Szoboszlai, who joined from Salzburg. Despite the interest from a host of elite clubs across Europe. All clubs under the Red Bull umbrella, are seen as one unit. They share the same vision and knowledge with each other. Fluidity is Red Bull's real gift to football and is a model many organisations may follow in the future. The game and training philosophy is set in stone. Every single coach, every single employee and every single player operates according to this idea, that is the key to success. It is the pressing, counter-pressing, and quick switching that becomes a part of every player’s psyche, but also the passion shared by everyone on and off the pitch and a philosophy brought to life with state-of-the-art technology. As well as getting hold of the best talent from their affiliated clubs, RB Leipzig focuses on signing talented young players, from across Europe, to supplement the youngest team in the Bundesliga. Who are managed by the league’s youngest head coach (Julian Nagelsmann). The average age of RB Leipzig’s signings was 21 years and 156 days, making them the youngest recruiter of any club in Europe’s top five leagues. Being young complements the style of play of Red Bull’s football group. There is lots of running, intensity, and physicality. It enables teams to recover more quickly and to keep up the high intensity throughout the season, in training and matches. Red Bull, as a company, embraces young, energetic people, who are hard-working and committed to the brand. They kept on building from there, and that is what they have instilled across their football division. Coming from an F1 background, they are also very aware of how important it is to be at the forefront of technological innovation. Red Bull training facilities in Salzburg are second to none, as are their analytics, scouting, and sports science departments, employing top talent from across the globe. The high-tech complex has six football pitches, a football hall, weights room, an athletics room, and an outdoor fitness area, all with sensors that collect data day and night. This data is then stored on servers and processed by computer programs. The quest is not the football of 2020, but of 2025 and well beyond. With strategy, innovation, structure and energy behind them, the future looks very promising for Red Bull teams.

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CONSTANTLY EVOLVING APPLICATIONS OF DATA “Big Data and artificial intelligence are two names used by any club that wants to grow. Lately, more than scouts, we started looking for engineers, mathematicians, physicists and experts in statistics or algorithms. Big Data is the future of football. Not because you are going to buy a player based on the data, but because it reduces the risk.” - Ramón Rodríguez Verdejo “Monchi”[i] Big Data refers to exceptionally large data sets that can be used to reveal patterns and trends. Liverpool has a four-strong research team headed by Ian Graham that specialises in research and development, modelling, machine learning and analysis. The use of technology in the analysis of sports performance has become the usual and necessary practice among professional teams. Monitoring the athlete’s physical activity, allows clubs to know their current physical condition and their playing style, as well as being aware of the players’ fatigue or the load they are subject to during training sessions or matches. Sensors and cameras provide real-time information of players positions, speed, and heart rate data, that can also be processed to analyse trends or possible improvements in the game. Ten years ago, the data used by clubs was limited to stats on goals, shots, numbers of corners, possession. This data had limited value to the coaching staff. While it might be worrying if your team is conceding too many shots or failing to gain possession, knowing this fact does not provide coaching insights. The typical stats we see on TV do not, in themselves, help teams win games. The second wave of football data came in the form of on-the-ball event data. The biggest supplier of this data, Opta, provides coordinates of every pass of the ball, every defensive action, and every shot. Opta is now one of several data suppliers, including Statsbomb, Wyscout and several betting companies, who collect this form of data. The best-known statistic in this context is the expected goals, which measures the quality of chances players create. It is a good indicator of performance quality. Results do not always reflect the performance, but if the team is creating good chances frequently, results will soon fall in line. Other, more advanced metrics, include expected assists, passing models that assign a value to every pass based on how much it progresses the ball, and possession chains which measure involvement in attacking sequences. Again, it is a good way to determine the performance of the creative midfielder as an example, if he’s providing high-quality assists to strikers and they lack quality to convert them into goals, this shouldn’t diminish a creative midfielder’s quality of performance. These stats, along with more traditional measures, such as tallies of heading duels, interceptions, and pass completion, are often presented in the form of a player radar. The radar shows how each player compares to others playing in the same league. As mentioned earlier, it is always important to look at the context of the data. When recruiting a winger, for example, his dribbling rate stat per game is the top priority attribute. However, you must look at what kind of environment these dribbles were completed in. If, for example, most of the dribbles were completed during counter-attacks, where the player has plenty of space to utilise his explosive speed, will it work for the team like Barcelona, who play in tight spaces against the opposition’s deep defensive block? It is important to look at the context. Another innovative trend in football analytics is the packing score, which indicates efficiency in football and measures how many opponents are outplayed with a pass or a dribble. The idea is that a footballer who moves past lots of opponents – by passing or dribbling – is a good player. The score increases when nearer the penalty area or sliding the ball through a defender's legs. [i] https://trainingground.guru/articles/monchi-big-data-is-the-future-of-football

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The 22-player data, the third wave of data in football, is much richer than event data. As the name implies, it contains the coordinates on the pitch of all the players, as well as the position of the ball. This is essential for understanding context. During a typical match, Luis Suarez has the ball for less than 90 seconds of the 90 plus minutes of match time. What Suarez, or any other player, contributes to the play—pressing, runs to open up spaces, and tactical positioning—cannot simply be measured in shot statistics. A few years ago, video analysts spent most of their time recording games and labelling matches and training sessions, now the computers can do the labelling and the video analysts can concentrate on generating insight. Despite the limitations, the 22-player tracking data is already reliable enough to start to generate insights itself. Considering the progress in the development of artificial intelligence, data analytics will be fully automated in the next few years. Having real-time data at hand allows the coaching team to generate in-game solutions, prompting immediate tactical changes and substitutions. The analytics team, sitting on the substitutes bench with laptops, is very much a reality of modern football and will only develop further. Clubs that are not big enough to have their own analytics and scouting departments can now use a wide variety of web-based solutions that provide clubs with detailed analysis, recruitment suggestions, suggestions on how to improve performance, and revive careers of underperforming players. It also works both ways, as players themselves look into feedback provided by the data analysis companies, to choose their next club. When leaving Man United, Memphis Depay went to the football data intelligence providers SciSports, to help him choose. Based on the stylistic match up and strategy of the club, Lyon appeared as the best option. Having other options on the table, with higher wages and relatively bigger clubs than Lyon, Depay took Scisports advice seriously and chose Lyon. The rest is history. Data might have helped to resolve a decade long debate. A research group in Belgian university KU Leuven has created a new set of metrics to determine the impact football players have on their team's results which do not only focus on easily measurable goals and assists. The new research has been made in collaboration with 'SciSports'. It proves that Leo Messi is twice as good as Cristiano Ronaldo. One of the creators, Jesse Davis, explained the new criteria: "The value of a player is often determined by goals and assists. A goal is a rare event, however, because an average of 1,600 actions are estimated to occur in a match. Our model looks at each action - shots, passes, dribbles, tackles - and calculates its value."[i] SciSports only analysed Messi's and Ronaldo's respective performances between 2013 and 2018. This time frame includes Cristiano's main exploits with Real Madrid, including four Champions League triumphs and four Ballon d'Or wins. During the same period of time, Messi only managed one UCL trophy and one Ballon d'Or win. Still, the research says Messi was a better player during those five years. The Argentinian scored 1.21 while Ronaldo's rating was at just 0.61. According to this study, Messi generates more chances, plays more with the ball, and influences the outcome of the games more than Ronaldo which is much more important than just scoring a goal. The researcher concluded: "Messi is exceptional in this area: the Argentinian has a very high number of actions and they also have a high value."

[i] https://tribuna.com/en/fcbarcelona/news/2020-06-11-scientific-study-confirms-leo-messi-is-twice-as-good-as-cristiano-ronaldo/

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HOW IS TECHNOLOGY IMPROVING PERFORMANCE What if footballers could be taught not to only to run faster, but to think more quickly too? Could further improvements be made by training the mind as well as the body? TSG 1899 Hoffenheim is proving this with their innovative training methods. Working in conjunction with club sponsor SAP, the multinational software corporation, Hoffenheim developed the Helix, the first machine of its kind in the world, built specifically to train the cognitive processes of players. The Helix is a training video game that uses a giant screen that curves 270 degrees around the participating player. Six projectors cast different images onto the screen, prompting the player to react as quickly as possible to unfolding scenarios that test their cognitive abilities. In one situation, for example, eight animated players appear on the screen. Can the subject then follow the runs made by four of them – two teammates and two opponents – and remember these at the end? “No ball is used in the tests, as the purpose is to train mental rather than physical capabilities,” says Dr Jan Mayer, Hoffenheim’s sports psychologist. “It’s about seeing if a player can make the right decision in stressful, real-life situations that require the highest levels of concentration.” Mayer also developed a system of tests that can distinguish good players from the average the Vienna testing system. It puts a player’s reaction times to the test measuring how quickly they can press red, blue, or differently coloured buttons and how quickly they can pick up a sound. A total of 350 reactions are checked, in as little time as possible. The best players need 0.5 seconds for one correct answer, the worse ones take 0.8 seconds. On the pitch, this 0.3 seconds difference, makes the difference between average and elite players. Hoffenheim combine the results of the various tests and calculate the so-called “ExF-Score”, an evaluation of the brains executive functions. It also helps player development, as time on the training ground is so limited. Exercising the brain will become a more significant part of the training regime. Hoffenheim have also successfully deployed Visionup Strobe Glasses, to enhance the performance of their goalkeepers. The LCD lenses limit the players’ vision by switching back and forth between transparency and opaqueness. As a result, the wearers experience a flickering time-lapse-like effect, being presented with frame-by-frame vision rather than continuous, fluid movements in their surroundings. As the player’s visual systems adjust to the limited, intermittent sight, attention rates increase, and reflexes are boosted, as the ability to correctly anticipate movement – such as the projected course of a ball – improves. Visual acuity, recognition speed, depth perception, and eye-hand-foot coordination can all be enhanced by strobe training, effectively leading to improved overall performance. Weighing in at only 30 grams, the Visionup Strobe Glasses seem to be just as light and unassuming as sunglasses, yet their effect on the goalkeeper’s performance is impressive. While Hoffenheim ended the 2015-16 season with 54 goals conceded, just a year later – and after implementing training sessions involving stroboscopic glasses a couple of times per week – the team allowed their opponents to score only 37 times by the end of the 2016-17 season, a drop of 31 percent. Granted, Hoffenheim’s overall defensive play had improved significantly, but there is no doubt that the number one goalkeeper, Baumann’s productivity had risen notably. He made only one substantial mistake during the entire 2016-17 run; a massive drop from six such mishaps the year before. And in only two seasons, Baumann’s percentage of saves rose from 65% in 2014-15 to the second-best of all Bundesliga goalies by the end of the 2016-17 season, trailing only the national team goaltender, Manuel Neuer.

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It is impossible to ignore the obvious correlation between Baumann’s performance-boost and his comprehensive new training regimen, in which the fancy-looking piece of high-tech gear plays a pivotal role. Footbonaut is another machine used by Hoffenheim, it fires balls at different speeds and trajectories at players, who must control and pass the ball into a highlighted square. In addition to honing ball skills, the machine is designed to improve a player's reaction time. The machine is also described as a robotic cage. It costs $3.5 million, is as large as an apartment with a cube shape and is capable of firing balls from a range of 360 degrees at different speeds and trajectories toward the training players. The players, who are standing inside a circle, must control the ball and pass it through one of 72 gates. The SoccerBot360 is a circular training device with a perimeter of 10 meters, providing the space for a 90qm large field on its inside. Due to the circular shape played balls bounce back to the player. An innovative benchmarking-procedure provides clubs, for the first time, with the opportunity to objectively measure the cognitive abilities of their players in an environment, which mirrors the conditions they encounter on the actual football pitch. A high-speed camera detects how fast, sharp, and with which foot one or more players solve the posted assignments through pass or shot. Moreover, the system analyses the ball processing time and the ball controlling foot. The mix of visual stimuli with mental tasks and regulatable stress exposure makes the training inside the SoccerBot360 a unique and diversified experience. The player solves all posed assignments with a ball at his/her feet to keep the difference between performances inside the bot and the real football pitch as small as possible. The 360°-surrounding graphic projection enables a variety of training forms: from abstract drills to game-like situations with realistic football graphics. The distinction between real football and the virtual world is, thereby, blurred, which permits an immense scope of possibilities for the conception of prospective training content. Dutch company, Beyond Sports, is working on utilizing virtual reality as an analysis and cognitive training tool. It provides the possibility of analysing the match through the player’s eyes, from a tactical top-view, or even from the opponent’s perspective. In the Beyond Sports Match Analysis Suite, players and coaches can put on the VR headset and analyse their decisions while synchronized with real match footage. Interactive training scenarios are used to educate players, and coaches can use the created scenarios to let players retake and discuss past decisions or use the custom scenarios training program as an addition to the daily practice. The Custom Scenarios training program offers training possibilities in the two main tactical football specific skills, passing and positioning. This opens the door for youth players to tactically train at the level of the first team, the same applies to the speed of play. Although they cannot yet physically cope with that level of play, youth players can already start learning to make tactical decisions at the top level. They will gain experience that cannot be learned anywhere else. The Beyond Sports Suite is set up at multiple professional clubs, including a fully dedicated room at the Arsenal F.C. Training Ground, also at AZ Alkmaar, PSV, Ajax, KNVB, Stoke City FC and the DFB.

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REFERENCES “Edge: Leadership secrets from top football thinkers”, Ben Lyttleton, 2018. Steve Bull, Chris Shambrook – “Soccer - The Mind Game”. 2004 Christoph Biermann – “Football Hackers. The Science and Art of Data Revolution”. 2019 Gary Curneen – “The modern soccer coach 2014. A four dimensional approach”. 2013 Gary Curneen – “The modern soccer coach. Position – specific training”. 2015 Gary Curneen – “The modern soccer coach. Pre - season training”. 2016 Soccercoachweekly.net – “Rondos. Special training guide”. https://spielverlagerung.com/2020/05/23/understanding-the-tactical-periodization-methodology/ Oliveira, R. (2014). Tactical Periodization: The Secrets Of Soccer Most Effective Training Methodology. Pedro Mendonca - “Tactical Periodization: A Practical Application for the Game Model of the FC Bayern Munich of Jupp Heynckes (2011-2013)”. 2014 How Flick saved Bayern’s season and won their eighth Bundesliga title in a row”, Raphael Honigstein, The Athletic, 16 06 2020. “Jurgen Klopp – the fist-pumping genius who turned dreams into reality”, James Pearce and Simon Hughes, The Athletic, Jun 25, 2020. “Atalanta's Gian Piero Gasperini: 'Players who aren't used to working hard scare me”, Fabrizio Romano, The Guardian, 22 05 2020. “De Roon: The coach does not let us go back or wide, only forward. It is intense”, James Horncastle, The Athletic, Jul 04, 2020. “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, Part I”, Mikeie Reiland, www.intothecalderon.com, 07 05 2017. “The Lungs of Atlético de Madrid: “Profe” Ortega’s behind the scenes impact, Part II”, Mikeie Reiland, www.intothecalderon.com, 09 05 2017. “The day Kieran Trippier met the fitness coach who strikes terror into players”, Sid Lowe, The Guardian, 19 07 2019. “Attacking the title: Klopp’s plan to do it again, and how he did it before”, Raphael Honigstein and James Pearce, The Athletic, 11 09 2020. https://tribuna.com/en/fcbarcelona/news/2020-06-11-scientific-study-confirms-leo-messi-is-twice-as-good-as-cristiano-ronaldo/ https://totalfootballanalysis.com/article/coaching-theory-intro-to-constraints-led-approach-tactical-analysis-tactics https://theathletic.com/2338988/2021/01/24/psychology-is-massive-how-brendan-rodgers-gets-into-his-players-heads/ https://trainingground.guru/articles/monchi-big-data-is-the-future-of-football The Influence of Seirul-lo on Pep Guardiola – Juego De Posicion (wordpress.com) A Session in FC Barcelona – Juego De Posicion (wordpress.com) The 4v4+3 Rondo - The most effective training drill for positional football - El Arte Del Futbol (elartedf.com) Coaching: Patterns of play in 4-2-3-1 (totalfootballanalysis.com) https://trainingground.guru/ https://barcainnovationhub.com/ https://totalfootballanalysis.com/ https://spielverlagerung.com/ https://madsdavidsen.com/ https://www.scisports.com/ https://www.beyondsports.nl/ https://www.redbull.com/

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