Part two of an interview between Andy Roxburgh UEFA Technical Director and Sir Alex Ferguson.

Do you believe in the use of technology as an aid to coaches?

Yes, I use the various IT tools because it quickly gives me all the information I need about opponents, etc,. In the old days, you would painstakingly take notes. And for me, it has always been out of the question to read out notes at a team meeting, or to give the notes to the players. We at Manchester Untied do the video analysis very well now. We have two full-time people taking care of that.

Many top coaches have a big staff – do you believe in that?

In terms of staff, things have progressed over the years. When I went to Manchester United at first, I had a staff of only eight at the club. We had no full-time doctor. Today, we have an optometrist who does all the treatment of the eyes, (she did a great job getting Paul Scholes back to normal after he had blurred vision), we have a full-time doctor, five physios, a fitness coach, a weight coach. I never thought I would work with a backroom squad of this size. As you get older, you learn to delegate better. You can’t do everything yourself at a major club. For example, with the youth programme, I put it in good hands, and I simply oversee what is happening – it’s not possible for me to immerse myself in the youth work as I once did.

Apart from yourself, who are the role models in coaching today?

I look at coaches who have a difficult job and do well. And I look at coaches who win with different clubs. Because Italy has been at the forefront for years in terms of success, I look at someone like Marcello (Lippi) who has won the World Cup, the UEFA Champions League and titles in Italy. Fantastic. And he started the right way – at the bottom end and worked his way up. Also, he survived time. Fabio (Capello) is the same – he was a success at Roma, at AC Milan, at Real Madrid, etc. These colleagues are good examples for young coaches, and if the young coach is still coaching in 15 years time, they will understand what I am talking about – it’s not easy to stay the course. It needs a good constitution, great stamina (you have to look after yourself), and a little luck. A young coach might say, “How am I going to reach Lippi’s level? Even if I can, how many years will that take?” But there are also good examples of young coaches who have quickly risen to the top. Look at Rafa (Benitez) who started as a youth coach at Real Madrid, went to Valencia, and then onto Liverpool FC where he won the Champions League. Then look at Jose Mourhino who entered the top level as an interpreter, but had an ambition and an hunger to listen and to learn. He went on to win the UEFA Champions League and the UEFA Cup. This shows young coaches what can be achieved. You have another two good examples of young coaches in today’s football. Marco van Basten (who started as a Dutch national coach) and Frank Rikaard (who won the UEFA Champions League with FC Barcelona). But I like to think about coaches who have survived time and had success with different clubs; clubs, which presented different challenges. These are the coaches we should look up to and admire. Look at what they have done, because winning in this profession is not easy.

Is coaching as a profession in good shape?

I think it is as good as we can expect, given that there is an ever-changing process in our game. But it’s not healthy that a coach can lose four games and then he is out of a job, this is not good for the football industry, especially if the coach has not been given time to produce. I wish that the presidents of clubs, and the supporters, would have the same patience that the coaches have. We are asking miracles, of course. It is a very emotional game and sometimes the expectations are too high. That has always been the case and won’t change. For many supporters, their whole lives are intertwined with the football club, and that spiritual connection is very strong. You can therefore understand that losing four games can’t be tolerated. Because of that, there is a frequent change of coach. There is no evidence to suggest that continual changing of coaches brings success. Coaches such as Fabio, Marcello, Arsene (Wenger) and myself suggest the opposite, that longevity can bring success. And also, the relationship between the coach and the player can be stronger when you are there a long time.

As the honorary leader of the UEFA Coaches Circle, do you have a message for practising coaches?

I can only think back to when I was a young man and how keen I was to learn. That enthusiasm for knowledge should never be lost. For example, I had a great discussion with Marcello (Lippi) about Italy’s tactics in the World Cup. I thought the final was tactically interesting; he thought the semi-final against Germany was better. And in terms of spectacle, he was right. The main thing is that we are curious and we talk. Apart from staying inquisitive, my message to all practising coaches, including those in the UEFA Coaches Circle, is to persevere. We all have bad days. I have had some but I always bounced back. When I was at Aberdeen FC, I lost a final, and on the Monday I told the players it was the last time we would lose a final – it was. You have to have the vital drive, and to deal with the disappointments. Players today don’t have the same feeling as the coach has when they lose, so the coach has to deal with that situation. Coaches often think they are alone, but they are in the same situation as many fellow coaches. It’s important, therefore, to relate to your coaching colleagues because we are all in the same boat.

This interview was first published in The Technician supplement of the October edition of UEFA Direct. It is published with their permission