To kick off the New Year, we spoke with University of Cincinnati Assistant Women's Soccer Coach, Gary Curneen, about his new book, The Modern Soccer Coach 2014. Curneen shares with us the reason behind writing the book, the changes he sees in the modern game, and his own coaching influences. Follow Curneen on twitter @GaryCurneen
Soccer Banter: Why did you decide to write "The Modern Soccer Coach 2014"?
Gary Curneen: Having been a coach myself for only ten years, I have already seen a tremendous amount of change in the game. The game today is played by stronger and faster athletes, who are more technically proficient, and play on surfaces that make the game so quick that decision making and other cognitive aspects have become premium skills. I have always been fascinated by the concept of improving performance through work on the practice field and creating a winning culture at the same time. The type of coach we now see at the highest level has also changed. The old school manager has been replaced by forward thinking, strategic planners, who can influence their teams performance on the sideline, in the locker room, and on the practice field. In studying successful teams and coaches, I observe that these coaches share a lot in common in how they work. I wanted to share these philosophies with other coaches.
SB: What do you hope people get out of reading the book?
GC: The corner stone of every successful program is work on the practice field. It is almost common knowledge that the main components of the game are technical, physical, tactical, and mental. But if we focus only on one component during each session, the others will suffer as a result. Therefore, our training program should always involve all four components as that is what the game demands. After reading the book, I hope that coaches would look at their training methodology and what they are delivering to their players on a regular basis. If the game has changed, training sessions must do also. I have not recommended a perfect session as that does not exist. Instead, I hope that coaches look to establish a concrete philosophy and find an effective way of delivering it to the players, who in turn will enjoy the environment and their experience. It is not just about knowledge and information; it is how we can communicate that to our players. The book will help coaches do this, with plenty of examples of modern training exercises that are used in the game today.
Soccer Banter: Why did you decide to write "The Modern Soccer Coach 2014"?
Gary Curneen: Having been a coach myself for only ten years, I have already seen a tremendous amount of change in the game. The game today is played by stronger and faster athletes, who are more technically proficient, and play on surfaces that make the game so quick that decision making and other cognitive aspects have become premium skills. I have always been fascinated by the concept of improving performance through work on the practice field and creating a winning culture at the same time. The type of coach we now see at the highest level has also changed. The old school manager has been replaced by forward thinking, strategic planners, who can influence their teams performance on the sideline, in the locker room, and on the practice field. In studying successful teams and coaches, I observe that these coaches share a lot in common in how they work. I wanted to share these philosophies with other coaches.
SB: What do you hope people get out of reading the book?
GC: The corner stone of every successful program is work on the practice field. It is almost common knowledge that the main components of the game are technical, physical, tactical, and mental. But if we focus only on one component during each session, the others will suffer as a result. Therefore, our training program should always involve all four components as that is what the game demands. After reading the book, I hope that coaches would look at their training methodology and what they are delivering to their players on a regular basis. If the game has changed, training sessions must do also. I have not recommended a perfect session as that does not exist. Instead, I hope that coaches look to establish a concrete philosophy and find an effective way of delivering it to the players, who in turn will enjoy the environment and their experience. It is not just about knowledge and information; it is how we can communicate that to our players. The book will help coaches do this, with plenty of examples of modern training exercises that are used in the game today.
SB: Who has influenced your own coaching style?
GC: Like most coaches I have been influenced by coaches I have played for and worked alongside. As I say in the book, I looked towards Jose Mourinho early in my coaching career as a role model, but maybe too heavily. I think you have to personalize your own coaching and take a little from each one. I have always gravitated towards coaches whose enthusiasm for the game can positively affect training sessions. The best coaches I have seen do this first hand are Dave Bell and Marty Gormley. Studying from afar, I always respected how Sir Bobby Robson created an environment where players loved going in to work every day and were not afraid to express themselves. To do that with the best players in England, Holland, Portugal, and Spain, takes some ability, both as a coach and a communicator.
SB: With six sackings already in the Premier League, are managers given enough time to create a culture of their own at the highest level of professional soccer?
GC: Yes and no. Professional soccer today, particularly in the Premier League, is about results. Lose four games in a short period of time and you will probably be shown the door. This can lead managers to work from game to game, focusing on the short term at all times. However, the most successful ones are operating in a different way. Arsene Wenger, David Moyes, Brendan Rodgers, and Jose Mourinho are all long term planners who are heavily involved in training, communicate well with players and staff, have good relationships with media, and take an active role in the youth development of their club. When they do face pressure from a bad result or two, which they will, they have created enough equity and buy-in from players, fans, and media, that they can weather the storm. This buys them more time, and with more time you can bring in your type of players and make your culture even stronger.
GC: Like most coaches I have been influenced by coaches I have played for and worked alongside. As I say in the book, I looked towards Jose Mourinho early in my coaching career as a role model, but maybe too heavily. I think you have to personalize your own coaching and take a little from each one. I have always gravitated towards coaches whose enthusiasm for the game can positively affect training sessions. The best coaches I have seen do this first hand are Dave Bell and Marty Gormley. Studying from afar, I always respected how Sir Bobby Robson created an environment where players loved going in to work every day and were not afraid to express themselves. To do that with the best players in England, Holland, Portugal, and Spain, takes some ability, both as a coach and a communicator.
SB: With six sackings already in the Premier League, are managers given enough time to create a culture of their own at the highest level of professional soccer?
GC: Yes and no. Professional soccer today, particularly in the Premier League, is about results. Lose four games in a short period of time and you will probably be shown the door. This can lead managers to work from game to game, focusing on the short term at all times. However, the most successful ones are operating in a different way. Arsene Wenger, David Moyes, Brendan Rodgers, and Jose Mourinho are all long term planners who are heavily involved in training, communicate well with players and staff, have good relationships with media, and take an active role in the youth development of their club. When they do face pressure from a bad result or two, which they will, they have created enough equity and buy-in from players, fans, and media, that they can weather the storm. This buys them more time, and with more time you can bring in your type of players and make your culture even stronger.
SB: What are your thoughts on players who retire one day and land a great coaching job the next day without any coaching experience?
GC: I am a big believer in combining education with experience. To be successful, you simply cannot have one without the other. Without education, you cannot possibly maximize yourself as a coach. Without experience, you will not be able to put ideas into action, appreciate the value of communication and also learn how to deal with both success and failure. I was fortunate to take a coaching course with Chris Coleman who was then manager of Fulham and this debate came up. His argument was he was using his assistant, Steve Kean, as a ‘coach’ while he ‘managed’ but still continued his education on courses. He received a great opportunity to manage in the Premier League, was not looking to take shortcuts to get to the top, and we all respected that. Chris contributed more to that course than anyone else, and I learned a lot from his insights and experiences. Professional players can be a huge resource for young coaches so we cannot ignore that. Recently, I think Tim Sherwood has received unfair criticism. This is a man who has dedicated twenty five years of his life in becoming a professional player, has taken his A and B licenses, and has worked in the youth academy for five years at a top Premiership club. How can you say he does not deserve a chance to manage a team? The reality of top level soccer is that these high profile players who become coaches will receive an opportunity before many others. But the reality also is, that they are under enormous pressure to be successful and you need an education in coaching to do so.
GC: I am a big believer in combining education with experience. To be successful, you simply cannot have one without the other. Without education, you cannot possibly maximize yourself as a coach. Without experience, you will not be able to put ideas into action, appreciate the value of communication and also learn how to deal with both success and failure. I was fortunate to take a coaching course with Chris Coleman who was then manager of Fulham and this debate came up. His argument was he was using his assistant, Steve Kean, as a ‘coach’ while he ‘managed’ but still continued his education on courses. He received a great opportunity to manage in the Premier League, was not looking to take shortcuts to get to the top, and we all respected that. Chris contributed more to that course than anyone else, and I learned a lot from his insights and experiences. Professional players can be a huge resource for young coaches so we cannot ignore that. Recently, I think Tim Sherwood has received unfair criticism. This is a man who has dedicated twenty five years of his life in becoming a professional player, has taken his A and B licenses, and has worked in the youth academy for five years at a top Premiership club. How can you say he does not deserve a chance to manage a team? The reality of top level soccer is that these high profile players who become coaches will receive an opportunity before many others. But the reality also is, that they are under enormous pressure to be successful and you need an education in coaching to do so.
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