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\n\tThe beautiful game is packed full of characters: Drogba\u2019s dives, Sanchez\u2019s sulking and Cantona’s Kung Fu kicks will all go down in the annals of history.<\/span><\/p>\n \n\tBut it\u2019s not just the players who are the personalities – it\u2019s the managers too. <\/span>Mourinho\u2019s cutting comments<\/a> about fellow managers, Ian Holloway\u2019s comedy interviews<\/a> and Brian Clough\u2019s huge ego<\/a>, among others, have ensured that the coaches share the spotlight with the players themselves.<\/p>\n \n\tMuch like in the corporate world, every football manager is different: each bringing to the sidelines their own blend of skills, management styles and interpersonal qualities that define their roles.<\/p>\n \n\tSo, with the 2018 World Cup upon us, we\u2019re giving you a reason to watch this year\u2019s tournament in Russia as a work-related task, as we ask, \u201cWhich World Cup manager are you?\u201d Or, more pertinently, \u201cWhich World Cup manager <\/span>should you be?\u201d <\/p>\n \n\tThe \u2018one size fits all\u2019 approach is something that French coach Didier Deschamps doesn\u2019t believe in. \u201cEverything you go through has to fit in with the way you are and your own ideas. You wouldn\u2019t be able to do today what coaches did when I was a player. I say something to my son and he tells me I\u2019m prehistoric. You have to live in your time, be of today\u201d, <\/span>he says<\/a>. <\/p>\n \n\t\u2018Dede\u2019 has also spoken of the challenges of managing Millennials: external influences on Millennial players and differences in the world in which they\u2019ve grown up mean their mentality and behaviour is a world away from what he experienced as a player. It\u2019s an issue that <\/span>echoes the corporate world<\/a>, where Millennial employees in the IT sector increasingly demand a balance of training, technology and fair compensation. <\/p>\n \n\tThe inclusion of different generational mindsets requires a different managerial style to Dede\u2019s days as a player. \u201cBeing a manager is about recognizing talent and knowing how to use it in the right context\u201d, says Deschamps – one of the keys to his success is being able to deal with a range of situations and people. And with this year\u2019s qualifying French squad including the experience of Matuidi alongside the youth of Kimpembe, the fire of Pogba with the intelligence and mindfulness of Umtiti, it\u2019s clear that his system works.<\/p>\n \n\tThanks to his enthusiasm and humour, \u2018Big Phil\u2019 Scolari was a popular figure during his 2003-2008 stint as manager of the Portuguese national team. When Carlos Queiroz took over in 2008, however, his more structured, theoretical approach <\/span>didn\u2019t go down too well<\/a>. It was the same story for Queiroz at Real Madrid, too.<\/p>\n \n\tNow, though, he\u2019s being hailed as a hero by fans of the Iranian national team, after leading them to qualification for two consecutive World Cups. <\/p>\n \n\tThere are <\/span>two reasons suggested<\/a> for his varied successes. The first is that he needs total control – trickier when managing teams featuring superstars like Zidane, Figo and Ronaldo. The second? That he\u2019s better suited to starting from a blank slate, rather than nurturing a pretty much finished product. <\/p>\n \n\tIt\u2019s not just the Portuguese national team for whom micro-management doesn\u2019t work: it\u2019s a no-no in most organisations, too. An <\/span>early 2018 survey – predominantly of tech employees – from Comparably<\/a> highlights micromanagement as being the worst possible quality in an employer. However, as with Queiroz, this granular level of management can work wonders when building a new team completely from scratch.<\/p>\n \n\tKnown popularly as \u2018El Maestro\u2019 (\u2018The Teacher\u2019), Uruguayan coach Tab\u00e1rez\u2019s approach is to nurture young players through the youth team system – an approach that has even become known as the \u2018<\/span>Tab\u00e1rez process<\/a>\u2019. It\u2019s through this system that he\u2019s shaped superstars like Edinson Cavani and Luis Su\u00e1rez<\/a>, making the Uruguayan national team a force to be reckoned with. <\/p>\n \n\tWith the <\/span>cybersecurity skills gap still vast<\/a>, taking the Tab\u00e1rez approach and nurturing young talent will ensure that managers can keep departments running smoothly in the years to come.<\/p>\n \n\tAt the most basic level, over 50% of English schools fail to offer Computer Science as a GCSE option, according to <\/span>a report from The Royal Society<\/a>, who also maintain that the government needs to invest ten times more than its current amount into computing education. However, there are positives: the government\u2019s Cyber Discovery programme<\/a> and the 2017 launch of the CyberFirst Degree Level Apprenticeship<\/a> are just two schemes that aim to make this nurturing approach easier.<\/p>\n \n\tWhen Catalan manager Martinez took over the reins at Everton in 2013, <\/span>fans were worried<\/a>. After pragmatist David Moyes\u2019 spell at the helm, how would idealist Martinez fare? They need not have worried: he was the first Everton manager<\/a> to avoid defeat in the first six games, and gave them their record Premier League points total in his first season. <\/p>\n \n\tIn an interview during his time as Everton manager, <\/span>Martinez gave an insight<\/a> into his uncompromising, idealistic approach to his job. \u201cI believe the game should be played in a specific manner,\u201d he said. \u201cTaking risks, getting on the ball and relying on the talent of the players to score goals rather than systems and dead-ball situations, keeping clean sheets and not taking risks.\u201d He has also become known as a manager who lavishes praise on his players<\/a> even when results don\u2019t go his team\u2019s way. <\/p>\n \n\tPositivity from a manager is no bad thing, but excessive positivity even during harder times can come across as ingenuine – and even irritating. Idealism can be a strong trait in a manager, but only when countered by a healthy dose of pragmatism – as this interview with Neal Ashkanasy of the University of Queensland explains.<\/p>\n\n\tThe adaptable manager: Didier Deschamps<\/h2>\n
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\n\tThe Marmite manager: Carlos Queiroz<\/h2>\n
\n\t“He\u2019s better suited to starting from a blank slate, rather than nurturing a pretty much finished product.”<\/strong><\/h4>\n
\n\tThe nurturing manager: \u00d3scar Tab\u00e1rez<\/h2>\n
\n\tThe idealistic manager: Roberto Martinez<\/h2>\n