Carlisle United defeat leaves City thinking about the punitive sacking

The Team

Jon McLaughlin | Stephen Darby, Rory McArdle, Andrew Davies, Matthew Bates | Gary Thompson, Gary Jones, Matthew Dolan, Adam Reach | Aaron McLean, James Hanson | Nathan Doyle, Kyle Bennett, Andy Gray

Let us, dear reader, forgo discussions of the 1-0 defeat to Carlisle United and move without flinching to the mainstay of this discussion. Should Phil Parkinson remain Bradford City manager?

I shall ruin the surprise. I think he should

I think he should but I think that a club and community that sacks Stuart McCall can sack anyone – Wembley or no Wembley – and unless there is a change in the boardroom that is the reality in which we live.

My contention on Parkinson is that he has the abilities that Bradford City need in a manager and that if he were not the current manager, and he were available, he would be the top of our list for the job.

We save ourselves the effort and the expense if we just ride out this bad run.

That idea is not one that has traction in the modern culture of football management which revolves around the punitive sacking and let us not make any mistake removing Phil Parkinson would be a punitive sacking.

You can hear it in how people talk about the idea. “One win in twenty one” they say (it is beginning to be a credible sample size) and then mumble about deserving better. The second half troubles me in this. Poor results, even poor performances, are not personal slights and trust no one who treats them as such.

Nevertheless the punishment for such a return is to be sacked. Why is that the so? Because received wisdom tells us it is so.

When I was younger (I was born in 1973) the idea of a rapid manager turnaround was a joke that was becoming a reality at the poorer run clubs. Now it is a truism that almost every manager is considered to be a dozen games away from being fired.

Arsene Wenger loses at City and there are calls for him to be sacked. He loses 5-1 at Liverpool and there are calls for him to be sacked. Someone notices that Arsenal have not won a trophy for a good few years and there are calls for him to be sacked. Spurs have sacked manager after manager as Arsenal stuck with Wenger and have never passed them. They simply burn resources in the changes.

What was a joke is the conversation that has seeped beyond the more tedious parts of Talk Sport into football culture like a drop of ink into water. It is everywhere now. As much in boardrooms as it is on Twitter. We even have a song about it.

If a manager suffers bad results he’ll be sacked in the morning.

Statistics say that bad form rights itself with or without punitive sackings but that hardly seems to be the point. Boardrooms can do very little in terms of direct action to be able to suggest they have a manifest control over the destinies of their teams.

Sacking a manager looks like action but seldom does it come with any change of policy and so aside from the cosmetics of looking like a boardroom is taking action the result of a punitive sacking is almost always negative.

Using Bradford City as an example we call recall Trevor Cherry was sacked as a punishment for bad form and replaced by Terry Dolan who seemed to do a better job taking the team to the edge of the top flight but he in turn was sacked for the same kind of poor run and the Bantams did not get lucky again and Terry Yorath did worse.

If Hutchings, Wetherall, and Jackson do not tell you what the impact of the punitive (rather than planned, from a policy change such as Geoffrey Richmond’s arrival) sacking is then an article by this writer never will.

But this writer would not make that case. Not only is it a pointless argument to have – the boardroom at Bradford City acts as it will – but it’s also not the reason to keep Parkinson.

We should keep Phil Parkinson as Bradford City manager because he is a hard working manager who knows how to bring success. It is not the only way to bring success but it is a proven way. He brings success by instilling a work ethic and having a set pattern of play which is rugged and practical.

I’ve seen more attractive teams playing football although rarely ones with more character, but the fact that those things are the right things to have do not change with a run of bad results or even with relegation.

If you think the answer is to install a manager who promises to play a 352 and drag in some playmaker to Platini around the pitch then you must have been sleeping all last season, or faced in a direction away from the ball.

If you think the answer is just to change to anyone else then go lay down until your sense returns. If you think you “deserve better” then I don’t know what to say to you other than that you have an inflated sense of entitlement.

If you did pay attention last season (and in the other good seasons the club has had, and not just the ones which brought promotions) then you’ll notice that there is only hard work and effort. If you have a manager who prizes those things above all else then why change other than because you want to mete out punishment?

Satisfaction (I can’t get no)

Last Saturday’s game against AFC Wimbledon was my first since returning from a September holiday abroad. I mention this not to gloat over those unable to take advantage of low season holiday prices but to create a context for the thoughts in this piece. Whilst away I like to be truly away – no papers, TV, internet, radio, little contact with others from my home country and no mention of football.

But just before I left there was a crisis at the club (again) – a manager had “left”, a caretaker had taken over and another manager hastily appointed. Right up until I packed my case I had been content to allow new and young players time to gel and despite results I had a sense of optimism that, with patience and structure, the club was at last moving in the right direction. The prospect of fame for “Jackson’s Juniors” had been appealing to say the least. But in the end I left the country with a sense of uncertainty that had nothing to do with fear of flying but fear for football at Bradford City.

On my return to these shores the BfB website was switched on almost as soon as the kettle and, lo and behold, the crisis had deepened. The club lay desperately close to the non-league drop zone and a sense of despair permeated the articles and comments as I struggled to catch up with events that I had missed.

By the time I got down to the pub the following evening I was suffering, not from jetlag but from déjà-vu – new backroom staff, old boy signings but very few points to show for all the changes. Fortunately my friends reassured me that things were not as bad as they seemed, that this was not Taylor Mark II and the potential was there. All we needed was some luck. With their confident claims ringing in my ears I joined them in looking forward to Saturday’s game and, when the day arrived, set off in high hopes.

The rest, as they say, is history. I watched a match that, whilst entertaining in the first half at least, had many of the hall marks of last season. Younger and new players that I had been ready to give a chance to, had been discarded, a captain dropped and even newer players who seemed little better if not worse than those they replaced had been brought in. There was effort but no cohesion. A midfield woefully uncertain as to where they should be were all too easily drawn into a back 7 (or 8/9), a striker given no real service and a strike partner (?) playing as near to him as a batting partner in cricket. A fortunate but deserved lead – a rare thing at V.P. – was allowed to slip away but at half time there was hope that the new manager (new to me at least) would see the problems we all could see and address them. Sadly there was yet more déjà-vu. No change in the system, no leader on the field, a player having a nightmare game not replaced and substitutions that were too late and only disrupted the play even more leaving young Liam Moore to battle three Wimbledon players to try and deliver some sort of cross – no support just leave him to it.

I stayed until the end, many didn’t. I applauded the efforts of the players, many didn’t. I did not boo, many of those who had stayed did. And I left without any of the sense of positivism that I had felt when approaching the ground.

Now there are many on this site and elsewhere that would criticise my negativity and encourage me to remain positive. After all it is still September, there are good signs and it’s too early to be so despondent. Yet I look at the league table as well as the calendar and realize that whilst it may still be September almost a quarter of the season has gone. Our position gives genuine cause for concern and is made even more worrying by the fact that a win next Saturday, however welcome, would make no difference to our league position. The gap is already open and it looks like getting bigger before it narrows.

So am I guilty of negativity? Despite my outward signs of support and encouragement for my team my thinking is downbeat, the concern is worrying and am I somehow transmitting these feelings to the team? No matter how positive I try to be I get the feeling that my individual contribution to City’s performances is about as much use as my holiday contribution was to the Greek economy.

There is a big problem at Bradford City. There may well be several problems on and off the field that combine to make it so as articles on this site have suggested. Much has been said by those in charge of the team and the club but I believe more has been left unsaid and this leads to the different levels of dissatisfaction in our supporters.

All those involved with Bradford City, fans and staff, have an opinion as to what is needed to bring about a change in our fortunes. I have deliberately made no attempt in this piece to put forward my own views because, in the end, my views, and yours, count for nothing. But when pleasure in following your team is deprived, when optimism seems more and more unfounded, what should be a mutually satisfying relationship between club and fans is fractured. Rows increase and an eventual break-up seems inevitable. So however much I/we may dislike it we should not blame fans(?) who berate their chosen targets. It does not help but it is an understandable release of frustration built up over the years and yet most have managed to stay in the relationship.

I, like many others, have taken the disappointments my team have given me and yet I start each season and, hopefully, each match in a positive frame of mind. It’s the time between games that I struggle with. I suppose I am lucky, I can put post match disappointments to one side or ameliorate them with pieces such as this but at times I feel embarrassed even guilty about the way things are at V.P. and my contribution to them.

So please, can I have something tangibly positive from the club to satisfy my need to feel good about my team. Because right now I can’t get no satisfaction – and I’ve tried and I’ve tried and I’ve tried, tried, tried.

Another search for a manager begins

Mark Lawn and Julian Rhodes will be used to looking for a new manager and – after three appointments two of which lasted less than a year and a bit – they show no signs of having a grasp of the right criteria to make those appointments.

When Stuart McCall “resigned” from the club the question we asked was what the plan was for the recruitment of his replacement was. A lot of these questions have been answered with the move to new facilities at Woodhouse Grove and the appointment of Archie Christie as Chief Scout and Director of Football Development.

There is a plan at the club which Christie was brought in to implement to develop players for the first team – and to provide more players for the manager with a more extensive scouting network – which aims to take some of the onus of recruitment from the manager and have a retention of knowledge beyond the man in the dug out. Unlike the situation where Peter Taylor left and his backroom staff were sent away with him Jackson having left yesterday the players have familiar faces around them.

It is this type of system which saw an end to Kevin Keegan’s second spell at Newcastle United and – in a way – Alan Curbishley at West Ham but is increasingly common in football. Indeed on Jackson’s last day at Valley Parade Michael Flynn told Radio Leeds that Colin Cooper took the players through their paces while the manager spent the morning on the phone to football managers trying to find a striker on loan. The team and manager lunched and went over the plan for the Barnet game, then resigned.

(It should be noted, and as an aside, that Keegan’s contracted stated that he would have the final say over players brought into the club and when the club’s Director of Football Recruitment Dennis Wise signed Xisco – the issue which Keegan resigned over – Newcastle United were in breach of that contract and while Keegan resigned he later successfully sued the club for constructive dismissal. One wonders what the detail of Jackson’s contract was.)

The manager’s remit is the first team and the requirement is not for an holistic club builder but rather for a game winner, and someone who with coaching and deployment can edge a performance an inch or two better. There is a list of managers who were considered to replace Stuart McCall (now Motherwell): Peter Taylor (now Bahrain), Steve Cotterill (now Portsmouth), Russell Slade (now Leyton Orient), Peter Jackson, Lawrie Sanchez (now Barnet), Jim Magilton (now caretaker assistant manager Shamrock Rovers), Dean Windass (working for BSKYB), John Coleman (still Accrington), Iain Dowie (no club), Martin Allen (now Notts County) and Wayne Jacobs. Six months ago John Hughes (no club) declared an interest in joining City and John Still (still Dagenham) interviewed for the position.

How many of these fulfil the remit which Jackson was being asked to work within? Certainly John Still – the victorious Dagenham manager of last week – would do having worked with Christie before but one has to wonder how much of an appreciation of what skills the next manager needs to have, and how those skills are distinct from those which were required when looking for McCall or Taylor.

Having appointed a big personality in Jackson – and perhaps had personality clashes – Lawn and Rhodes may be tempted to opt to bring in a younger manager who is more malleable, less set in his ways of how to run a club, and able to work within the current structure. They would do well to avoid “Yes” men.

The aim of the club is to have an appointment before next week’s trip to Morecambe which suggests that there is someone in mind – probably someone who has talked to the club six or eighteen months ago – but that Lawn and Rhodes do not have the clarity to bring someone in immediately. Were John Still to be the choice then one imagines a call would be made, a resignation drafted, and the new man revealed on Monday. The fact that there is a week until appointment suggests that there are discussions to be had and a choice to be made. There is a suggestion that three interviews will be held this week. One has to wonder what Lawn and Rhodes think they will hear in those interviews which they had not heard in the last two rounds, and how they will be able to sift the answers to get the right man. We are to assume that Jackson and Taylor were both the most impressive people in interview.

The early runners

The link to John Still – who talked about how he would have joined City were it not for the uncertainty over the future of Valley Parade – is a strong one with the Dagenham manager being in the final two of the club’s thoughts when Jackson was appointed. The club would – not doubt – have to pay Dagenham to free Still from his contract.

Impressive in the last round of interviews was former Hibs and Falkirk manager John Hughes who is out of work at the moment and could come in without any compensation payable. Hughes is a strong candidate for the job but one might expect him to be appointed this morning rather than next week if he is the chosen one.

Former players Peter Beagrie and Dean Windass have their name’s mentioned often in connection with the job. Beagrie has shown no interest in moving into management thus far but Windass has made his desire to take over the club known – Terry Dolan as his assistant – and could fit in as the type of rookie manager who may appeal to the board who have had problems dealing with experienced number ones.

Former Barnsley manager and City man of the 1980s John Hendrie is also an option although one might wonder how many conversations Hendrie has had with Stuart McCall about the board at Bradford City and how that would colour his view of the job were it offered.

City have always been fond a bit of fashionability and so perhaps Jim Magilton – who is working as caretaker assistant at Shamrock Rovers who qualified for the Europa League with this superb strike last night may be an outside bet having talked to the club previously.

Other names work mentioning include Colin Cooper the current caretaker manager and former player and Farsley manager Lee Sinnott. Paul Ince has been mentioned – his promotion with MK Dons would impress the board almost as much as his collection of shiny medals but his track record is patchy.

Finally John Coleman has interested City in the past.

Will City Still be looking for the magic manager?

If you believe Simon Parker of the Telegraph and Argus then Bradford City are trying to decide between two managers: Interim boss Peter Jackson and Dagenham & Redbridge gaffer John Still.

One of these two men – it is said by Parker – will be appointed as City’s full time manager in the Summer. Extrapolation theory has it that if the job is Jackson’s then he will be given a contract at the end of the season while if it is to be Still then he will not arrive until after the end of Dag & Red’s fight against League One relegation and Jackson will remain in charge until then. Either way it is Jackson until May.

For those who do not know him John Still is a one game Leyton Orient defender turned non-league manager who took Maidstone United into the football league before exiting and then ended up as the man in charge of the merged Dag & Red (being the Redbridge Forest manager) taking them into the league and then up from League Two last season.

That is the headline on Still’s CV – that he took a team with limited resources to promotion – and it is not hard to see why such a quality would impress the Bradford City board although it is hard to compare that with Peter Taylor’s record. Indeed many things about Still suggest that as a candidate the only thing he offers which Taylor does not is that he is not Peter Taylor. His football is similar, his track record equally hit and miss, and like Taylor he would be accused of being out of touch by virtue of his age. He is sixty.

Ten years younger is Peter Jackson who has performed in a way which describes adequate perfectly. He has sorted out the basics of the team quickly: a 442, a holding midfielder, a big man little man forward line up; and that has been shown in the move away from relegation. He is all the things one suspects and more and there is something about his opportunism which endears, although for how long one wonders.

Certainly Jackson would have been upset with his charges on Saturday. Two players were given chances to impress and failed to do so. Gareth Evans – most obviously – seemed to choke when given the chance to lead the line while David Syers was not able to control central midfield in the way that Michael Flynn does. Jackson will have been disappointed with both.

Disappointed and frustrated no doubt by the fact that having given Syers that chance the manager will not – should he not be appointed – get to build on what he saw in Syers on Saturday. It is obvious to say that consistency allows a manager to work with his players and improve them and I’m sure that no one reading this article would be in much doubt to the importance I would place on giving the manager a long term contract and allowing him to build.

However assuming that – as the philosopher Jagger says – you can’t always get what you want then what sort of manager is perfect for City? What sort of manager do City need? One who can make an instant impact, build a team before the season starts, is able to conjure something out of something which some would say is nothing.

Some would be I – and Luke Oliver – would not. After four years of League Two football I am convinced that the difference between the top and the bottom is which team gets the odd break and goes for the odd pint. Togetherness, team spirit, a willingness to be brave and to take responsibility for your performance and the collective display are what matter far more than the ability to bend a ball in from thirty yards.

Looking at Still’s record – in common with most managers – there is very little to suggest he is a man of instant impacts while Jackson’s impact has already been felt. One would shy from criticising either manager’s ability but one would question their ability to turn around the team in the time frames which seem to be demanded from the Bantams.

For, it seems, the perfect manager for the Bantams is the magician. The magician like Chris Kamara who can take a team going nowhere and some how take it on a seventeen game run that ended at Wembley, the magician like Terry Dolan who could take a team heading for relegation and win sixteen of his next twenty games. Neither of those could repeat their magic trick.

So City can’t get what they want but – on occasion – they get what they need and what they need is the magic manager.

Do we need a manager or do we need leadership?

Is the solution to Bradford City’s problems in a new manager?

Someone has to pick the team, train the players and so on but first and foremost perhaps we need some leadership at the club.

At the moment, I am embarrassed. The last six weeks are no way to recruit a new manager and the process will leave no one either satisfied, or with the reputations they came into it with intact.

Mark Lawn and the Bradford City board look weak and indecisive. Why take so long to pick someone for a role which seems to have such a limited shelf life? Why spend half a season appointing a manager when the last one (who was also appointed after such a process) was done away with after six months? The public perception is one of a board good at procrastination.

Peter Jackson can’t really make his mark on the job or the club until he has the job officially, so is only going to end up doing poorly and setting the message boards alight with impolite requests for his dismissal – if it can even be called that – from a role he can hardly get started in. Jackson cannot provide the leadership when he might be back on the streets at the end of the week.

This weakness in leadership is in evidence throughout the club. We, the supporters, are fed snippets by the club but none of these bits of information which suggest improvement is ever followed up. What does Omar Khan an associate director of City do? I’d like to know if he organises events so that I can go to them. What does Roger Owen do at the club? They were both lauded when they joined up, but we’ve heard little from them since and seen no evidence of any success that has derived from their presence.

Why do I receive email updates from Leeds United and Huddersfield Town, but not from City? Email is a simple, cheap form of communication. Every man and his dog has a blog these days, but not Bradford City.

The club is poorly managed and will only continue to deteriorate unless drastic changes are made. We have a hopelessly outdated website, no regular communication (I don’t even receive my season ticket in the post, I have to go and collect it!) and no spokesperson. The players talk and are hauled up before the manager, the manager issues comments and the board comment on the manager, and then board say nothing. In BfB interview with Mark Lawn the chairman admitted that he had withdrawn from talking to supporters.

News, both good and bad is spread via rumour on the message boards, meaning that much of what we are told is completely fictitious, even malicious at times. False rumours gain currency, the the true rumours are then picked up a day or so later by the T&A and appear often to ‘clarify’ misconceptions.

All of this happens and the idea persists that the new manager will solve the problems, and that he will be able to solve the problems, when increasingly it seems his job is marginalised to the point of being a lesser appointment. The manager becomes a a Lieutenant without a Major.

Sort that out first, then worry about appointing a new manager.

Jackson’s strong first impression – but a considered approach is still needed

Should winning a couple of matches ever be used as the basis of deciding to appoint a new manager? Doing so is so often accepted wisdom in football. A manager departs after a run of poor form, a caretaker steps in and results suddenly improve. Media and fans talk up his case for the job full time, and a more permanent deal is signed and sealed.

Bradford City’s Board is said to be following this well-trodden path in the consideration of interim manager Peter Jackson as the boss full time. Prior to his first game at Gillingham, credible sources revealed a couple of good results would see him land the job until at least the end of the season – otherwise John Hughes will step in. Tuesday night’s morale-boosting victory over Rotherham was a major boost for Jackson’s hopes of extending his stay, and already it is difficult to believe someone else will be taking his place in the dugout anytime soon.

If this is to be the way the successor to Peter Taylor is decided, then those of us with strong fears can at least be somewhat comforted by Tuesday night. In a season of so many disappointments, especially evening kick off games, it was heart-warming to see City claim the three points in a more stylish manner.

For me at least it wasn’t so much the Brazilian full back-esqe charge forwards and low shot from Lewis Hunt and long-range belter that probably didn’t cross the line from Tom Adeyemi that brought joy – as excellent as the two goals were from Taylor signings who have struggled to impress – but the shape and approach Jackson deployed the team in. For the first time in what seemed ages, City were playing attractive, attacking football that was exciting to watch.

Ultimately I went against Taylor not because of poor results, but the dismal style of defensive football he favoured that was so uninspiring to watch. Watching City had become a joyless, disengaging experience and in truth attending games had become more of a routine than a joy. I’ve watched City 28 times this season, but even comparing those horrible relegation seasons I’ve rarely found it so monotonous. I’m used to us losing and failing, but I’ve always enjoyed us trying. This season it’s not been a great watch or led to pleasurable outcomes very often.

So for Jackson to play an attacking 4-4-2 with a decent tempo and commitment to passing the ball around, instead of launching long balls – well, it has helped to significantly win me round. I still have some large concerns about Jackson as our manager and remain very fearful that, a year from now, we’ll have made little progress and he’ll have been driven out in far nastier circumstances than Taylor. But I’m also more encouraged that his ways could lead to success, and that – at the very least – watching City will feel like a privilege rather than a chore.

For the first time in months, I’m genuinely excited about the next game.

In the cold light of day, Tuesday’s win was fortuitous. But even if Jake Speight had tucked away a couple of his numerous chances, so the scoreline reflected City’s dominance, is one win (and hopefully another on Saturday) really justification to give Jackson the job? Let’s recall other City managers in our recent history who made a good impression in their first home game – Bryan Robson (the 2-0 down to 3-2 win against Millwall), Nicky Law (3-1 over a decent Portsmouth side), Jim Jefferies (2-1 Premier League win over Coventry) and, most infamously of all, Chris Hutchings (2-0 over Chelsea).

As positive as we might feel about Jackson’s brand of football right now, we once held similarly optimistic views about Hutchings.

But Jackson’s trial should be about more than determining whether to give him the job on the outcome of a linesman’s call. And, as a history lesson, we should go back to the last successful manager, Paul Jewell. He took over as caretaker in not dissimilar circumstances in January 1998. His first game saw an impressive win at Stockport, followed by a defeat to Stoke. Chairman Geoffrey Richmond proclaimed Jewell would land the job if two up-coming home games delivered six points. The first game was drawn, but Richmond awarded him the job until the end of the season within an hour of the final whistle.

Jewell failed to impress as City slumped to a mid-table position, and we all assumed he would be booted out for a bigger name. But Richmond stuck by him, endured a lot of flak and, ultimately, was handsomely rewarded when City were promoted to the Premier League. No manager since Jewell has made such an unremarkable start.

Yet the reasons why Richmond showed faith in Jewell were largely visible only behind closed doors. It was evidenced on the training ground, in the way Jewell conducted himself with Richmond and the manner he lead his players and coaching staff. It was stuff we fans didn’t see first-hand, but that demonstrated to Richmond the ability we were to benefit from so gloriously the following season.

So as much as Tuesday night was great and as much as this recruitment process still bothers many of us, it’s to be hoped that a decision to appoint Jackson full time is also made on the basis of how he’s performing behind the scenes. His plans for the club will be known within the corridors of power at Valley Parade, his thoughts on the current players and what’s missing will have been made clear to the men who hold the purse strings. His positivity to accept certain things – not least a decrepit training ground – likely to find favour, especially considering the reduced budgets the club will operate on next season.

City’s Board can be accused of not casting the net wide enough in the hunt for the next manager – especially considering there were some 40 applicants – but they are at least in a position to fully assess the merits of Jackson. And in doing so, it’s to be hoped the decision whether to appoint him isn’t just based on a couple of football matches – however uplifting they are proving to be.

What to swear when you are in Rome

Bradford City want to talk to Accrington Stanley’s John Coleman about being the next Bradford City manager. Coleman wants to talk but it seems that Accrington Stanley want compensation for their manager and City do not have that sort of money. Insert your own comment about paying interim managers here, dear reader, I’m all commented out.

Nevertheless it seems that Coleman would like a word with the Bantams too making all the noises around the idea that City – as a club – can take him where his ambition drives. After 526 games at The Crown Ground the 48 year old believes that he has something else to give at a bigger club.

He is right – or rather he is right that Bradford City are a bigger club – but how much he has to give is probably not his decision. Third in the list of the longest serving managers to Sir Alex Ferguson and Arsene Wenger Coleman has been in his job since 1999. Peter Taylor was in his for forty six games.

Taylor’s replacement – on what if John Coleman or fellow interviewee John Hughes had their way would be a very short term basis – by Peter Jackson has been greeted with some considerable delight in some quarters. It is a generational thing of course and to those who are of a certain age then Jackson alongside Stuart McCall, Ces Podd and John Hendrie in the club’s pantheon. The image of him kissing the curiously tube like Canon League Division Three trophy in May 1985 is no one’s enduring image of the day, but it is the one we would all prefer to remember one.

Replacing the five time promoted Taylor Jackson – as with Stuart McCall compared to Colin Todd – pales into insignificance for experience but it is hoped that his connection to the club will steer him good. That in having the club in his bones his belief will be a more powerful agent than anything that the hired hand could muster.

In his bones, perhaps in his blood. There is much made of the colour of the Oh Neg that flows through the man’s veins. If Stuart McCall was the wounded idealist feeling every result – even his next job saw him with claret and amber – and Peter Taylor the academic unhurt by scores then Jackson is the opportunist able to find the right thing to say at the right time.

When in Rome swear you are claret and amber, unless talking to Lazio supporters then you bleed blue and white.

Which is not a criticism of the man just a recognition – were it needed – that if one wants to have a career in professional football one needs to be flexible about one’s passions. George Graham managed Arsenal, John Rudge went to Stoke after decades at Port Vale. Matt Busby played for Liverpool, John Hendrie for Leeds. Perhaps Jackson is Bradford City’s Brian Clough ousted from one rival to lead another.

Certainly if he is the opportunist then this short term role he has at City is his opportunity and opportunity that has been presented because of his connection to Bradford City. It is not easy to imagine the likes of Andy Richie or Mel Machin (The shoulder’s to Jackson’s time at Huddersfield) being given the Valley Parade job let alone being well received in it. Jackson’s prior connection serves him well.

We should not speak ill of this shield of popularity – it was that shield and its ability to allow the manager space to build the club which had me excited about Stuart McCall’s appointment – but with John Hughes and John Coleman interviewing and rumours that the club has set its sights on Keith Hill (Quote Mark Lawn: “We would all like a Keith Hill”) or Rochdale or Alan Knill of Bury (Para-Quote Mark Lawn: “But even there I’d be thinking play-offs three times and no promotion?”)

In Jackson City have one of the better qualified and highest profile of any of the people considered to be connected with the club in a significant manner – although Carlisle United manager Greg Abbott and the guy at Motherwell who did what Rangers could not might be considered above and Ipswich’s Paul Jewell certainly is – but considering the Bantams alarming turn around of players per season in the last fifteen years it is not surprising that a whole host of managers have some Bantams connection.

Chris Wilder – the Oxford manager – meandered to Valley Parade at some point in the 1990s before exiting for the team he supported in Sheffield United but one has to wonder if three months at a club a decade and a half ago is even worth considering as a prior connection to the club.

And so City’s joint chairman are presented with a choice between Jackson – who represents a significant link to the club’s past – and one of the interviewed managers who has no connection but (in some cases) great track records. In short, it seems, they have a chance to decide between the club hero or the CV. There is an irony there.

The question is an open one. What, if there is one, is the benefit of a club appointing a manager who has a previous connection with that club?

Taylor gets a final chance to write his history

Peter Taylor exits Bradford City after Saturday’s game with Stockport County which is described by joint chairman Julian Rhodes as “possibly one of the biggest in the club’s history” but the judgement on his time at the club will not follow until the end of the season.

Taylor’s time at City has been marked with upset over negative play and managerial mistakes as well as the manager criticising supporters who he revealed today were the cause of his decision to leave but his position in City’s history will be written in May when he is either written off as an experiment gone wrong or written in stone as the man who had Bradford City relegated out of the Football League after 106.

An assessment which would be harsh for sure – you do not go from the Premiership to the Football Conference in just over a decade because of the guy who got the job twelve months ago – but one which will no doubt be made. Taylor’s only input into this writing of history is the tone he sets in his final game.

The final game with Stockport who – in something of a minor irony – have helped to seal the manager’s early exit. Mark Lawn and Rhodes talked about their requirements for the medium and long term when thinking about the next appointment but it cannot have escaped their notice that by changing manager Lincoln City and Saturday’s opponents have turned seemingly moribund seasons around with revivals.

There is something to be said for that approach too. It is football in the ludicrously short term – the financial position being what it is and relegation hovering City may only have a short term left – but increasingly it seemed as if the players had lost belief in Taylor and that they might benefit from another voice in the dressing room.

Be it David Syers and Tom Ademeyi being given the midfield roles against five Lincoln players, Scott Dobie being given the job of chasing high balls or Luke O’Brien and Lewis Hunt playing full back without anyone supporting them when they are doubled up on the players are coming under criticism for decisions made by Taylor, and on occasion that criticism comes from Taylor.

That they stop thinking that following the manager will lead to success is a problem addressed by Taylor’s exit, although after that one suspects the problems will begin and that chief amongst those problems will be finding a new manager who has the same effect on City which Steve Tilson has had on Lincoln to some degree or another.

If the benefit of Taylor’s exit is a change of voice in the dressing room then there seems little benefit in appointing Wayne Jacobs until the end of the season but the assistant manager has twice taken control of the club as caretaker in the past. The two week gap that follows the Stockport game suggests City will have time to bring in short-term appointment and that a caretaker taker will probably not be needed.

Names suggest themselves: Phil Parkinson and Brian Laws mentioned in one breath, Dean Windass and Terry Dolan in another. Martin Allen has previously impresses Mark Lawn and could get a chance to do again but those problems are for Monday. Saturday is more pressing.

The effect of Taylor’s departure on that game is hard to measure. The City players responded to Stuart McCall’s departure with a loathsome display at Accrington Stanley in Peter Taylor first game. In his last one might expect the squad to be equally nervous although perhaps they will feel they have something to prove to the outgoing manager. If they spot a trenchcoat in the main stand they may feel they have something to prove to the incoming manager too.

Taylor is likely to stand by the players who have figured in the majority of his squad although there is a sneaking feeling that he may employ a 235 1911 style in a final flash of “attacking football.”

Assuming he does not Lenny Pidgeley will keep goal behind Lewis Hunt, Steve Williams, Luke Oliver who more than most will be effected by Taylor’s departure one suspects and Luke O’Brien. A middle three of Michael Flynn, Lee Bullock and Tom Adeyemi seems set to continue – one has to wonder why Jon Worthington was brought in – while the forward three could feature a return for James Hanson alongside one of Scott Dobie or Gareth Evans, and Kevin Ellison.

These players are tasked with winning the game – an everyone in for a pound offer which sadly was not extended to the visitors should see a few more bums on seats – and starting writing what could prove to the the last chapter in the 58 year old manager’s career.

A win and graceful retirement to Newcastle United’s backroom awaits, a defeat and he starts to become the man who killed a club.

Taylor’s show of loyalty focuses minds on the future

So how did you feel, deep down, when it appeared Peter Taylor was going to walk out on Bradford City to take the assistant manager position at Newcastle United?

In the hours that followed the Bantams’ important victory over Bury, it seemed inevitable that Taylor would depart for the bright lights of the Premier League, leaving City with another managerial vacancy to fill and a promotion bid on a knife edge. After the 4-0 crushing to Cheltenham less than a week earlier, remarkably top seven hopes looked stronger than they have all season, following the back-to-back wins over Lincoln and Bury. Taylor’s immediate future, in some doubt after the Cheltenham spanking, suddenly seemed secure. No one expected his departure to be his choice.

On Monday evening, as we considered the likelihood of Taylor’s exit, what were you hoping would happen? After Cheltenham, the number of fans calling for his removal seemed higher than ever. It would be foolish, but not at all surprising, to base such judgments on the current form guide, but perhaps a few of these people regretted their haste at the final whistle against Bury. If you called for Taylor to go after Cheltenham, was your mind changed by the subsequent results? And if it was, how would you have felt if Taylor had accepted a very attractive offer to move to the North East?

There should be little doubt that, had Taylor departed, the timing would have been awful for City. The January transfer window may not mean as much to lower league clubs, but with loan deals expiring and the need to strengthen the squad – not to mention the possibility of bigger clubs eying up the likes of Steve Williams – to be searching for a new manager could have disrupted the season significantly. By the time a new man was installed and had taken the time to evaluate the squad and bring in new faces, play off hopes may have already been over.

But instead Taylor elected to stay, demonstrating a level of loyalty that, sadly, we don’t see too often in football these days. Witness Micky Adams jump ship from Port Vale to Sheffield United. Note that Torquay’s Paul Buckle could be about to take the reins at Bristol Rovers. Recall Dennis Wise and Gus Poyet quitting Leeds United for Newcastle and Tottenham respectively three years ago. Few would have begrudged Taylor had he elected for a return to the big time, but he felt a responsibility and desire to stay:

The time wasn’t right now, and I think I’ve got a job to do at Bradford. I wasn’t comfortable leaving Bradford earlier than I need to, I know what the game is about, I can easily get the sack in a month’s time, I understand that, but I don’t really feel I want to leave at this particular time. I want to produce a team, I’ve come here, three months of last season and they’ve really switched me on. I’ve always had a special feeling about the club, and I’ve still got that feeling.

For loyalty to work, it has to be reciprocated, and that is what makes Taylor’s decision to stay all the more remarkable. All season long, he has faced criticism and abuse from a section of supporters. From booing his team even though they had won, vocally disagreeing with substitutions, racing to the dugout to tell him to go and slating his tactics; Taylor has had to endure a huge amount of stick.

This won’t be new to him of course; even after delivering Wycombe Wanderers’ only ever league automatic promotion he was slagged off by many of their supporters, while his unsuccessful spells at Leicester and Crystal Palace can’t have been enjoyable towards the end. But still, the treatment he’s endured for much of this season can hardly have left him feeling wanted.

Loyalty from his employers has also been limited – recall the lack of public backing Taylor received when he was under huge pressure last October. We at BfB have talked to death about his one-year contract and the flaws of taking such a short-term approach; and, with the chances of getting a new contract seemingly hinging on him steering the club to a top seven place come May, the possibility of unemployment come May is high. Don’t forget Taylor has his wife to think about and a normal life to try and lead. He could be set to uproot from Baildon in a few months time if he loses his job, so the prospect of greater job security in Newcastle must have been very tempting.

So having shown such loyalty, the question now is where this leaves us supporters and the joint Chairmen? Firstly, as fans, do we get behind Taylor and his decisions strongly enough? I must admit I do not and often find myself questioning his team selections and certain performances. Having in the past strongly backed Colin Todd and Stuart McCall, I feel jaded and less willing to be the one who jumps to the defence of Taylor. Surely it’s someone else’s turn to take the lead in backing the manager, especially those people who were so vocally calling for his arrival a year ago.

But that is hardly fair to Taylor on my part, and though I don’t like the manner he’s treated certain players and wish he’d sign some wingers to provide a greater supply line to the forwards, the prospect of losing Taylor on Monday filled me with fear and dread. Push came to shove, we as supporters had to consider whether we really did want him to stay or go. I wanted him to stay, so now I owe him the courtesy of more positive and vocal backing.

Whether you agree or disagree is down to your personal choice. But if you are pleased he has elected to remain at the helm, I’d urge you to think carefully the next time you want to criticise him or demand his sacking. Turning down another job doesn’t make Taylor a better or worse manager than he was before and shouldn’t absolve him from critical analysis, but let’s remember that he’s shown he really does care and is determined to do his best for us.

Todd used to be criticised for not showing enough passion and giving off an air he’d be just as happy to be employed elsewhere. Taylor has proved that, for him, this isn’t the case.

As for the joint Chairmen, the contract issue may now be one that requires action sooner than they might have liked. In fact Mark Lawn, speaking to the Telegraph & Argus, has indicated a new deal could be in the pipeline:

We are now talking to him about the future so it looks to me that we are moving forward with Peter Taylor as our manager.

“The future” may only relate to January signings rather than plans for next season, but having shown the club such loyalty the Chairmen are slightly backed into a corner of having to consider showing Taylor some back. Is it acceptable to keep him dangling and only reward him after success has been delivered, or should they back up recent kind words by showing faith and rewarding him with an extended contract now? Clearly there are risks in doing so: if Taylor agrees a new deal but City remain in midtable, the Chairmen will be criticised by some supporters for sticking with him for next season.

But equally, events of the last few days show how highly rated Taylor is within the game. As his current contract gets closer to expiring, what is the likelihood he will receive further offers from other clubs? And if, with a few games left, City are in the hunt for a play off spot, would the uncertainty over Taylor’s future have a negative impact on the team’s form?

Events over the last few days demand a change of attitude and outlook from us all towards Taylor. We surely cannot coolly applaud him in victory and loudly slate him in defeat anymore. We surely cannot keep him worried about unemployment by failing to back him. If we supporters and the Board believe he is the man to revive the ailing club’s fortunes, it’s time for actions to speak louder than words.

Otherwise the next time another club comes calling, he might just say yes.

Taylor’s revival avoids a pressing problem

Only a fool would consider sacking Peter Taylor as Bradford City manager now but five games and twelve points ago it seemed that the City boss was a game away from his P45.

The game changes quickly and probably having lived his life in it this comes as no surprise to the 57 year old manager. One has to wonder what he made of the pressure he was coming under and the asked for and not received backing. No matter. For now, Taylor is safe.

Safe because only a fool would sack him now and Mark Lawn is no fool – indeed he did not act when other itched five games ago – but he is also no expert. Indeed looking at Bradford City at the moment and making a list of which person at the club knows enough about football to be qualified to make a call on the job that Taylor is doing and one is forced to conclude that at the head of the list is the manager himself and the gap to the others is startling.

Wayne Jacobs and Junior Lewis – and a few of the players – have some knowledge on the field and Mark Lawn, Julian Rhodes et al have some off it but like the vast majority of football club chairmen they were set the task of assessing the all round performance of the manager without the required domain knowledge to make a decision.

Take as an example Liverpool – a great reference for many things – who when replacing Rafa Benitez with Roy Hodgson did so with the idea that they were replacing a lame duck with a soaring eagle. At the moment Liverpool struggle and it seems not that Hodgson is doing an especially poor job but that Benitez had been doing a rather impressive one taking the team to second place.

In essence there was no one able to tell the difference between a good manager doing well with a bad team and a bad manager hampering a good side or – as is the case with the vast majority of situations a hard working manager doing his best only to be replaced by another hard working manager doing his best.

Indeed the idea of a good manager is questionable. Nigel Clough built Burton a season at a time over ten years and created a strong club which managed his departure without much of a blip. That is to me the measure of a good manager, not a win percentage figure.

Yet chairmen are constantly forced to look at the win percentage, the most recent trophies in the cabinet, the flavour of the month. Hodgson got the Liverpool job for taking Fulham to a cup final, Steve McLaren got the England job for similar. The list of managers sacked from doing the long term job because of poor short term results contains some impressive names.

Sir Bobby Robson – after all – was replaced at Newcastle United by Graeme Souness because he failed to secure Champions League football and Peter Reid was given the boot by Manchester City for not finishing high enough up the Premier League. United spent a year in the second tier, City ended up in the third.

Looking back at the last three decades of City managers and noting the only common factor in success – the two promotion winning managers were appointed from within – and one sees many examples of this practice of a chairman who knows less about football than the man sitting opposite him, trying to make a judgement on the man opposite him.

Gordon Gibb was wowed by Bryan Robson, but how could judge between Robson and Todd the two men in for the job? Gibb had some experience as a junior footballer but how did that qualify him to know which of the two potential gaffers would be the best for the club?

Plenty of people would tell you that Mark Lawn make a mistake when appointing Stuart McCall, or when sacking him, but most would agree that when appointing a replacement and trumpeting that man’s years in the game and experience the joint chairman was basically saying that he did not really know what he was looking for the first time, now he thinks he does.

He is not alone. Most chairmen hire managers on promises and sack them in disappointment that those promises have yet to deliver a promotion or a trophy and at no point are they qualified to judge anything other than what can be seen from the league table. The decision to move on Taylor from Hull City and replace him with Phil Brown ended up in promotion (and relegation) but the club rode on what the current City manager had built and Brown’s magic wore off in the top flight.

Chairmen lack the domain knowledge to make decisions on their managers. They can be unhappy at results but most lack the calibration to know if those are bad results with a good team or good results with a bad one. Lincoln City have replaced Chris Sutton who was gaffer for a year replacing Peter Jackson with almost no net result at all. Sutton’s side did no better than Jackson and – one was forced to conclude – that the factors in play at Sincil bank are deeper than the dug out.

To borrow a phrase Mark Lawn needs an experienced assistant. Someone with football experience at boardroom level. Most chairmen do. They need someone next to them who knows the difference between a manager building something and one who is doing badly. Someone who can tell them that things are going well at the training pitch, that the young players coming through have real potential, that the manager is doing his job well.

They do not have this, and so they sack on form and results.

Only a fool would sack Peter Taylor now, and in retrospect the decision to not make a decision on him five games ago looks a great on indeed but Mark Lawn – in common with a great number of football chairmen – needs to bring in expertise to give him the ability to make that call should it ever arise again.

England and City lack the mechanism

As Fabio Capello prepares his England side for the third game of a so far disturbing World Cup campaign he does so under an expectation from his employers that should his charges not progress then the Italian will leave his post.

The FA expect Capello to resign – sacking him after removing the clause of removal less than a month ago is out of the question – and will no doubt recall the lofty aims of reaching the semi-finals which were talked about in preparation for the World Cup. Those aims are very achievable for the England side – if not more – but first things first the lads have to string three passes together. When that follows everything else falls into place.

Bradford City last season played with a manager who had offered and withdrawn his resignation the previous season. Stuart McCall said he would leave the club if he did not take his team to the play-offs and he did not but the contract he had in place allowed him to resign – or not to resign – as he saw fit and when he was convinced to stay so he did until he felt that once again he could no longer achieve a play-off position.

The two situations have parallels and the employers in both cases could learn. If there is a minimum requirement for the position – and while these two cases have it as that requirement is set by the managers themselves one has to suspect that the employers have a similar set of aims – then there seems to be scope for including those requirements as a mechanism in the contracts of the manager.

Take Peter Taylor for example who has signed a one year deal with the club. Taylor has moved his family up North for the experience of being City boss but – seemingly in an effort to ensure he maintains a level of control – Mark Lawn has only offered a one year deal that hinges on the club achieving something this year. Taylor accepts this as part of the package of modern football but it strikes one as odd and unusual that a criteria for success should exists in the minds of the chairmen who may or may not offer a new deal at the end of the season and not in the public realm.

One imagines that as he watches today’s game Mark Lawn has in his head a set of achievements which Taylor must make in order to have a new contract offered. Promotion would almost certainly be on that list, a play-off place without promotion might be, cup runs might figure on the list. Come next March if City are hovering there or there abouts and his manager is doing well but only have two months of his deal left to run Lawn might decide to take the plunge and give him a new deal. Should the team fall – as happened before – then Lawn would regret that and should Taylor decide that his now bolstered CV could earn him more stability elsewhere then Lawn could rue not offering sooner.

The solution is in the problem. The set of criteria could be build into the contract as a mechanism. Imagine a deal on the table for three years, perhaps five, which includes the stipulation that various achievement criteria need to be met in order to have that contract roll over from one year to the next. The contract says you will be Bradford City manager next season if you achieve a top seven finish. If a manager did fail to meet the criteria then he could be offered a new deal but his old one would be as invalid as if the last year of it had just run out and the club would be free to find a replacement without the messy business of firing.

For the manager’s protection there is a punitive payment by the club should his contract be terminated giving him the security of not having to worry about being fired during the season for poor results and for the club there is the confidence that the man in charge – if successful – is tied to the club long term.

Best still for supporters the who-can-shout-loudest game of baying for a manager to be sacked is done away with. The manager has a job at the end of the season if he achieves various things otherwise he does not and all the shouting and hoo-har in the world would not change that.

The devil is in the detail. The mechanism would have to be said at a level that supported progress while recognising limitations. It need not be tied to league position either and could have the weight of cup matches won or home victories achieved in it if those were the requirements of the chairman offering the deal. Most importantly though it is transparent and makes a statement to all what the manager and the clubs aims are and what is considered to be performance rather than allowing managerial decisions to fall into the realms of personality and ego.

Fabio Capello aims for the semi-finals of the World Cup but is expected to resign should he not reach the last sixteen having taken the job from Steve McLaren who was paid off after his failing to make the European Championships last sixteen. If there is a minimum requirement for the England side to achieve under a manager then write that into the contract in a way that ends debate and sets in stone what is considered realistic and good enough.

Peter Taylor mulls over City’s contract offer and the first act of football management

The first act of a football manager in the early days of the game was not to pick a team or make a transfer. It was to be sacked.

Not only was the first act of what we would recognise to be the emerging figure of “football manager” to be sacked it was to be sacked to carrying the can for the failures of a group of directors who acted as the Selection Committee and picked the team.

Before The Major and Herbert Chapman started to define the manager’s role as we know it now the job was split between Club Secretaries, Trainers and these men in the boardroom who made up the selection committees. Selection committees picked the teams and made the transfers leaving players to decide the rudimentary tactics – such as they were – and eventually as the Football League grew and supporters vented anger they vented that anger in the direction of the men who made the decisions.

And so a decision was made and that decision was – in most cases – that either the club secretary or (more often) the trainer should be held responsible, and so he was fired. So was born the football manager not out of a need for new ideas or new direction but rather in order to distract, to shift attention. The sleight of hand of the boardroom and perhaps if on binning that first trainer – the hapless soul who took his squad on jogs and ensured they were banned from having a ball until the weekend to make them “more hungry” for it – had not caused eyes to move away from the problems that those club failed to conquer then perhaps the culture of the game would have been different.

Alas it did not and in the hundred odd years since the manager has assumed more control of footballing matters at a club and emerged as the figure we recognise today but still he is haunted by that first sacking. Hunched on the touchline, shouting until he is horse, the manager knows that the heart of his job is not the teams he picks or the transfers he makes but rather it is the responsibility he carries.

So Peter Taylor sits at his desk – well – at Stuart McCall or Colin Todd or Paul Jewell’s desk probably and in front of him he has a contract to become the manager of Bradford City on a full-time basis which Mark Lawn and Julian Rhodes are offering.

Taylor is in contract talks with the two employers over a deal which is rumoured to take him to the summer of 2012. Another two year deal and one which would take the manager to his 59th year. Considering that Taylor is without a doubt the best candidate the club could attract then why that deal would not be longer one can only speculate on. No mistake should be made about Taylor’s suitability for the role. He is achieved success repeatedly using pattens which he is able to replicate. The attractiveness of his football – and it is not the most pretty – counts for him in the end as much as it has counted for his predecessors which is to say not one bit. By virtue of what directly proceeded him Taylor is on a remit not to be liked and try play football but to get promoted.

He might look over that desk he sits at and notice the odd indentation – a fist slammed down in anger – or a nick out of the wood which could be the result of a telephone slammed down. He might look over that desk and wonder.

Mark Lawn talked about opening contract negotiations with Taylor saying

Talks have started about player budgets, not about his wages. He’s coming back to us with what he thinks would be a realistic figure to help us get promotion.

Rumour has it that Taylor has a list of wants and needs before he takes control of the club for keeps. Some say he wants the pitch to be re-laid while others that he wants better training facilities. Some talk about how much Taylor would want to spend on players and others that the manager is concerned over the long term future of the club that is hobbled by the rent it has to pay on the ground and has a chairman who threatened it with being put into administration.

Certainly Taylor might note other comments Lawn makes about the nature of his teams – the old Selection Committee thinking; That directors know enough about football to talk to the “trainer” about it – and his contacts which he hears are “immense” and “willing to help.”

Perhaps Taylor has a longer list of friends who will play for him for free as Gavin Grant does but when it comes to signing a long term deal maybe the manager does not want to rely on his friend’s help. Contacts are valuable in all walks of life but they should not be used to make up for a failure to provide adequate resources to build a team to match the aims the boardroom lay out.

When Stuart McCall left the questions start and perhaps those are the questions which Taylor asks now as he considers putting ink on paper. What is Mark Lawn’s plan for improving the club, if he he has one?

What is the plan for giving more resources to Taylor? For stopping the haemorrhaging of money on renting Valley Parade? For improving the training facilities so they represent more than a school playing field? For building on the work done which has seen the number of young players coming out of the ranks and into the first team squad?

Taylor will be asking all these questions and perhaps he will be hearing the answers he likes or perhaps he will hear a call from the midst of time and the collective psyche of the football manager born from those first days of being called to book for the failures of others. The raison d’être of the role being to distract the supporters.

The role of football manager is on a timeline of attempts to gather a level of responsibility that matches accountability they hold.

I hope that Peter Taylor will sign the contract not only because he is by far the best candidate the club could attract to the role at the moment but also because should he do so one might assume that Taylor has received answers to the questions he asks and that he might be able to hold his employers to those promises.

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