“I have managed superstars — Cristiano Ronaldo, Zlatan Ibrahimovic — but they are superstars outside the training ground. The atmosphere outside builds the superstar. In the dressing room, they are exactly the same. At the end, I have to manage people, not players. They are not players: They are people who play football. I am not a manager. I am a man that works as a manager. I think this is an important point.”
However dazzling a participant’s expertise, nevertheless huge their profile, nevertheless excessive their ambitions, his job remains to be to construct a rapport with them, to “manage them when they are sad,” to inform them to “celebrate their successes and manage their defeats,” to persuade them to imagine in his concepts, to steer them to share their ideas with him. That reciprocity, he stated, is essential. “I got a lot of my ideas from the players,” he stated.
He is there to offer stability. Last season at Everton was a tortured one; he wanted to revive religion (although he demurs from the concept that he truly did it). Now that the entire membership is floating on air, he has to forestall his gamers from getting carried away.
This is all precisely what he did at Real and A.C. Milan and at Bayern Munich. What is completely different now, he concedes, is the context. There are, in Ancelotti’s worldview, two varieties of membership: firm golf equipment and household golf equipment. He has, it’s no shock to study, largely labored at firm golf equipment. There, the job is to reach and to win.
At household golf equipment, the duty is completely different. “It is to build something, to leave your stamp on a team,” he stated. “You live better, work better in a family club. You can be more yourself. The target for every manager is to train the top teams. But also to fight to build a top team can be a great motivation.”