SVEN-GORAN ERIKSSON’S 10-STEP GUIDE TO MANAGING AT THE TOP LEVEL
When Sven-Goran Eriksson took over Swedish third-tier side Degerfors in 1977, he could not possibly have known where his managerial career would eventually lead.
His time as a player was restricted to the Swedish lower leagues, but things have been different in the dugout. After success with Degerfors, his career took him to Gothenburg, then to Portugal with Benfica, Italy with Roma and Fiorentina, back to Portugal with Benfica, then to Italy again with Sampdoria and Lazio.
His highest profile job, leading England from 2001-06, preceded stints at Manchester City and Leicester, either side of spells with Mexico and the Ivory Coast. He has coached in China with Guangzhou R&F, Shanghai SIPG and Shenzhen, and most recently took charge of the Philippines, leaving that role in January.
Having accepted 17 posts in eight countries, few men can match the wealth of experience that Eriksson has amassed in management – and he may not be done just yet. Now 71 and living back in his native Sweden, he tells FFT, “If something came up that interests me, I would be open to the challenge.”
But before that, he’s ready to pass on some of his vast expertise, revealing what it takes to reach the very top...
1 TAKING OVER A NEW TEAM
Whenever I take a new job, the first thing I do is a lot of research. I learn the names of the players before I meet them, and try to watch as many videos as I can. Usually you’re taking over straight away, so you can’t see any games live.
I try to find out as much as I can about every single player. When it’s a national team like England it’s much easier, because you know the players already. If you go to a new club, it can be more difficult. When I moved to China as manager of Guangzhou R&F in 2013, it was really hard. Learning everyone’s name beforehand was impossible.
When you arrive, you meet all the players and present yourself. You have to explain to them what you want to do, on and off the pitch. You tell them how you want to play and you must be very clear when you explain it, because everyone has to understand. Then it’s up to you as the manager to make them accept it. Understand
