{"id":1181,"date":"2019-06-06T00:00:00","date_gmt":"2019-06-06T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/arsene-wengers-reflections-on-modern-european-football\/"},"modified":"2025-12-15T05:12:33","modified_gmt":"2025-12-15T05:12:33","slug":"arsene-wenger","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/arsene-wenger\/","title":{"rendered":"Ars\u00e8ne Wenger\u2019s Reflections on Modern European Football"},"content":{"rendered":"\n\n
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\n Jun 06, 2019 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Ars\u00e8ne Wenger\u2019s Reflections on Modern European Football<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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Category<\/div>\n Coaching & Development<\/a>, Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/arsene-wenger\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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The former Arsenal and Monaco manager on developing talent, science and data, leadership and the demands of the modern sporting landscape.<\/p>\n \n \n \n

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\u201cI\u2019m not at ease when talking about myself,\u201d says Ars\u00e8ne Wenger. The Leaders Performance Institute\u00a0has asked the former Manager of English Premier League side Arsenal about his management style. Many observers have drawn their own conclusions during the Frenchman\u2019s three-decade coaching career but he has seldom been asked himself.<\/h4>\n
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This is clearly a state of affairs that suits the man but, with his customary graciousness, Wenger delivers a candid response: \u201cI am a person who is highly motivated but is also always unsatisfied; a bit of a perfectionist. That means I am an unhappy person who suffers a lot every day. A manager has an easy life when his team wins and has a nightmare when his team doesn\u2019t win.\u201d The wry smile that accompanies his reply, a trait familiar to many who have enjoyed the pleasure of Wenger\u2019s company, befits a man who has experienced triumph and defeat across more than 1,700 matches as a manager in French, Japanese and English football. It also hints at his drive, determination and even his need to return to the dugout as soon as possible. Even as he faces more suffering he seeks the next challenge, and so Wenger, who left Arsenal in May, is poised to find fresh work, with a litany of potential suitors waiting in the wings.<\/p>\n

All will be seeking to tap into the wisdom and intelligence of a genteel character, dubbed \u2018Le Professeur\u2019 for his calm and cerebral approach to management. In press conferences he will field all questions about the game and is equally at ease discussing current affairs, philosophy and fiscal policy – he read politics and economics at the University of Strasbourg\u2019s Faculty of Economic and Management Sciences while still playing in the French lower leagues. Wenger also had an influential role in the design and construction of Arsenal\u2019s Emirates Stadium, which opened in 2006. If this sets Wenger apart from most of his counterparts, his 22 years at the helm of Arsenal are unlikely to be superseded in the modern era. When Sir Alex Ferguson retired in 2013 after 26 years at Manchester United, Wenger was described as football\u2019s last \u2018legacy manager\u2019; a throwback to a bygone age. With Ferguson gone, Wenger\u2019s tenure exceeded the other 19 Premier League coaches\u2019 combined for those next five years; the average managerial tenure remains closer to 18 months in England.<\/p>\n

Success helped to explain his staying power – there were three Premier League titles and seven FA Cups accrued during that time – but it was also the fluid attacking style of his best teams, playing a brand of football that wowed Arsenal fans and rivals alike, and his consistent ability to help young players reach their potential. Beyond France and Japan, it was a much more insular time for the English game, when the tabloid press led the enquiries of \u2018Ars\u00e8ne who?\u2019 and even the players Wenger inherited got in on the act. Memorably, Arsenal\u2019s right-back at the time, Lee Dixon, soon to be a Wenger convert, commented that the bespectacled manager looked like a geography teacher, i.e. as far removed from the traditional image of the manager as could be. Most English onlookers were oblivious to his achievements, particularly those with AS Monaco, but were made to take notice as Wenger\u2019s novel approach to nutrition, sports science and scouting helped to deliver a Premier League and FA Cup double in his first full season at Arsenal.<\/p>\n

That was then, and now, during Wenger\u2019s career hiatus, the Leaders\u00a0Performance Institute presents his reflections – gleaned from three separate interviews in the past three years, including most recently at November\u2019s Leaders P8 Summit in London – on a sport that has evolved around him. \u201cI started to manage a football team at the top level at the age of 33 [AS Nancy in 1984]; then it was just me and the players,\u201d he recalls. \u201cToday, you have at least ten members of staff and you can\u2019t do everything alone.\u201d<\/p>\n

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The demands placed on young players today<\/strong><\/p>\n

The game evolved but so has Wenger. Another aspect of his longevity is what he calls the \u2018stamina\u2019 of his motivation. It is a point he has touched upon several times with the Leaders\u00a0Performance Institute. He asks: \u201cWe are all motivated by different things but how big is our motivation to maintain a high level? We can produce ten out of ten on a Monday; can we do it again on Tuesday? Can we do it in six months? The stamina of motivation is a very overrated quality for all people who are successful in life. For me, and I might be wrong, in any job the first quality is the high level of stamina in motivation.\u201d Wenger can see the motivation in himself, and says the modern manager has any number of psychological analysis tools at his disposal when assessing players, but the \u2018little details in real life\u2019 remain the most significant in his eyes. \u201cI\u2019ll always have an interview with the player and the parents; and the mother tells me more about the boy than any psychological analyses. When you have talented boy and I ask him: \u2018When you\u2019re on holiday do you play football?\u2019 If he says \u2018no, not so much\u2019 I think to myself, my friend, you\u2019ll never be a top level football player. But the mother complains he\u2019s always out there with the ball after school, comes home too late, you think, \u2018Oh, that\u2019s interesting.\u2019 So these kind of details in everyday life are very important.\u201d<\/p>\n

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\u201cEvery major sport has become a world sport and selection is worldwide. When I grew up, you need to be best player in your area. Today, if you want to go to a big club, you need to be one of the best players in the world. I think that demands a special personality.\u201d<\/em><\/h3>\n

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When Wenger talks about young players his tone remains positive, even as he cites the unique challenges presented by the elite European football landscape: the sport has never been more visible and accessible, with players routinely scrutinised across all forms of media in a manner that exceeds their predecessors. As well as the increasing physical demands, Wenger argues that it requires different personality traits too. \u201cMaybe the demands on the personality are much higher today because the players are under so much stress and scrutiny,\u201d he observes. \u201cThey cannot hide anywhere and everyone has an opinion about every player. The modern player must be resistant to that stress and be capable of dealing with the demands.\u201d He continues: \u201cEvery major sport has become a world sport and selection is worldwide. When I grew up, you need to be best player in your area. Today, if you want to go to a big club, you need to be one of the best players in the world. I think that demands a special personality.\u201d Wenger has broadly identified three types of personality within modern players: the perfectionist, the competitor, and those who seek approval. He runs us through each in turn, starting with the perfectionist – the character he sees most obviously reflected in himself: \u201cThis is the easiest to deal with for a manager \u2013 the guy who has to battle with himself. That means he has an interior demand to be as good as he can be. He\u2019s an unsatisfied person who doesn\u2019t care what you think about him. He has an idea of the game and wants to be as close as possible to perfection. This is the champion, the real champion. This is the guy who gives an interview 20 years later and still remembers that he should have headed a cross rather than volleying it. This is the ideal champion.\u201d<\/p>\n

Next is the competitor, which is a tougher proposition for the manager. \u201cThis is the guy who goes into the dressing room and says in a subconscious language, \u2018My friends, I am better than all of you.\u2019 It is the guy who needs to be better than others, everywhere he goes and in everything that he does. Once he\u2019s the best and acknowledged as the best he can lose motivation, although the perfectionist never does.\u201d These players differ from those who seek approval from their peers. \u201cThese people walk into the dressing room and want to be acknowledged that they are people of quality. They look for recognition from their teammates and want them to say, \u2018Yes, we know you are a good player.\u2019 They retain their motivation because the perceptions of others fluctuate.\u201d How does Wenger decide which type of personality he is dealing with in each case? \u201cWatching a player is the best revelation of character. We can hide our true intentions and I can be very polite and educated but when I go out onto the pitch and it matters to me I become who I really am.\u201d He believes that personality is tied to position on the field. \u201cWe are made up of those who love to win and those who hate to lose, but there is a dominance in all of us. Those that hate to lose are more defenders, those that love to win tend to be creative. We\u2019ve seen normal players who, when you put them in the right position, they become top players.\u201d Examples in Wenger\u2019s career are manifold: turning Emmanuel Petit, whom he worked with at Monaco and then signed for Arsenal, from a left-back into a dominant midfielder; he worked a similar trick with Thierry Henry, who Wenger, as Monaco Manager, debuted as a left winger – a position Henry maintained for the best part of the next five years – before the duo reunited at Arsenal. There Wenger indulged his earlier instinct to play Henry as a forward and he became one of the world\u2019s deadliest marksmen. Also at Arsenal, but moving in the opposite direction, were Lauren and Kolo Tour\u00e9, who were moved back from midfield to defensive roles with profound results. Wenger says: \u201cThere\u2019s no better detector of personality than to watch a player who says, \u2018Let me show you that I can win\u2019 with his actions and you look how he plays. He becomes who he really is and not what he has learnt to be.\u201d<\/p>\n

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You do not see many smiles\u201d<\/strong><\/p>\n

Our chat about personality types lends itself nicely to an exploration of player motivations at a time when, according to Wenger, the responsibility for performance increasingly falls on the club. \u201cThis is because of the quantity of investment,\u201d he tells the Leaders\u00a0Performance Institute. \u201cFootball is so important these days and when a player doesn\u2019t perform, the club has to answer \u2018why?\u2019 and therefore has to do more for the player.\u201d That is not to say players are absolved of responsibility, if anything, their burden is greater than ever. \u201cWe can help people who want to be successful, a guy who has the right level of motivation,\u201d says Wenger. \u201cBut even when a guy has the right level of motivation he can be handicapped by other things. More than ever, young players today are under high pressure from their families, their agents and their environment; the pressure is very high. I personally feel that in the academies, when a boy signs today at 16 years of age, he has to be successful; and something has been taken away because he comes home every day and his father asks \u2018did you practise well? Were you good? What did the coach say?\u2019 When I was 16 football was the reward for coming out of school but, for these kids, football is what school was before. It is the job. At 16 the pressure is there already and they do not feel the same happiness – you do not see many smiles.\u201d<\/p>\n

One of the problems is the inefficiency of the academy system in European football – the attrition rates would shame any other business sector and this problem is not unique to football. \u201cIn every academy perhaps 1% of people will play in the Premier League,\u201d says Wenger, adding, \u201cwhen we have 1% we are happy. This also means we produce unemployed people in big quantities at an early age and I think we have to rethink the whole process and redress the balance.\u201d Wenger fears early specialisation and his time at Arsenal the club went to lengths to ensure a more rounded education and development programme for their undergraduates. \u201cIt is not better that this boy has a normal life but still gets the requisite hours of training?\u201d he asks. \u201c[Arsenal have] an agreement with the school, for example, and the player is in touch with those who play basketball, hockey or rugby; and he\u2019s in touch with people who have a normal life.<\/p>\n

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\u201cI think the game is about winning, of course, but it\u2019s also about something deeper; that shared vision of the game. [It\u2019s about] the values the game brings to people, the emotions you can share at the top level. When the game is played, respect can be bigger than anything else.\u201d<\/em><\/h3>\n

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The father figure<\/strong><\/p>\n

In April 2018, when Wenger announced his imminent departure from Arsenal, Cesc F\u00e0bregas, who played for the Frenchman between 2003 and 2011, took to Instagram to praise his former coach. He wrote: \u201cHe had faith in me from day one and I owe him a lot, he was like a father figure to me who always pushed me to be the best. Ars\u00e8ne, you deserve all the respect and happiness in the world. #classact.\u201d F\u00e0bregas is not a lone voice in labelling Wenger a father figure and the man\u2019s approach to leadership goes someway to explaining why. \u201cI have an influence on the immediate result of the team but I also have a fantastic opportunity to influence people\u2019s lives,\u201d Wenger tells the Leaders\u00a0Performance Institute. \u201cWhen you think that a guy can come from nowhere, with a good attitude, and you help him to become somebody; I think it\u2019s one of the proudest moments for any human being to help people become somebody.\u201d<\/p>\n

Wenger has long been known as one of the finest developers of talent in Europe. Liberian forward George Weah came to Europe on Wenger\u2019s watch, and would go on to become Africa\u2019s first Ballon d\u2019Or winner [he now serves as President of his nation], while the Frenchman also gave career debuts to Lillian Thuram, David Trezeguet and the aforementioned Henry, all of whom went on to win the Fifa World Cup and Uefa European Championships with France. This record continued at Arsenal. A 21-year-old Patrick Vieira came to north London on Wenger\u2019s recommendation in September 1996, just weeks before his compatriot joined as Manager. After a season treading water at AC Milan in Italy, Vieira was set on the path to greatness and shared in France\u2019s success at the 1998 World Cup and 2000 European Championships. Henry also reunited with Wenger in 1999, after his own short spell in Italy at Juventus, and he would go on to become Arsenal\u2019s record goalscorer. Wenger also gave a career debut to Ashley Cole, the finest English left-back of his generation.<\/p>\n

Wenger put this process eloquently in his native French during a 2015 interview with L\u2019\u00c9quipe<\/em>. \u201cI am only a guide,\u201d he began, adding: \u201cI enable others to express what they have within them. I didn\u2019t create anything. I am a facilitator of what is beautiful in man. I define myself as an optimist. My never-ending struggle in this business is to release what is beautiful in man. I can be described as na\u00efve in that sense, but it allows me to believe; and I am often proven right.\u201d Not always, as Wenger freely admits, but he tells the Leaders\u00a0Performance\u00a0Institute there is something greater at play. He says: \u201cI think the game is about winning, of course, but it\u2019s also about something deeper; that shared vision of the game. [It\u2019s about] the values the game brings to people, the emotions you can share at the top level. When the game is played, respect can be bigger than anything else.\u201d This serves to create those lasting bonds with his players. \u201cI could meet a player 20 years later and we can still be on the same wavelength because we have a memory of something we shared together that was both sincere and of high quality. Daily training also has to be built on the pleasure of sharing the collective game.\u201d In further comments that resonate given his recent departure from Arsenal, Wenger adds: \u201cYou also have the responsibility to make sure the clubs grows so that when you leave you can say, \u2018Look, I\u2019ve made a little way with this club. Today it\u2019s much stronger than when I arrived.\u2019\u201d<\/p>\n

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Knowing when a young player is ready to play<\/strong><\/p>\n

For such results in developing talent and for his former charges to speak so highly of him, Wenger has gone to great lengths to earn their trust. In part this is due to the emphasis he places on co-creating values with his teams. \u201cWe are a group of people who create the culture,\u201d he explains. \u201cBefore the start of the season we sit together and my coaching staff and I will ask the players \u2018What do you think is important in the way we live together?\u2019 and we then put that on paper. The values we think are important, which will include respect, communication, being on time, proper behaviour on the football pitch; we take those, put them together, and we create our own culture. Then it allows me to say: \u2018Look guys, that\u2019s us; that\u2019s our identity\u2019. If you don\u2019t behave properly then I can say: \u2018Look, you decided that. That\u2019s not right; we\u2019re not behaving like we decided to.\u201d Wenger will hold players accountable but he won\u2019t overburden them. \u201cI must first show that I trust him, and one of the ways of doing that is not to talk too much and to just hand him the shirt on the Friday before the game. Then I must be brave enough to walk out there in front of 60,000 people and say: \u2018Yes guys, I believe in this person and he\u2019ll be strong enough to play.\u2019\u201d Picking a player when they are ready is the ultimate demonstration of trust. \u201cSometimes, more than any speech, if I say to a player: \u2018I believe you\u2019re a great player\u2019 and he replies: \u2018Yes, but why don\u2019t you play me?\u2019 The simplest way to give trust and confidence to somebody is to select them for big games.\u201d How can he be certain that a young player is ready? \u201cWhen he plays in training and the other players give them the ball.\u201d<\/p>\n

The loneliness of the decision-maker<\/strong><\/p>\n

The Leaders Performance Institute often asks general managers, coaches and team managers what their biggest mistakes were and invariably their response is rooted in the ego of their youth and inexperience. As Wenger tells us, he is no different in this regard: \u201cWhen you\u2019re 20 years old you think you possess all the necessary qualities to succeed in life but I\u2019m in a position today where my ego doesn\u2019t interfere; my pride doesn\u2019t interfere in communication any more. Experience helps you to understand what is important and get rid of all the rubbish. That means I can tell a player his haircut is not so important when it comes to being a great football player and then I can give him what he really misses in his game; what will be important for him to have the chance to be successful. We have the tools and the experience to tell him what will be important.\u201d That includes sports science, even if Wenger feels that the modern head coach can feel \u2018invaded\u2019 at times by reams and reams of data. \u201cEvery morning at Arsenal we\u2019d have a staff meeting where you have medical people, mental people, fitness people and you prepare the day as everyone expresses an opinion; but it\u2019s always the same. At the end of the day, you have to make a decision. The manager is the decision-maker.\u201d<\/p>\n

This is why the right staff are so important. \u201cScience and data can bring more knowledge and precision about how to perform,\u201d he adds. \u201cAs well I believe that the last word is the quality of the observation, the instinct, to knowing people individually and, therefore, I believe that artificial intelligence is an important tool. The modern manager has to pragmatically select the four or five most important datasets that can help produce success on the pitch.\u201d For now, Wenger doesn\u2019t know his next move but there will certainly be a move in 2019. \u201cLife is moving, competition is moving, so don\u2019t stand still. You always have to question yourself; what is the next step? Where do I go from here? Success can encourage you to stand still; you think it worked so you continue to do that. That is the best way to get lost.\u201d<\/p>\n

Something tells us that Wenger will find his way.<\/p>\n

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