On Thursday, October 22, 1992, I had the opportunity to attend an event in Crewe where Simon Armitage, a newly published poet, delivered a reading of his work. This date remains vivid in my memory because I still possess the ticket, and poetry readings weren’t a typical evening activity for someone like me, who grew up in the bustling pubs and clubs of Grimsby at that time. It was a transformative night as I was introduced to a potential world that could exist alongside the alcohol-fueled, occasionally rowdy, football-centric culture and the self-imposed limitations prevalent among men during that era.
Some of these limitations were self-inflicted, while others stemmed from the ignorance and prejudice of the period. An instance that reflects this occurred years later when my mum discovered my interest in the creative arts and promptly asked if I was gay—a conclusion both strange and uneducated, yet not uncommon at the time. Simon was one of the first poets I encountered—a cool, young Yorkshireman discussing relatable themes and communicating with the familiar accent I recognized.
Recently, while on holiday in Corfu and with Euro 2024 unfolding in the background, I revisited Simon’s retelling of Homer’s The Odyssey. Odysseus epitomizes the heroic leader archetype with his courage, intelligence, bravery, and charisma, while contemporary figures like Gareth Southgate illustrate a shift in our understanding of masculinity. Southgate, with his calm demeanor and empathetic, intellectually curious approach, while adept at leadership, emphasizes the importance of uplifting collective voices—a much-needed evolution in perspective.
Despite the intense scrutiny often directed at individual leaders, a team’s success is ultimately a collective endeavor. The propensity to overrate the connection between outcomes and the individual in media interviews typically arises from attribution errors or a desire for simplistic explanations when successes or failures occur. While leadership is undeniably vital, it has its limits, and as we ascend the football pyramid in terms of talent, the cultural aspect becomes paramount. The leader acts primarily as a cultural architect, fostering an environment where players feel psychologically safe to showcase their talents without fear.
It seems evident that one effective way to modernize our understanding of leadership is to broaden its inclusivity by increasing the representation of women in leadership roles. I acknowledge that biases can manifest in various forms; however, I have observed differential treatment between men and women throughout my career. This realization has been particularly poignant as a father of both a daughter and a son, witnessing firsthand the varied experiences faced by each of them.
My experiences over the past three years at Grimsby Town have offered another lens through which to view our societal shortcomings in providing leadership role models for all. To comprehend the current state, I believe that transparency regarding data and reporting is fundamental. Researching this article proved surprisingly challenging; obtaining accurate statistics on female board members and executives within football was not straightforward. Thanks to the Unofficial Partner Podcast, facilitated by a WhatsApp group of sports professionals, I acquired the most reliable information. It turns out there are only seven female chief executives among the 92 clubs in the Premier League and the English Football League, representing merely 7.6%. Female representation on boards stands at 10% in the Premier League and 13% in the EFL.
The Code for Sports Governance, published by UK Sport in 2016, delineates the necessary steps, including recommendations for board representation. Yet, the question persists: why is progress so sluggish? My previous business operated in financial services, and in 2010, we championed the 30% Club, which aimed to boost female board representation from 12% to 30%. Today, this initiative is global, and in the UK, FTSE companies have reached a remarkable 40%. Research from McKinsey, Credit Suisse, Deloitte, and Harvard Business Review underscores that diverse businesses outperform those without diversity. The ethical rationale is apparent, but the performance-based argument is even more compelling. From my own experience, I’ve consistently found that engaging individuals with diverse backgrounds enriches the workplace, making it both more interesting and enjoyable.
The prevalent notion that the limited pipeline of available female or diverse candidates justifies hiring choices, or the argument that “we only employ the best candidate”, are often merely convenient excuses to bypass confronting bias. Fostering an environment in which every candidate gets the chance to be seen and can envision themselves in top positions is crucial. Organizations like Women in Football have successfully trained 600 women through their leadership course to equip them for forthcoming roles. Polly Bancroft was one of those candidates.
When we appointed Polly as CEO to succeed Debbie Cook in February, we discussed the significance of having role models in our lives and careers. Polly shared, “I heard Debbie Cook speak at the Women in Football conference just over a year ago. Before that, I hadn’t realized that being a CEO of a football club was a potential career path for me. It planted a seed, making me curious about what it might entail. If I hadn’t attended the conference, listened to her talk, or been impressed by her delivery, I might not be in this position today.
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“The visibility of female role models is essential, and I aspire that by the time I conclude my role, the representation of women in executive positions across the professional game will have grown. As Billie Jean King famously said: ‘You have to see it to be it.’”
When contemplating a major tournament, it’s crucial to remember that the chances of winning are always slim, even for the most skilled teams. According to data from Twenty First Group, England was the favorite for Euro 2024, with only a 17% probability of winning. Fans often overlook that the most likely outcome for any team is defeat, and that unpredictability is a fundamental aspect of the game, which is precisely why we love it.
Unless we explore something fundamentally different, we may struggle to enhance our leadership beyond what Southgate offers. Therefore, I hope the Football Association is earnestly considering leaders like Sarina Wiegman or Emma Hayes for the head coach and cultural architect roles of the men’s team. Tapping into the widest talent pool is prudent, as Wiegman and Hayes are both distinguished leaders. Whether they would regard the position as an advancement or a step back is debatable, but having someone like them would undoubtedly inspire an entire generation to recognize that leadership is much broader and more intriguing than it was in Homer’s time.
