Lee Johnson
With more and more players going straight into management after hanging up their boots, we talk to up-and-coming boss Lee Johnson.
- Age: 33
- Playing career: Yeovil, Bristol City, Kilmarnock Management: Oldham Athletic, Barnsley
You started your first management job at Oldham aged just 31. Were you ready?
I think I was. I had a front row seat with my dad [Cheltenham Town boss Gary Johnson]. I was prepared and was well on my way to getting my badges. I’d done my A licence and I felt comfortable. I’d certainly studied. I’d formed my philosophy and had all my coaching sessions ready. Of course, when you go into it there are parts of the job that are difficult.
What were the biggest challenges?
It was just a case of ‘can I lead a group?’ I’d studied the leadership side of things and I’d been captain at a couple of clubs so I felt I was reasonably ready. The biggest issue was, was I ready to stop playing? Because I wasn’t really. At 31 I had to make a decision and my decision was based on, if it doesn’t go well it will happen quickly and I can go back to playing.
Was playing a safety net?
In the early spell, yes, definitely. I still feel – whether it’s delusional or not – I could play League One at least. A couple of injuries I had have healed up. But it’s not part of my mind set now. The opportunity at Oldham was too big to turn down. Whatever happened I was going to end up a journeyman – I wasn’t going to play in the Premier League. I thought ‘why not take the plunge and try to start at the bottom of the ladder’. Obviously, being the youngest manager to do something of note could stand me in good stead.
What is your coaching philosophy?
I want players that love playing football rather than being footballers – that’s essentially it. I’m not into footballers who are more worried about their cars. If they still have that ‘little boy who wants to play down the park’ quality, that’s what I want to see – people being bold and expressive on the ball. And having a nice steely organisation to go with that. If I was to sum it up it would be ‘freedom in attack and robots in defence’. That’s the sort of player I’m looking for – one who individually will use all the tools they have and the club can give them to improve.
Is management in the genes?
Coaching and management has always been a part of my life, albeit second hand. It’s what you know if you’re brought up with it. If your dad is a carpenter the kid is normally good at woodwork – that’s the way it is. Our family has always been based around football. It’s not just my dad, my uncles and cousins are all involved.
Have you learned more from being around football people or through taking your coaching badges?
The badges give you a framework and a structure and a fantastic place to network. You learn from other people – like Robbie Fowler and David James who were on my first course. And I moved up to Scotland and Duncan Ferguson and people like the Valencia manager were on my course. It’s a really good base to meet people and thrash out ideas and learn. I’m about to complete my UEFA Pro Licence and I’ll miss meeting up with likeminded and hungry individuals.
You seem to be a dedicated learner. Is that fair?
Yeah it’s very fair. It’s all about learning from people you meet. It could be a fan who has been watching the game for 50 years. Or a manager, like a good friend of mine Kenny Dalglish, who has been there and done it and has a clear outlook on the way things should happen. I’m certain of that growth mind set. I’m not the finished article and I’m not trying to reinvent the wheel but I’m trying to progress in my philosophy and develop communication to get things across to players. They’re the most important factor – they have to perform at 3pm on a Saturday.
Do we ask too much of managers?
It’s difficult because you have to be an expert in a lot of fields. You have to be a top-quality coach, an inspirational leader, a master manipulator of the press and you have to manage up and down. That’s as well as being a husband and a dad. You have to get that balance because it’s 24/7. As you get a little bit more experienced you learn to live with it a touch better.
What’s your dream in years to come?
The dream is to manage at the highest level possible. Of course, it’s a long way off. I understand that but I’m young enough that if I can keep improving – you have to have confidence, not arrogance, in your ability. If you believe you can tick all the boxes then you have the potential to compete with the best in the world.
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