It Shouldn’t Happen to a Manager

After 40 years in football management, there’s not a lot I haven’t seen. Being a manager has never been easy, but between the fans and the media it often feels impossible to get it right. For one, managers used to drive up and down motorways all day to scout for players – now there’s so much analysis and global scouting.

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After 40 years in football management, there’s not a lot I haven’t seen. There’ve been big highs, but a fair share of lows too. When I have to make difficult decisions, I make a point of avoiding newspapers, phone-ins, Twitter – all of it. But there’s always a load of armchair-pundits waiting to start on me. Being a manager has never been easy, but between the fans and the media it often feels impossible to get it right.

In It Shouldn’t Happen to a Manager, I talk about how different the job is now from what it was like when I used to play. For one, managers used to drive up and down motorways all day to scout for players – now there’s so much analysis and global scouting. It’s a different thing, completely. In this book, I share everything I’ve learnt from a lifetime of both wins and losses, and wisdom from greats like Cloughie and Ferguson. I’ll tell you about what actually happens in the dressing room, including when Clough smashed the door off its hinges; the bust-ups at full-time, like when I kicked a tray of sandwiches on Don Hutchinson’s head; and the times when I had to swap an arm round a player’s shoulder for a boot up the arse. It’s my guide to being a manager, the Harry way.