The CEO’s Leadership in Football: From Conflict Management to Building a Winning Club

A football club aiming to reach the elite cannot solely rely on the team's technical qualities or market strategies. It requires a leap in vision and the creation of an ecosystem where all components (players, coaching staff, executives, and fans) work in harmony toward a common goal.

The CEO of an ambitious club should not only be a financial resource manager but, more importantly, a culture builder and facilitator of long-term success. To do this, they must master the art of managing people, avoiding becoming a constant source of conflict and tension. Here, we explore several strategies that can help transform the leadership of a CEO from authoritarian to strategic.

Understand the True Barriers to Success Before Imposing Your Vision

One of the most common mistakes is assuming that simply investing in talented players will yield immediate results. The reality is more complex: the reason a team may not achieve certain goals is often related to internal, cultural, and organizational barriers rather than the quality of the squad.

A top-level CEO must first identify these barriers:

Internal Resistance: A coaching staff unwilling to innovate, executives clinging to power, and players not suited to a winning mentality.
Cultural Issues: A club without a clear identity will never be a point of reference. Without a well-defined culture, every success will risk being fleeting.
Lack of a Shared Vision: If the president wants a Manchester City-style model, the sporting director aims for Ajax, and the coach envisions Sacchi’s Milan, the project will not work.

Denying these problems means reinforcing them. The CEO must bring them to light and confront them decisively, without fear of putting them on the table.

Labeling Fears to Transform Them Into Trust

Football is an emotionally unstable environment. Players, coaches, and executives are constantly under pressure, and fears influence their decisions more than is generally acknowledged.

A CEO should never ignore these aspects but rather label them to make them manageable. For example:

If a coach fears that the club has lost faith in him, the CEO can say: “I know you feel that our confidence in you may be questioned after these results.” This reduces the power of the fear and opens the door to constructive dialogue.
If fans fear the club is losing its identity, the CEO can address it publicly: “We know that fans want to see a Milan true to its history. That’s exactly why we’re working on a long-term strategy.”

People feel understood when their fears are acknowledged. And once fear is exposed to the light, it loses its power.

Anticipating Criticism to Disarm It

Every CEO is under scrutiny, and criticism is part of the game. However, a smart leader knows that anticipating attacks helps neutralize them before they become an issue.

If a team has made a modest transfer market, instead of waiting for the criticism, the CEO can say in a press conference: “I know many expected bigger signings. We’ve made strategic choices and are confident in the young talents we’ve brought in.”
If the club is undergoing a transitional phase and fans are becoming impatient, the CEO can say: “We know that fans want to win right away. We are building something that will last.”

When an accusation is voiced by the one who is being criticized, it loses its dramatic effect. Often, it pushes the opposing side to downplay their attack.

Creating a Club Culture That Values All Its Components

A winning club is not built just with investments, but with a clear and shared identity. The CEO must be the guarantor of this culture and ensure that everyone feels part of it.

Players: They must understand that they are part of something bigger than themselves. Each new signing should be chosen not only for their technical qualities but also for their compatibility with the club’s mentality.
Coaches: They must be involved in a process of constant growth. A CEO should support the coach but also challenge them to improve.
Executives: They must work for the common good, without internal power struggles. A divided executive team will never lead a club to success.
Fans and Sponsors: They must be part of the vision, not just spectators. Transparent communication helps build trust and a sense of belonging.

Conclusion: The CEO as a Builder of a Winning Club

Being the CEO of a club aiming for the elite doesn’t just mean managing budgets and salaries. It means building a strong identity, reducing internal conflicts, anticipating tensions, and transforming the club into a cohesive organization.

A true leader does not impose themselves with force but guides with intelligence. And in modern football, where management is increasingly sophisticated, this can be the difference between a club that dreams of success and one that achieves it.