Three traits top football managers need

Managers are sometimes unsuccessful when taking a team over because they intend on re-inventing the way the team was previously playing. The idea behind it is ok; whatever the club was doing before got the previous guy fired. However, it is the execution that is often wrong here. Specifically, I'm touching on when a manager attempts to adapt the players to his system and not his system to the players.

A manager must understand and be aware if he does or does not have the personnel to play a specific style. For example, Jose Mourinho is known for his counter-attacking style of play. Thus, in order to carry out his game plan, he needs players that can soak up pressure, be organised defensively, and counter opponents in sync. If he or his coaching staff see that the team is not suitable for that method, he must adjust. Antonio Conte cleverly said, "A coach is like a tailor who must adjust to his fabrics."

Another example: AVB. André Villas-Boas was made to look like a fool when he took over Chelsea from FC Porto. Coming in, he opted to play a suicidal, high back-line in order to press opponents, thus highlighting Chelsea's lack of pace in defence. Rivals quickly began to notice and take advantage. He then would bump heads with senior players in the team as they too felt his system was not the best for their personnel. AVB sacked, Roberto Di Matteo would later come in as caretaker-manager, stabilise the club and their playing style, and go on to win the Champions League. Football is not rocket science and does not need to be over-complicated.

Also, tactics are important once teams reach the critical levels of elite competitions. Managers can 'out-tactic' each other like a game of chess, using wing-backs, attacking or defensive midfielders, false nines, etc. If a team plays expansive, possession-based football, rivals must be prepared to sit deep and defend vigorously. Keep in mind, if a coach makes a change or substitution mid-game the players must also be able to fully understand the manager's intentions. If the wrong move is made, the team can lose the match. However, if a match-winning move is made, the manager is deemed a genius.

Brendan Rogers. Louis Van Gaal. Even André-Villas Boas; whether fans of Liverpool, Manchester United or Tottenham want to hear it, these managers unfortunately purchased players for inflated fees and are paying for their incompetence. Most players that were bought were sold once new managers began settling in. Again, it comes down to working with what you have, and then building, rather than wiping the slate clean and beginning to revolutionise a club. Rome was not built in a day.

Managers must recognise when it's a viable option to take risks on certain players, whether they choose to sell, buy or loan players. Some players can be moulded into positions, while others fail at the tasks managers give them. Transfer window deals are more of a team effort though, usually coming down to good communication and scouting within the technical staff of the club. All in all, a manager's eye for talent in the off-season is vital to prepare for a long and difficult season. Squad depth is a huge factor in teams playing consistently and effectively.

Saved the best for last. This is the most important skill a manager must have; man-management. This means, his ability to interact with the whole team, as well as the main talent, to effectively communicate his decisions. Ultimately, this factor usually dictates whether his tenure will be successful or not. Managers known for their brilliant man-management skills are Carlo Ancelotti, Pep Guardiola, Sir Alex Ferguson, and Jurgen Klopp.

This is important because players have egos. Imagine having a room of players who all believe in their own abilities and who all want - or demand - to play week-in-week-out. It's not an easy task. However, managers who have those essential interpersonal skills are able to keep everyone in the dressing room content. Bench players also are a priority and must not be isolated as they can contribute in a long season.

In conclusion, being a manager is a unique job with crushing pressure. When the results are not going according to plan, players are under-performing, or decisions are questioned by the media, the manager bears ALL of the responsibility. Despite the stress that comes with the job, if the manager has these three traits down-pat, I believe there is a decent chance he'll make a good impression.