Dec 11, 2012, 11:30 AM EDT
I was among a small group of journalists who had breakfast recently with Jurgen Klinsmann, the U.S. national team coach whose methods and player selection tendencies can sometimes lean to the less conventional. The results so far have been mostly favorable, even if the aesthetic hasn’t always risen to expectation.
Over the next week or so, we will extract one element each day of the extremely informative conversation, where Klinsmann expanded candidly on subjects ranging from Jozy Altidore to evolving player roles to Jermaine Jones to future matches and all points in between.
Today’s topic: Being OK with being wrong
Jurgen Klinmann recalled one particularly tough, recent conversation with a U.S. player. The test results, performed at regular intervals, weren’t what they needed to be for this individual.
Klinsmann feared the guy just wasn’t “getting it,” was not embracing the collective push for individual enrichment. The U.S. coach feared his pupil had reached a plateau, more or less satisfied about his place in the profession, lesser willing to push through the sticking points and lean into the extra work attached to a perennial drive for improvement.
So he had one those conversations, a man-to-man talk that only a type like Klinsmann can have, where harsh words don’t sound so harsh, where it all remains rather positive. Said he U.S. national team boss: “He told me ‘I will prove you wrong, coach’ I told him, ‘I want you to prove me wrong!’
If Klinsmann can make the breakthrough the U.S. national team needs, to get past its own sticking point, that attitude surely will be a bedrock of the betterment.
This is where Klinsmann’s obvious lack of ego pays off.
Klinsmann is nearly peerless in this place where experience, life balance, personal confidence and positive energy all meet to spin a relatively ego-free cocoon around the program. If it all works – and we’ll know by the summer of 2014 – this will be the foremost of less tangible reasons.
Lesser secure managers can get tripped up and distracted, worried about their jobs or their reputations (which leads to worry over their next job.) Then comes the gradual creep of shifting priorities; the safety net of short-term results may begin to overwhelm and displace the larger reach for success. They get obsessed with being “right” and fumble the larger plot.
By all appearances, Klinsmann doesn’t need to be “right” about things, which is why he avoids closing doors (or leaving them open when they shouldn’t be).
“When we have that kind of a conversation, we hope for that kind of reaction,” he said of the unnamed player’s figurative fighting stance. “We hope for this kind of learning curve.”
You may disagree with Klinsmann’s decisions; I certainly have raised a curious brow here and there. But the decisions seem reliably rooted in some sort of long-term strategy, devoid of the internal politics and petty distractions.
Klinsmann may opt not to select this guy or that guy, and we may not always understand why. But Klinsmann’s security, his clear embrace of transparency and his congenial relationships with media tells us this much:
His choices truly are about tweaking the chemistry and the individual talent factor, about the push for long-term improvement rather than about lesser motives, the power struggles or about the desire to “be right” about this player or about that strategic philosophy. Stubbornness and a rigid inflexibility that can rule some managers’ worlds don’t seem to infect his.
Look at Brek Shea. The FC Dallas winger was plucked by Klinsmann and loaded into a launching tube of potential stardom. Shea played in Klinsmann’s first 14 games in charge. Then came the important May-June training came, and Klinsmann decided that Shea just wasn’t where he needed to be.
No matter what you think of Klinsmann and his first year and a half in charge, this much is clear: The man is OK with being wrong about something or someone.
“I definitely had coaches that had huge influence on what I am doing today, where specific moments had more of a long-term perspective,” he said.
Klinsmann then spun long stories about managers who had a similar flexibility, like Arsene Wenger and Giovanni Trapattoni. (Although that may have been harder for some of us to see from the outside.)
He told a story about Trapattoni. (“An amazing, amazing personality, and that’s why they still love him there,” Klinsmann said.) During their shared time at Inter Milan, Trapattoni did not understand Klinsmann’s desire to learn the Italian language and culture, to break down personnel barriers and get to a place where everyone could focus on the game and not waste energy on language-impaired locker room politics.
Later, when they were together again at Bayern Munich, Trapattoni acknowledged his error: “He told me, ‘Jurgen, remember all those years ago at inter Milan? … I should have approached that differently. Now I understand how important the language is.’ ”
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