Who appraises the people who sacked Michael Carrick?

If I were interviewing for the manager’s job at Manchester United, I’d have a question for the panel. What have you learnt from the last seven permanent appointments? I’d be interested to see who answered first.

As a lifelong United supporter, I wanted Michael Carrick to succeed. He won 12 of his 17 league games last season and took us back into the Champions League. In May the club gave him a contract until 2028. By November we’d won one league game in ten, we were eighteenth and he’d been sacked. Much as I like the bloke, eight points is eight points. Picking the team and getting it to defend were his responsibilities.

What I admired was how he handled Diogo Dalot after the 4–4 draw with Aston Villa. Dalot gave away a penalty. Asked about it afterwards, Carrick acknowledged the mistake and spoke up for the player. Worth remembering when a receptionist makes a mess of a booking and an associate wants to discuss it in front of six colleagues.

Now, about the people upstairs.

Our last league title came in 2013, when Sir Alex Ferguson retired. Since then we’ve hired managers with quite different ideas about how to play, bought players to suit them and left the next chap to work out what to do with the purchases. In July 2024 we extended Erik ten Hag’s contract. In October we sacked him. I’d love to know what the board learnt from that before they sat down with Carrick in May.

The Glazers retain the controlling vote. Sir Jim Ratcliffe’s INEOS has responsibility for football operations. My criticism of both is that, from the stands, I struggle to see a plan that survives a change of manager. Meanwhile the poor sod in the dugout is expected to bring youngsters through, keep senior players happy, work with whoever recruitment signs and win on Sunday. Lose and he’s the one with a microphone under his nose.

Which brings me to your practice manager.

Suppose you ask her to sort out the gaps in the diary. She agrees a booking protocol with reception. On Tuesday your most productive associate objects. You quietly tell reception to make an exception. By Friday everybody knows whose instructions count. Then, at the monthly meeting, you ask her why surgery three is empty on Thursday afternoons.

What exactly would you like her successor to do differently?

We need to support our managers.

At your next management meeting, pick one result you’re unhappy with. Ask your manager which decisions they need to make to improve it.

Agree what they can spend, what they can change and when you’ll review the figures together. Then tell the team, especially the associate, that you’ll back your manager when somebody tries to go round them.

And if you’ve had three practice managers in five years, all of whom apparently struggled with leadership, there’s one person who’s been present throughout all three appointments.

How did their appraisal go?