2. Control Player Management NSW STATE LEAGUE FOOTBALL REFEREES

3. Control Player Management Richard Baker2 Being a referee is not always easy and the fact is that you will be continue to be regularly subjected to verbal and, at times, physical abuse and blamed when things don’t work out the way the players, coaches, managers and spectators want. Effective player management comes from experience and for the young referee starting out can be daunting and difficult to implement and control. To manage conflict effectively, you must first understand that it is inevitable.

4. Control Player Management Richard Baker3 When two teams compete in a football event, conflict is already present. It may be mild, it may be subdued, and it may even be masked by the appearance of harmony, but the potential for aggrieved feelings is always lurking. An event in the game may trigger an eruption, a series of difficulties may cause frustration to build, and sometimes your decisions or non- decisions will make you the focal point of anger.

5. Control Player Management Richard Baker4 As an official, you must approach any contest with the notion that a central part of the job requirement is handling conflict successfully. Although you cannot gauge your success with a scoreboard, when you manage conflict well, you can take a measure of satisfaction in your role. Today, moreover, the higher up on the referee officiating ladder you are, the more likely it is that your success in defusing and handling situations and in communicating well with players and coaches will be among the criteria by which your overall effectiveness is judged.

6. Control Player Management Richard Baker5 The old days in which officials took care of business by simply barking at complainers are long gone. As an objective participant who must make calls that affect either team, you won’t be able to please people consistently. Therefore, your goal should not be to please people. You are there to arbitrate competition, and the most you can hope for is respect. Officiating is not a popularity contest.

7. Control Player Management Richard Baker6 Players sometimes react to officials negatively. Responsible players play the game and adjust to officials’ styles, personalities, and abilities without complaining. They genuinely respect authority. However, some players — even professionals — blame officials (and teammates and coaches) for their own inadequacies. Those who blame others for their own shortcomings have a convenient excuse for failing. It is certainly easier on the psyche to make someone else the scapegoat than it is to accept responsibility for one’s own actions.

8. Minimising Conflict Richard Baker7 Prevention is always better than cure! If action is taken early in the game, conflict is less likely to occur. Make competitors aware of your presence by reacting immediately to rule infringements (when appropriate). Remain objective, no matter what prior knowledge of participants/teams an official has. Be definite and firm with decisions and the way you communicate. Look sharp and act sharp - this will gain respect as an official. Don’t take criticisms personally. Remember that coaches and participants are seeing the game from a different perspective to the officials.

9. Minimising Conflict Richard Baker8 At the beginning of the game, provide structure and guidance, but also start a dialogue with the participants. Acknowledge the participant’s abilities and experience, and invite constructive viewpoints from some participants. Speak clearly and firmly in heated situations. This will indicate confidence in managing the situation. Keep cool if the situation starts to get a bit heated.

10. Resolving Conflict Richard Baker9 Be professional - speak clearly and stay composed in heated situations. This demonstrates confidence in managing the situation. Avoid argument or debate, and don’t try to bluff through with unjustified rulings. Remain calm - don’t over-react. Stay relaxed and adopt a low-key posture/body language. Use objective, neutral language. Address the problem, not the emotions - try to put aside the emotions of all parties. Emotions inevitably inflame the situation. By dealing with the facts and the available evidence, the official is more likely to be seen as making a fair and appropriate decision.

11. Resolving Conflict Richard Baker10 Focus on the person: people are not objects and they don’t like being treated as such. Acknowledge a participant with eye contact and use their name if possible. Recognise that they have something to say and don’t just dismiss them. Be fair – avoid team or individual bias at all costs. Demonstrating integrity is one of the greatest assests of an official. Be confident and open – don’t be defensive or try to justify actions. Clarify decisions when appropriate, based on the facts and the evidence presented. Be firm – deal with unacceptable behaviour firmly and quickly. Set boundaries in a polite, professional and assertive manner.

12. Resolving Conflict Richard Baker11 Remember that 90% of conflict occurs not because of what was said, but the tone in which it was said! Referees are often faced with situations where they are required, either by the Laws of the Game or by the conduct of the players, to issue cautions and expulsions that can sometimes materially affect the game. Such is the nature of the role of a match official. It is, therefore, important for us to consider several issues in deciding which of the available sanctions we apply to the incident and to seek to apply this sanction quickly, uniformly and without hesitation or exception.

13. Resolving Conflict Richard Baker12 Yellow and red cards are not the only management tools available to a referee during the course of a match. Indeed the more experienced and proficient match official usually realises that used correctly, these tools are often more instrumental in keeping players on the field of play than they are in removing from the game. If we consider the process of cautioning or dismissing players from the game it should be quite clear that it is usually one of an escalating response to a player’s failure to honour the spirit or the letter of the Laws of Game.

14. Resolving Conflict Richard Baker13 Admittedly, we sometimes encounter behaviour that is so unreasonable or inexcusable that our initial response may need to be that of a dismissal and we must accept and respond to that responsibility when the need arises. There are however, other valuable tools available to the referee that should be considered as part of the overall people management process that we call refereeing.

15. The Word on the Run Richard Baker14 At the lowest end of the response scale we have available to us a discrete but effective tool in modifying players’ behaviour hopefully before it escalates further. This simple tool is best described as the “word on the run” and is not a public sanction by the referee but rather, as the name implies, a few well-chosen words to the player while play continues. Careful consideration should be given to the words used in administering this “word on the run” as it must be quick and irrefutable in its result and not generate further discussion or argument on the part of the player.

16. The Word on the Run Richard Baker15 Many referees often make the mistake of reducing the process of cautioning or expelling players to the level of a personal confrontation between themselves and the player. This can easily occur, often without the referee realising what is happening, simply by the type of words used in issuing the various forms of sanction. This level of intervention is quite wrong and grossly counter-productive to effective match control. Let us examine the phraseology a little more closely to discover what we can do to shift the dynamics of the situation back on to the player who committed the offence.

17. The Word on the Run Richard Baker16 Many referees tend to use sentences such as “If you keep that up I will caution you”. This immediately puts the situation into one of confrontation between you and the player; you are now responding to the player on a personal level. A more suitable response may be “if you keep that up, as a consequence of your actions, you will be cautioned”. This shifts the responsibility for the outcome back to the player and requires them to consider the consequences of their actions.

18. The Word on the Run Richard Baker17 Alternately, or in conjunction with this direct approach, you may choose to direct the comments to the player’s Captain. The Captain sees their role as important and he is often selected for his leadership qualities. Simply saying, “If your number 7 keeps that up he will get himself cautioned, you’re the Captain, you fix it” usually works. Most Captains will take this on board and speak to the player themselves especially if the match is closely contested.

19. The Public Warning Richard Baker18 The next step on the escalating scale of response is the “public warning”. Play is stopped and the player concerned isolated by the referee in order to reduce the chance of confusion on the part of spectators and coaching staff and to make your intentions obvious to all. Move away from the situation at an angle so that you can maintain a view of the area as well as taking the player with you until you are a little way from the incident.

20. The Public Warning Richard Baker19 Keep the player at a comfortable distance by using the standard stop signal with your open hand and take special care not to invade the player’s personal space. Be demonstrative with your hand signals being careful always to maintain an open hand and never “finger wag”. Your facial expression is important too, as it will convey to the player your level of disapproval in his behaviour. Maintain control over the situation by speaking clearly and in a measured voice.

21. The Public Warning Richard Baker20 Deliver the message quickly making sure to place the burden of the sanction onto the player, and leave the area just as quickly. If you are not there you cannot be argued with and the option for further conflict is greatly reduced.

22. The Caution (Yellow Card) Richard Baker21 After having explored the “word on the run” and the “public warning” options we have now reached the first of the formal sanctioning processes which we are required to master in our efforts to improve as match officials. The caution or yellow card is the first of the formal processes at your disposal and correctly managed can reduce the need to move to the more final solutions.

23. The Caution (Yellow Card) Richard Baker22 The caution is similar in process to the public warning but has a greater level of significance attached to it and as such needs a slightly more stylised approach in its use. Offences requiring a caution will usually be accompanied by a vigorous blast on the whistle and a more serious facial expression and arm signal indicating the applied level of severity.

24. The Caution (Yellow Card) Richard Baker23 The Yellow Card should usually be withdrawn from your pocket as the whistle is being blown and held in your extended arm down by your side. Doing this achieves two important things for you with almost no effort on your part, firstly, it indicates to the players that you have the situation under control and intend to take action on it. This reduces the likelihood of retaliation from the players. Secondly, it eliminates the question as to whether or not the referee was reacting to the feelings of the spectators or the various benches. The decision to caution is made early and is now irrevocable.

25. The Caution (Yellow Card) Richard Baker24 Get quickly to the scene of the incident and again isolate the player to be cautioned to avoid confusion and to add effect to the process. Maintain your space from the player and extend the arm carrying the card directly above your head with a snap of the elbow. Move quickly away from the area and record the details you require while keeping an eye on the surrounding area for further problems. Should the cautioned player seek to follow you move away at an angle telling the player that his behaviour is making the situation worse. If he continues to pursue you stop your run and turn towards the player with your arm extended in the stop signal pose. You should endeavour not to produce the Yellow Card to a player who is still on the ground following a challenge but rather allow the player to rise and proceed as previously described.

26. The Send Off (Red Card) Richard Baker25 The Red Card or expulsion is the ultimate sanction available to a referee and is merely an extension of the procedure used for the Yellow Card. It is just as important that the card be produced early in the incident as tempers are often more inflamed during situations involving the dismissal of a player and you need to maintain control over the match. The whistle blast should be as vigorous as possible and the facial expression the most serious available to you. Ensure the player leaves the field of play and its precincts quickly and do not restart the match until he has done so.

27. Conclusion Richard Baker26 As you can see we have progressed along a path that has seen each level of sanction build on the preceding level. Clearly there may be occasions where you will be required to go directly to an expulsion where an offence is of sufficient seriousness and you must be prepared to act accordingly if necessary if you are to earn the respect of the players and your peers. It is not possible or advisable to move backwards down the scale i.e. Moving from a caution to a “public warning” as this reduces your perceived control over the players and the match.

28. Control Player Management Richard Baker27 Remember it’s all about effective control over the players and the match and it is what separates good officials from elite referees.

29. Working as a team is important. Richard Baker28 The End or Perhaps a New Beginning?