Women’s football must act urgently on coach-player relationships
“It’s unacceptable”, “it’s crazy”, “it shouldn’t happen” – these are some of the words of condemnation from Women’s Super League managers on the possibility of relationships between players and coaches.
Their words were prompted by questions from journalists after Leicester suspended Willie Kirk while investigating him over an alleged relationship with one of his players. It also comes just over a month after Sheffield United sacked Jonathan Morgan for an alleged relationship with a player during his time at Leicester – before the team was professional and affiliated with the men’s side.
Many fans, players and staff have waited a long time for questions to be asked about inappropriate relationships between managers and their players across women’s football. There are several reasons why it has taken so long – including legal hurdles involved in reporting on the issue. Those that have come to light have been when formal investigations take place.
Critically, these relationships include many female managers and members of staff. There is a risk of a perception that women’s football would be a safer space without male coaches and that would be a very dangerous picture to paint.
There may be fears that, at an important juncture for the women’s game with NewCo set to take ownership of the top two tiers from the Football Association this summer, shining a light on what many believe is endemic could be destabilising. But this needs to come out, urgently, at a time when rules are being rewritten and foundations for the new professional leagues being laid.
The US Soccer-commissioned Yates Report into allegations of abusive behaviour and sexual misconduct in the NWSL resulted in four managers being permanently banned from coaching in the league, others getting temporary bans and some required to acknowledge their misconduct and participate in training should they wish to return to the league. The investigation – which had to be fought for – has put the NWSL in a healthier, safer and stronger position. The strongest plants can and will emerge from the most vicious fires.
Action needs to be taken. As Bristol City’s manager, Lauren Smith, said: “We’ve seen other instances across the world where things get pushed under the carpet. It’s not time for that, it’s time for action and consequences.”
Part of the difficulty is deciding where to draw the line. It wasn’t until June 2022 that the law changed to make sexual relationships between “those in a position of trust in sports organisations, such as a coach” and “young people they look after, under 18 years old” illegal.
So, do two consenting adults have a right to privacy? The issue is that there
is a power imbalance between a coach and a player of any age. Managers have control over contracts, wages, team selection, captaincy, internal and public promotion of players, and are responsible for engendering the trust of the group and building a safe and positive team environment. They hold the futures of players in their hands. That is a huge responsibility and forming relationships with players you have that level of control over is hugely inappropriate.
There has been some suggestion that the line should be whether a manager has had a relationship with a player before or after the professionalisation of the top two divisions. That is a flawed argument. First, because what the term professional means is a grey area, with many allegedly professional and semi-professional sides unable to provide a livable wage to their players. Second, because it implies that player-manager relationships in the amateur game are acceptable. I have spoken to the manager of a grassroots club who will, as a rule of thumb, not give a lift to a player from their women’s team alone, for his own protection as much as for theirs. The power dynamics in the amateur game may be different and potentially less acute financially, but imbalances still exist.
Is the line a timeframe then? Is it that society’s general view of what is unacceptable, what is frowned on and what is sort of OK has changed over time? I don’t know. If that is the line, where do you draw it? How do you attempt to pinpoint a moment in time in a process that has taken place over
sometime?
What do we know about the depth of the problem? The Guardian has been told of at least 18 staff members – including coaches, head coaches, assistant coaches and managing directors, across the football pyramid – who have had relationships with players in their teams within the past 10 years.
I have spoken to a senior leader of a club in the top two tiers who has seen two staff members let go and another undergo disciplinary processes in four years, for blurring the professional lines with players.
I have spoken to players, managers and staff from across the pyramid who have talked about the impact of playercoach relationships on club environments including, in one case, how players felt in the spotlight for poor results or performances while the context – that underlying it was a culture that had become horrifically toxic and divided because of player-coach relationships – was unknown and unreported.
What needs to happen? An independent investigation akin to the investigation that led to the Yates Report would be hugely valuable. Many players and staff are fearful of reporting inappropriate behaviour to their clubs or to governing bodies because they do not feel protected enough or do not believe proper action will be taken. Aston Villa’s manager, Carla Ward, described a lack of trusted reporting mechanisms as “the biggest problem”.
Alongside this, the FA and NewCo must ensure safeguarding and trusted reporting mechanisms are central pillars of the developing WSL, Championship and National League. There can be no compromise, and there must be transparency.
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