Ange Postecoglou has hit back at 'Mr Hindsight' critics and arose about doubts about his ability to manage Tottenham Hotspur.
Postecoglou, who led Spurs to the Europa League quart finals on Thursday, came out with an extraordinary response to the pressure where he was in the club during his second season.
Prior to Fulham on Sunday in the Premier League, Postecoglou was asked how he had treated questions about his future and whether there is more control at Tottenham than in his previous jobs, with the club 13th in the table.
In a press conference that lasted more than 30 minutes, he said: “Yes, the research is more because there is more noise, but that does not mean that it must influence you.
“I have said many times that I am not concerned, because I am not really sure how people perceive this role and especially me as a person a bit, that they would think that I would worry tomorrow if there is a negative result. I just don't live that way.
“I love what I do. I get up every day, take on the challenge, see where the possibilities are and keep moving.
“There is a lot of noise. I think that there are always some sort of two sides. One is that people do a kind of critical analysis of what I do. Others, just like the story of a manager who is under pressure, are enthusiastic about it.
“Some people really enjoy that process for a bizarre reason and the more they try to push individuals, whether I am someone else, to that kind of position, then it generates what kind of satisfaction they get out of. But it does not infiltrates my world.
“Regardless of what happened last night (VS AZ Alkmaar), I would still have gone home and my children asked how the concert went. My life goes on. It is not so overwhelming that I feel the need to block it all. It doesn't bother me.
'Google my name and get some headlines'
When asked if it is more intense because of where he comes from, Postecoglou said: “If I say that, people will just see me play a kind of the victim card and I don't want to do that. But 100 percent is an element of that. There is no doubt about it.
'Let me give you an example. In whatever profession you are, you are a journalist, you are a plumber, you are a policeman, you are a lawyer, you are a doctor, you have been doing that work for 26, 27 years.
“Regardless of what you do, do you think that person has a fairly good idea about that job? Would you ever question his knowledge about that job? Would you ever wonder if every decision he had previously thought of?
“If you survive 26, 27 years old, this means that you have not maintained too often. Whatever you do, because if you are a plumber, then wherever you are, if there are leaks, then you will not get another job. If you are a doctor and people die, then it is unlikely that you are kicking.
“If you do it 26, 27 years old, he has an honest idea about what he is doing. But then you could say that he might be a mill?
“But if that person almost started on the factory floor of that industry, whatever industry it was, maybe you are a CEO or whatever, and he will be in the position where the top comes one percent of his profession, then you have to say, ok, this guy must have something. You don't get from the factory floor, from the basement of the top in your field.
“I'm talking about the level, I am not talking about expertise. But then you could say, ok, but he is now from its depth. But if you have taken a club that ended eighth to fifth to fifth in your first full year … So if you put it all together and then you will not be able to do his depth.
“You may be critical of his performance, but you wouldn't do that. Google my name and get some heads. Just plaster them on a wall. And you would say, I don't think that fits somehow. But it does. Because that is a bit where we are.
“There is a critical performance analysis at every level. And as I said, as you get higher, there are certainly bigger things at stake.
“Forget the football manager, forget me. Only someone else, you would say he has no idea what he is doing. He has no plan B. He is stubborn, his methods are not working. He is from his depth.
“Where does that come from? From people who probably … Some were not even born when I first started to manage. I started in 1996-97.
'The largest archenemy of a manager is Mr. Hindight'
“You just have to accept that it is part of the world I am in. But I accept it. I don't have to respond to it. I can just laugh at it because I just think it's ridiculous.
“And it does not change me as a person, it does not change anything that I do or what I believe or how I will continue. Because my career will continue. Everyone realizes that whatever happens, my career will continue. That is a long answer, right?”
Do you still find it enjoying even in this time?
“I think it's great. No, I don't say that kind of facetious. I love the fact that, you know, there is a huge challenge and people doubt you and all things like that.
“I love it. But I also think that part of it is just ridiculous beyond the nature of something other than just cheap and very superficial. I am not talking about critical analysis. I am not talking about, you know … Oh, dear, I will continue now …
“I have another story and then I let you go. Do you know who is the biggest arch enemy for every manager? In the world today, and he has only come to the surface in the last five, six years, maybe 10 years. Mr. Hindight.
“Do you know who the Lord Hindsight is? He is the man who, when the result is there, the result has already been done, he has all the answers with the greatest certainty that was so clear, and he is never wrong.
“And Mr. Hindhight will go outside every time and claim to be the oracle of all the oracles, because he is just dealing with what happened after the event, never before. And there is such a mass of Mr. Hindsight. The murderers must do a song about him. I would definitely buy it.
“You want to be critical or you really want a strong kind of opinions about things? Give them before the event. Make them really clear and stick to it if they are wrong, because I guarantee that they are just as wrong as every manager who is probably more often wrong.
“But there are not many. There are some who, if they don't do it before the event, will always post a perspective on their analysis after the event. But I see them, size, and I hear them after the event.” Oh, so clear. Oh, how is he wrong? “
“It is easy to deal with a result. Everyone can tackle a result. You don't even have to understand football. That team has won, that team lost, that team is better, that coach is better, those players are better, that system is better, those selections are better, those decisions are better, they would always be better – I could never have told you before the game.
“If it just results, what is the point of having something else? The only thing we will do is who are there, you have placed a column there and say that everyone writes the same piece for it and who is lost, you place a column there, everyone writes the same piece there. These managers are under pressure, these managers are the best.
“But anyway, we should have had this offline, I said too many things I regret tomorrow.”
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