For a time in his playing days, he was known as “Model”, as in “model professional”.
Latterly, Gary Neville has termed him “England’s greatest asset” because of the job he has done as manager.
Overseeing the most successful period for England’s men's national team since 1966 means Gareth Southgate is afforded no shortage of respect.
Semi-finalists at the last World Cup. European Championships finalists three years later. And a campaign ripe with possibilities in Qatar to follow at the end of this year.
So did Southgate always appear destined for such high achievement? Not so, according to John Barnes, his former England squad-mate.
“Gazza [Paul Gascoigne] would say he was boring,” Barnes said of Southgate. “Calling him model pro wasn’t a good thing, because he wasn’t out with the rest of the lads.
“Now it would be like, ‘Look at him, he’s a model pro, isn’t he good?’ Back then, it was like, ‘Flippin’ hell, Gareth, let’s go out.’
“Back then, you wouldn’t have thought Gareth would go on to be a manager. You wouldn’t look at him and think, because he’s a model pro he’d make a good manager.
“Even managers who were great managers back then went out with the lads. Kenny Dalglish was one of the lads, and he won the double. Because times have changed, Gareth is a typically modern manager.”
The international careers of Barnes and Southgate overlapped briefly. The former was phased out of the reckoning just as Southgate was building towards his fateful Euro 96 campaign.
He is unlike any of the managers Barnes played under in his own illustrious 79-cap career, according to the former Liverpool star. Barnes reckons Southgate’s great feat has been in maximising the potential of the players available to him.
“He understands what players need,” said Barnes, who was speaking at the Premier Inn in Barsha Heights in Dubai in his role promoting the hotel chain.
“He doesn’t shout and scream. He couldn’t have been a manager back then because that is what you had to do. It is how you got results. You managed out of fear. Terry Venables was the first who didn’t manage out of fear, in terms of saying, ‘You do what I say.’
“Modern managers have to bring the players along with them rather than beating them over the head saying, ‘You do what I say.’”
Barnes points out that the football landscape in which Southgate now operates is a world away from that which he started out his own career.
The idea of pandering to multimillionaire players back then would have been anathema to the likes of Graham Taylor, his club boss at Watford who was later his national team’s manager, too.
“Graham Taylor took Watford from the fourth division to the first,” Barnes said. “When we finished second to Liverpool in our first year in the first division, 75 per cent of the players had come from the fourth division.
“He could inspire a group of players to come together. He didn’t like superstars in the team. He couldn’t handle Gazza and people like that, because he believed that everybody was the same, and had to be part of the team.
“When you are with England, there are different characters. You have superstar players who maybe you feel, or the public feel, are more important than the lesser players. With Graham Taylor, you wouldn’t have that.
“When I played for England, and Luther Blissett and I were the only two internationals, I would come back to Watford during the week and the experienced substitute centre back who had played for the club in the fourth division was more important than me.
“I couldn’t say anything. I would have to be subservient to them. We understood the experienced players are more important. Yes, you are playing for England, but you are no more important than Steve Sims, who played all his career and Watford and was never going to play for England. That is the way I was brought up.”
England return to action on Friday when they face Italy in the Nations League, a competition in which their recent struggles have taken some of the sheen from Southgate’s work. Barnes, though, retains faith.
“Why should England win [the World Cup] when we are not the best in the world?” Barnes said. “What we should do is maximise our potential. We should be getting to the semi-finals at least.
“Then we could go on to win it, but to go on to say it is a disappointment if we don’t is wrong because we have to respect the other teams who are in it. You can’t ask any more of Gareth.”
Top 10 most polluted cities
- Bhiwadi, India
- Ghaziabad, India
- Hotan, China
- Delhi, India
- Jaunpur, India
- Faisalabad, Pakistan
- Noida, India
- Bahawalpur, Pakistan
- Peshawar, Pakistan
- Bagpat, India
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Some of Darwish's last words
"They see their tomorrows slipping out of their reach. And though it seems to them that everything outside this reality is heaven, yet they do not want to go to that heaven. They stay, because they are afflicted with hope." - Mahmoud Darwish, to attendees of the Palestine Festival of Literature, 2008
His life in brief: Born in a village near Galilee, he lived in exile for most of his life and started writing poetry after high school. He was arrested several times by Israel for what were deemed to be inciteful poems. Most of his work focused on the love and yearning for his homeland, and he was regarded the Palestinian poet of resistance. Over the course of his life, he published more than 30 poetry collections and books of prose, with his work translated into more than 20 languages. Many of his poems were set to music by Arab composers, most significantly Marcel Khalife. Darwish died on August 9, 2008 after undergoing heart surgery in the United States. He was later buried in Ramallah where a shrine was erected in his honour.
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The specs
Engine: 1.5-litre turbo
Power: 181hp
Torque: 230Nm
Transmission: 6-speed automatic
Starting price: Dh79,000
On sale: Now
EA Sports FC 26
Publisher: EA Sports
Consoles: PC, PlayStation 4/5, Xbox Series X/S
Rating: 3/5
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
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The Details
Kabir Singh
Produced by: Cinestaan Studios, T-Series
Directed by: Sandeep Reddy Vanga
Starring: Shahid Kapoor, Kiara Advani, Suresh Oberoi, Soham Majumdar, Arjun Pahwa
Rating: 2.5/5
The drill
Recharge as needed, says Mat Dryden: “We try to make it a rule that every two to three months, even if it’s for four days, we get away, get some time together, recharge, refresh.” The couple take an hour a day to check into their businesses and that’s it.
Stick to the schedule, says Mike Addo: “We have an entire wall known as ‘The Lab,’ covered with colour-coded Post-it notes dedicated to our joint weekly planner, content board, marketing strategy, trends, ideas and upcoming meetings.”
Be a team, suggests Addo: “When training together, you have to trust in each other’s abilities. Otherwise working out together very quickly becomes one person training the other.”
Pull your weight, says Thuymi Do: “To do what we do, there definitely can be no lazy member of the team.”