Manager of Manchester United Ruben Amorim (Photo by Alex Livesey/Getty Images)
Chris Turner is a revered figure in British football. As a goalkeeper, he guarded the nets for notable clubs such as Sunderland, Manchester United, Sheffield Wednesday, and Leeds. Under the guidance of iconic figures like Sir Alex Ferguson, Turner experienced firsthand the evolution of the game. In this exclusive interview with RG, he shares his insights on the changing role of goalkeepers, the transition from player to coach, the rise of data analytics, and the mental demands of the sport.
The role of a goalkeeper has evolved significantly since your playing days. What was goalkeeper training like back then, and what did you focus on during your career?
“When I started playing, I focused on the basics: kicking, distribution, crosses, and shot-stopping. From ages 16 to 25, I did a lot of strength training, particularly leg work for power and distance in kicking. During that period, the back-pass rule changed, and I had to adapt to playing with the ball at my feet. Fortunately, I enjoyed playing football, so controlling and passing the ball wasn’t a big issue for me. I also concentrated on building physical presence and strength.”
What were the biggest challenges in transitioning from being on the pitch to managing from the sidelines? How did your experience as a goalkeeper influence your managerial style?
“I always aspired to be a coach – not just a goalkeeping coach but one who could work with all players. At 30, I went to Scotland for three summers to earn my full coaching qualifications. I began coaching at Leyton Orient and then moved on to youth teams at Leicester City and Wolves. My managerial career started at Hartlepool United. The transition felt natural because working with youth players like Robbie Keane, Emile Heskey, and Joleon Lescott helped me develop my coaching style. I learned a lot about organizing players, coaching them individually, and identifying talent, which made the step up to first-team management more manageable.”
Scouting used to rely heavily on instinct and experience. Today, data plays a massive role. How do you perceive the impact of analytics on player recruitment and match preparation?
“When I started, analytics were almost non-existent. At Hartlepool United, we reached the League Two playoffs three years in a row, and after the second year, the chairman asked if I knew anyone who could give us that extra edge. I reached out to Howard Wilkinson, who connected me with George Wilkinson. George had worked with Watford and the Norwegian national team. He would attend our matches, take videos, and compile data on shots, crosses, recoveries, and other metrics – all manually. That was 25–30 years ago, and now clubs have entire analytics departments.
Despite the advancements, I still believe that watching a player in person, speaking with them, and understanding their mentality is irreplaceable. Thomas Frank at Brentford, despite being data-driven, agrees that face-to-face interaction remains crucial in recruitment.”
You’ve captained and managed teams. In your view, what key leadership qualities are essential for building cohesive and successful squads?
“Successful recruitment and strong analytics go hand in hand. A knowledgeable sporting director, scouts, and data analysts must work as a team to identify players who fit the club’s playing style and the manager’s vision. Building a cohesive backroom staff is as important as assembling a talented squad on the pitch.”
Footballers face immense pressure both on and off the field. During your career at clubs like Manchester United, how did you handle mental pressure, and what advice would you give to players today?
“Stay off social media. After every big match, players can be targeted for mistakes, missed penalties, or sending-offs. Back in my day, you had to develop mental toughness to handle setbacks – whether it was being dropped from the squad or losing games. Today, clubs have welfare officers and social media managers, but my advice remains the same: stay away from social media, ignore the criticism, and focus on your game. If you can’t handle criticism, you won’t make it as a professional footballer.”
You played under Sir Alex Ferguson, a managerial icon. What was it like working with him, and what did you learn from that experience?
As a former Manchester United player, what are your thoughts on the current state of the club and its future?
“Earlier, you asked me about what it takes to build a successful squad. The recruitment at Manchester United has fallen below the required standard to compete at the top level. Over the years, too many managerial changes have disrupted stability, preventing the club from establishing a clear playing philosophy. Managers like Mourinho, Van Gaal, and Ten Hag have won trophies but haven’t been given enough time to build something lasting. United needs stability and consistency, starting from the roots up. Recruitment needs to improve to bring in players who align with the manager’s vision and the club’s identity. Otherwise, they’ll continue to struggle.”
Xhulio Zeneli
