Duncan Castles' Match Report in The Sunday Times

[Blue82]

de jong a 6...mental

The man must be on drugs. De Jong's performance on Saturday was one of the best performances i've ever seen from a player in a City shirt. He won every tackle he committed himself to. Immense.

 

[stonerblue]

It's an extremely poorly constructed sentence. He appears not to have a full and comprehensive understanding of how to use punctuation. In the printed version he has clearly avoided using a colon. Instead, he used a full stop, starts the next sentence with 'John Terry' which isn't really a sentence. You know what he wants to say, how desperate he is to make the point, but stumbles in his eagerness to garner full meaning.

It's an occupational hazard for most rag journos. But standards at The Times have slipped alarmingly. Not a bit of wonder folk are moving en masse to the Daily Torygraph.

I'm always terrified of criticizing others ... no others'... grammar and punctuation, its...no it's ...so risky

YEEEE-HAHHHH...

 

[ono]

Castles is a Chelsea fan and writes extensively on them. He is a freelance I believe and does a lot of work for the "quality" papers. But he can write some good stuff. Here's a fascinating piece on Mourinho's departure from a couple of years ago. Long piece but well worth it.

Tuesday, 10pm, home dressing room, Stamford Bridge. Andriy Shevchenko is taking Michael Essien to task on his performance in the night’s embarrassing 1-1 draw with Rosenborg. The former European footballer of the year tells Africa’s finest midfielder that he tried to make too many passes through the centre of the Norwegians’ formation where ‘70 percent of their players were’. Essien learns he should have been passing to the wings ‘where they only had 30 percent of their men’.

Not the most insightful of tactical advice, but then these are not the thoughts of a Ukraine international, they are those of a Russian billionaire. Standing beside Shevchenko, tactics board in hand, Roman Abramovich is the man telling Essien how to play football. Shevchenko is merely there to translate. In another room, attending to the press, Mourinho is utterly unaware of his employer’s actions.

Tuesday, 7:11pm, the home dressing room. Chelsea’s squad of 18 are called out for their pre-match warm up. All the players step out for the carefully prepared drill – except one. John Terry remains sitting where he is. One of Jose Mourinho’s assistants urges Terry out. Chelsea’s captain refuses, swears, and, according to an eye witness, says he is upset and has ‘things on my mind’. Terry is said to be furious after finding out that Mourinho had been asking in Chelsea’s treatment room whether there was a medical reason for his perceived loss of form over recent weeks. The stand-off continues until a team-mate cajoles his friend out on to the pitch.

The game starts, Chelsea quickly lose a goal at a free kick as Miika Koppinen stretches ahead of Terry to turn in a near-post cross. Chelsea go in at half time 1-0 down and Jose Mourinho takes his captain to task, blaming the defender for the deficit. Terry says nothing but all his team-mates can see the anger on his face.

The pair had once been the closest of footballing allies, but within 24 hours Mourinho is no longer Terry’s manager as Chelsea agree to a £10.5million pay-off to rid themselves of a man they describe as ‘the most successful manager the club has known’. ‘The relationship broke down not because of one detail or because of something that happened at a certain moment. It broke down over a period of time.’ – Jose Mourinho, 21 September 2007.

To understand how the winner of two Premier League titles, two League Cups and one FA Cup, a man who averaged an unprecedented 2.33 points from his 120 Premiership games in just over three seasons, steadily became persona non grata at the club he made great, it is necessary to return to the summer of 2005.

‘In Jose’s first season everything was fine,’ said a Chelsea employee who suffered the Abramovich guillotine long before the Portuguese. ‘He came in, he won the title by miles, almost made the Champions League final, everyone was happy. But then it all began to go wrong. Peter Kenyon started thinking it was his genius as a chief executive that was important. Abramovich’s mates were telling him his money had done it and any half-decent coach would win the league with those resources. They forgot that the most important man at any club is the manager.’

That summer, Chelsea poached Tottenham Hotspur’s sporting director Frank Arnesen at a cost of £5m. Ostensibly recruited to revolutionise the club’s sub-standard youth ranks, the Dane was actually brought in on the recommendation of Piet de Visser, a well-known Dutch talent scout who had advised Abramovich on football matters from his first months as Chelsea owner.

Arnesen and De Visser, friends and allies from their time together at Dutch club PSV Eindhoven, steadily worked to influence Abramovich’s thinking on the first team, and, most importantly, player recruitment. Along with the agents Soren Lerby, Vlado Lemeic and Pini Zahavi they sought to steer Abramovich towards the purchase of certain footballers. Their objective, according to one source, was ‘to get to Abramovich’s money. To do that they needed power at the club, needed a manager who would do what they wanted. Mourinho was not that manager.’

Thus emerged a power struggle in which Arnesen and others seemed to undermine Mourinho by questioning him at every opportunity. When Mourinho went to war with Uefa over the actions of referees they told Abramovich his coach was embarrassing the club. When Mourinho’s team dourly won key matches by a goal to nil, they told the owner a better coach would win by more goals and bring him far more flamboyant football. When a Mourinho signing failed to perform on the pitch, they told Abramovich that better players could be found elsewhere.

Within a year, and despite Mourinho’s success in claiming a second successive Premiership, the manager had lost control of transfers. In the 2006 summer window, Mourinho asked the board to buy Samuel Eto’o; they spent a UK record £30m on Shevchenko. Chelsea sold William Gallas to Arsenal against Mourinho’s wishes, and forced the £7m Khalid Boulahrouz upon him, while Arnesen compounded the error of allowing Chelsea’s most effective defender to leave the club by pulling the plug on the £5m purchase of Micah Richards. Inside a season Richards was a full England international, while Boulahrouz was stinking out the reserves until Chelsea paid Sevilla to take him off their hands.

At least Mourinho could easily leave the Dutch defender out of the first team. A personal friend of Abramovich’s, Shevchenko played regardless of his performances, and those were usually awful. In his first 26 appearances for Chelsea, the Ukrainian striker scored five goals. His coaches and team-mates often felt as though Chelsea were playing with 10 men and Mourinho was faced with a problem – should he leave out the owner’s pal or lose the faith of the rest of the team?

As January approached, Mourinho asked to be allowed to sign a new striker. The board refused. Mourinho asked for a centre-back to cover for Terry, then sidelined with a serious back problem. The board offered him a choice between Alex, a Brazilian bought via De Visser and ‘parked’ at PSV for two seasons, and Tal Ben Haim, a Zahavi client. Mourinho wanted neither.

Worse still, Chelsea’s manager was instructed to sack one of his assistants and add the Israeli Avram Grant to his coaching staff. When he refused, the club descended into open warfare.

Mourinho dropped Shevchenko from his first team, leaking the story to a national newspaper in an open challenge to Abramovich to sack him. On an emotional afternoon at Stamford Bridge the manager first rallied his team around him, then sent them out to overrun Wigan 4-0. Long before kick-off the Chelsea supporters were chanting ‘Stand up for the Special One’ through standing ovation after standing ovation.

An infuriated Abramovich ceased attending games and instructed his advisors to find a replacement coach. Mourinho let it be known that he would leave, but only on payment of the outstanding value of his contract – about £28m comprising £5.2m per annum for three-and-a-half years and up to £10m in bonuses. In the meantime he kept winning matches, pushing his injury-hit squad to within a few games of a remarkable quadruple.

Ultimately Chelsea won the League Cup and the FA Cup, forcing Abramovich to reconcile with his manager. A consciously ‘mellow’ Mourinho promised to avoid conflict with opposing managers and football authorities, accepted restrictions on his transfer budget, and reshaped his team in a more flamboyant 4-4-2 formation. Fatefully, he also acceded to the appointment of Grant as Chelsea’s director of football.

Though some in Mourinho’s camp had Grant pinned as a ‘Mossad Spy’ from the off, the manager attempted to work with him, holding long meetings with him during the club’s staggeringly positive pre-season US tour and letting it be known that he welcomed his arrival as a buffer against Arnesen and route to Abramovich. The early-season optimism, however, swiftly evaporated.

Grant began calling individual players aside to ask them questions. ‘You look sad, why?’ ‘How do you feel in this position?’ ‘Is this the best place for you to play?’ ‘Are we using your abilities well?’ Because many of them complained about this to Mourinho, the manager decided to cut back radically on team meetings, the only one this season having been arranged for the Jewish New Year when Grant had returned to Israel.

While Grant looked on at training, Shevchenko treated it with disdain. A morose, lonely figure around the camp, he seemed to show more interest in improving his golf swing than his shooting. As the first team prepared for their final pre-season friendly against Danish side Brondby, Shevchenko declared himself unfit with a back problem. A 2-0 victory ensured the £121,000-a-week striker was not missed, but Mourinho was bemused to discover that Shevchenko’s bad back had not prevented him from enjoying a round of golf at Sunningdale that day.

The board, though, were not interested and the club’s descent continued. Other players began to realise what was happening, that the summer’s peace was a false one, that their manager had no support from the top. ‘The mentality became weaker and weaker,’ said one insider. ‘You could feel the team’s strength sapping away.’

Mourinho knew his time at Chelsea was coming to an end. At Uefa’s forum for elite coaches in Geneva a fortnight ago he allowed Premier League rivals an insight into his thinking. ‘Mourinho said he loved Chelsea and he loved English football, but thought he would not stay for long,’ said one coach. ‘One of us asked him why. He wouldn’t answer, but it was obvious something was seriously wrong.’

His next Champions League match brought the end. On Wednesday afternoon the board asked Mourinho to resign, citing his handling of Shevchenko, his attitude to authority and, crucially, his relationship with Terry as reasons why he should go. Mourinho refused to walk, and fought only to maximise his pay-off as Chelsea apparently threatened to call club employees to testify against him at any employment tribunal.

A £10.5m pay-off was agreed and the following morning Mourinho made a final trip to the training centre at Cobham to pick up his possessions and say goodbye to his squad. There was a message in each farewell. For most there was a Latin embrace and warm words of thanks. For Didier Drogba and Frank Lampard the emotions were so strong that both men were reduced to tears, Lampard retreating to the shower room in an attempt to hide his. For Shevchenko and Terry there was nothing but a handshake that, in the words of one observer, could have ‘frozen a mug of tea’. No one was in any doubt about who he considered the true captains of his team.

Out with the old, in with the new. Furious at Mourinho’s dismissal, senior players describe Grant’s appointment as ‘a disgrace’. Some at Cobham call him ‘an idiot’ and describe his coaching techniques as ‘25 years behind the times’. Abramovich pushes the Israeli around ‘without a hint of respect’.

Former academy coach Brendan Rogers has been drafted in to help out with the first team, a promotion that may not be unconnected to the one-on-one training sessions he gave Abramovich’s son. Only in Steve Clarke is there the level of football knowledge to deal with a squad full of international superstars. As the sole survivor of Mourinho’s cadre of four assistant managers, the Scotsman has an unenviable task.

But then neither he nor Grant will be picking the team. As Michael Essien discovered on Tuesday night, the new manager of Chelsea is also the owner.

Thanks a lot for that mate. It was excellent. A really good read.

 

[yerwot?]

the article on JM was an eye-opener,if it was all true,and answers a lot of questions.His match report fell way below accurate and unbiased standards and made himself seem like a petulant teenager.Him and CFC were made for each other.

 

[johnny crossan]

I'm always terrified of criticizing others ... no others'... grammar and punctuation, its...no it's ...so risky

YEEEE-HAHHHH...

I am, however, fearless when it comes to spelling. I always prefer the Greek to the Latin ending, so to a classically educated eye such as my own, the ‘z’ which I assume occasioned your cry of delight, is etymologically correct (IMO).

 

[Skip Donoghue]

Castles is a Chelsea fan and writes extensively on them. He is a freelance I believe and does a lot of work for the "quality" papers. But he can write some good stuff. Here's a fascinating piece on Mourinho's departure from a couple of years ago. Long piece but well worth it.

Tuesday, 10pm, home dressing room, Stamford Bridge. Andriy Shevchenko is taking Michael Essien to task on his performance in the night’s embarrassing 1-1 draw with Rosenborg. The former European footballer of the year tells Africa’s finest midfielder that he tried to make too many passes through the centre of the Norwegians’ formation where ‘70 percent of their players were’. Essien learns he should have been passing to the wings ‘where they only had 30 percent of their men’.

Not the most insightful of tactical advice, but then these are not the thoughts of a Ukraine international, they are those of a Russian billionaire. Standing beside Shevchenko, tactics board in hand, Roman Abramovich is the man telling Essien how to play football. Shevchenko is merely there to translate. In another room, attending to the press, Mourinho is utterly unaware of his employer’s actions.

Tuesday, 7:11pm, the home dressing room. Chelsea’s squad of 18 are called out for their pre-match warm up. All the players step out for the carefully prepared drill – except one. John Terry remains sitting where he is. One of Jose Mourinho’s assistants urges Terry out. Chelsea’s captain refuses, swears, and, according to an eye witness, says he is upset and has ‘things on my mind’. Terry is said to be furious after finding out that Mourinho had been asking in Chelsea’s treatment room whether there was a medical reason for his perceived loss of form over recent weeks. The stand-off continues until a team-mate cajoles his friend out on to the pitch.

The game starts, Chelsea quickly lose a goal at a free kick as Miika Koppinen stretches ahead of Terry to turn in a near-post cross. Chelsea go in at half time 1-0 down and Jose Mourinho takes his captain to task, blaming the defender for the deficit. Terry says nothing but all his team-mates can see the anger on his face.

The pair had once been the closest of footballing allies, but within 24 hours Mourinho is no longer Terry’s manager as Chelsea agree to a £10.5million pay-off to rid themselves of a man they describe as ‘the most successful manager the club has known’. ‘The relationship broke down not because of one detail or because of something that happened at a certain moment. It broke down over a period of time.’ – Jose Mourinho, 21 September 2007.

To understand how the winner of two Premier League titles, two League Cups and one FA Cup, a man who averaged an unprecedented 2.33 points from his 120 Premiership games in just over three seasons, steadily became persona non grata at the club he made great, it is necessary to return to the summer of 2005.

‘In Jose’s first season everything was fine,’ said a Chelsea employee who suffered the Abramovich guillotine long before the Portuguese. ‘He came in, he won the title by miles, almost made the Champions League final, everyone was happy. But then it all began to go wrong. Peter Kenyon started thinking it was his genius as a chief executive that was important. Abramovich’s mates were telling him his money had done it and any half-decent coach would win the league with those resources. They forgot that the most important man at any club is the manager.’

That summer, Chelsea poached Tottenham Hotspur’s sporting director Frank Arnesen at a cost of £5m. Ostensibly recruited to revolutionise the club’s sub-standard youth ranks, the Dane was actually brought in on the recommendation of Piet de Visser, a well-known Dutch talent scout who had advised Abramovich on football matters from his first months as Chelsea owner.

Arnesen and De Visser, friends and allies from their time together at Dutch club PSV Eindhoven, steadily worked to influence Abramovich’s thinking on the first team, and, most importantly, player recruitment. Along with the agents Soren Lerby, Vlado Lemeic and Pini Zahavi they sought to steer Abramovich towards the purchase of certain footballers. Their objective, according to one source, was ‘to get to Abramovich’s money. To do that they needed power at the club, needed a manager who would do what they wanted. Mourinho was not that manager.’

Thus emerged a power struggle in which Arnesen and others seemed to undermine Mourinho by questioning him at every opportunity. When Mourinho went to war with Uefa over the actions of referees they told Abramovich his coach was embarrassing the club. When Mourinho’s team dourly won key matches by a goal to nil, they told the owner a better coach would win by more goals and bring him far more flamboyant football. When a Mourinho signing failed to perform on the pitch, they told Abramovich that better players could be found elsewhere.

Within a year, and despite Mourinho’s success in claiming a second successive Premiership, the manager had lost control of transfers. In the 2006 summer window, Mourinho asked the board to buy Samuel Eto’o; they spent a UK record £30m on Shevchenko. Chelsea sold William Gallas to Arsenal against Mourinho’s wishes, and forced the £7m Khalid Boulahrouz upon him, while Arnesen compounded the error of allowing Chelsea’s most effective defender to leave the club by pulling the plug on the £5m purchase of Micah Richards. Inside a season Richards was a full England international, while Boulahrouz was stinking out the reserves until Chelsea paid Sevilla to take him off their hands.

At least Mourinho could easily leave the Dutch defender out of the first team. A personal friend of Abramovich’s, Shevchenko played regardless of his performances, and those were usually awful. In his first 26 appearances for Chelsea, the Ukrainian striker scored five goals. His coaches and team-mates often felt as though Chelsea were playing with 10 men and Mourinho was faced with a problem – should he leave out the owner’s pal or lose the faith of the rest of the team?

As January approached, Mourinho asked to be allowed to sign a new striker. The board refused. Mourinho asked for a centre-back to cover for Terry, then sidelined with a serious back problem. The board offered him a choice between Alex, a Brazilian bought via De Visser and ‘parked’ at PSV for two seasons, and Tal Ben Haim, a Zahavi client. Mourinho wanted neither.

Worse still, Chelsea’s manager was instructed to sack one of his assistants and add the Israeli Avram Grant to his coaching staff. When he refused, the club descended into open warfare.

Mourinho dropped Shevchenko from his first team, leaking the story to a national newspaper in an open challenge to Abramovich to sack him. On an emotional afternoon at Stamford Bridge the manager first rallied his team around him, then sent them out to overrun Wigan 4-0. Long before kick-off the Chelsea supporters were chanting ‘Stand up for the Special One’ through standing ovation after standing ovation.

An infuriated Abramovich ceased attending games and instructed his advisors to find a replacement coach. Mourinho let it be known that he would leave, but only on payment of the outstanding value of his contract – about £28m comprising £5.2m per annum for three-and-a-half years and up to £10m in bonuses. In the meantime he kept winning matches, pushing his injury-hit squad to within a few games of a remarkable quadruple.

Ultimately Chelsea won the League Cup and the FA Cup, forcing Abramovich to reconcile with his manager. A consciously ‘mellow’ Mourinho promised to avoid conflict with opposing managers and football authorities, accepted restrictions on his transfer budget, and reshaped his team in a more flamboyant 4-4-2 formation. Fatefully, he also acceded to the appointment of Grant as Chelsea’s director of football.

Though some in Mourinho’s camp had Grant pinned as a ‘Mossad Spy’ from the off, the manager attempted to work with him, holding long meetings with him during the club’s staggeringly positive pre-season US tour and letting it be known that he welcomed his arrival as a buffer against Arnesen and route to Abramovich. The early-season optimism, however, swiftly evaporated.

Grant began calling individual players aside to ask them questions. ‘You look sad, why?’ ‘How do you feel in this position?’ ‘Is this the best place for you to play?’ ‘Are we using your abilities well?’ Because many of them complained about this to Mourinho, the manager decided to cut back radically on team meetings, the only one this season having been arranged for the Jewish New Year when Grant had returned to Israel.

While Grant looked on at training, Shevchenko treated it with disdain. A morose, lonely figure around the camp, he seemed to show more interest in improving his golf swing than his shooting. As the first team prepared for their final pre-season friendly against Danish side Brondby, Shevchenko declared himself unfit with a back problem. A 2-0 victory ensured the £121,000-a-week striker was not missed, but Mourinho was bemused to discover that Shevchenko’s bad back had not prevented him from enjoying a round of golf at Sunningdale that day.

The board, though, were not interested and the club’s descent continued. Other players began to realise what was happening, that the summer’s peace was a false one, that their manager had no support from the top. ‘The mentality became weaker and weaker,’ said one insider. ‘You could feel the team’s strength sapping away.’

Mourinho knew his time at Chelsea was coming to an end. At Uefa’s forum for elite coaches in Geneva a fortnight ago he allowed Premier League rivals an insight into his thinking. ‘Mourinho said he loved Chelsea and he loved English football, but thought he would not stay for long,’ said one coach. ‘One of us asked him why. He wouldn’t answer, but it was obvious something was seriously wrong.’

His next Champions League match brought the end. On Wednesday afternoon the board asked Mourinho to resign, citing his handling of Shevchenko, his attitude to authority and, crucially, his relationship with Terry as reasons why he should go. Mourinho refused to walk, and fought only to maximise his pay-off as Chelsea apparently threatened to call club employees to testify against him at any employment tribunal.

A £10.5m pay-off was agreed and the following morning Mourinho made a final trip to the training centre at Cobham to pick up his possessions and say goodbye to his squad. There was a message in each farewell. For most there was a Latin embrace and warm words of thanks. For Didier Drogba and Frank Lampard the emotions were so strong that both men were reduced to tears, Lampard retreating to the shower room in an attempt to hide his. For Shevchenko and Terry there was nothing but a handshake that, in the words of one observer, could have ‘frozen a mug of tea’. No one was in any doubt about who he considered the true captains of his team.

Out with the old, in with the new. Furious at Mourinho’s dismissal, senior players describe Grant’s appointment as ‘a disgrace’. Some at Cobham call him ‘an idiot’ and describe his coaching techniques as ‘25 years behind the times’. Abramovich pushes the Israeli around ‘without a hint of respect’.

Former academy coach Brendan Rogers has been drafted in to help out with the first team, a promotion that may not be unconnected to the one-on-one training sessions he gave Abramovich’s son. Only in Steve Clarke is there the level of football knowledge to deal with a squad full of international superstars. As the sole survivor of Mourinho’s cadre of four assistant managers, the Scotsman has an unenviable task.

But then neither he nor Grant will be picking the team. As Michael Essien discovered on Tuesday night, the new manager of Chelsea is also the owner.

very interesting read

 

[moonies lovechild]

Castles is a Chelsea fan and writes extensively on them. He is a freelance I believe and does a lot of work for the "quality" papers. But he can write some good stuff. Here's a fascinating piece on Mourinho's departure from a couple of years ago. Long piece but well worth it.

Tuesday, 10pm, home dressing room, Stamford Bridge. Andriy Shevchenko is taking Michael Essien to task on his performance in the night’s embarrassing 1-1 draw with Rosenborg. The former European footballer of the year tells Africa’s finest midfielder that he tried to make too many passes through the centre of the Norwegians’ formation where ‘70 percent of their players were’. Essien learns he should have been passing to the wings ‘where they only had 30 percent of their men’.

Not the most insightful of tactical advice, but then these are not the thoughts of a Ukraine international, they are those of a Russian billionaire. Standing beside Shevchenko, tactics board in hand, Roman Abramovich is the man telling Essien how to play football. Shevchenko is merely there to translate. In another room, attending to the press, Mourinho is utterly unaware of his employer’s actions.

Tuesday, 7:11pm, the home dressing room. Chelsea’s squad of 18 are called out for their pre-match warm up. All the players step out for the carefully prepared drill – except one. John Terry remains sitting where he is. One of Jose Mourinho’s assistants urges Terry out. Chelsea’s captain refuses, swears, and, according to an eye witness, says he is upset and has ‘things on my mind’. Terry is said to be furious after finding out that Mourinho had been asking in Chelsea’s treatment room whether there was a medical reason for his perceived loss of form over recent weeks. The stand-off continues until a team-mate cajoles his friend out on to the pitch.

The game starts, Chelsea quickly lose a goal at a free kick as Miika Koppinen stretches ahead of Terry to turn in a near-post cross. Chelsea go in at half time 1-0 down and Jose Mourinho takes his captain to task, blaming the defender for the deficit. Terry says nothing but all his team-mates can see the anger on his face.

The pair had once been the closest of footballing allies, but within 24 hours Mourinho is no longer Terry’s manager as Chelsea agree to a £10.5million pay-off to rid themselves of a man they describe as ‘the most successful manager the club has known’. ‘The relationship broke down not because of one detail or because of something that happened at a certain moment. It broke down over a period of time.’ – Jose Mourinho, 21 September 2007.

To understand how the winner of two Premier League titles, two League Cups and one FA Cup, a man who averaged an unprecedented 2.33 points from his 120 Premiership games in just over three seasons, steadily became persona non grata at the club he made great, it is necessary to return to the summer of 2005.

‘In Jose’s first season everything was fine,’ said a Chelsea employee who suffered the Abramovich guillotine long before the Portuguese. ‘He came in, he won the title by miles, almost made the Champions League final, everyone was happy. But then it all began to go wrong. Peter Kenyon started thinking it was his genius as a chief executive that was important. Abramovich’s mates were telling him his money had done it and any half-decent coach would win the league with those resources. They forgot that the most important man at any club is the manager.’

That summer, Chelsea poached Tottenham Hotspur’s sporting director Frank Arnesen at a cost of £5m. Ostensibly recruited to revolutionise the club’s sub-standard youth ranks, the Dane was actually brought in on the recommendation of Piet de Visser, a well-known Dutch talent scout who had advised Abramovich on football matters from his first months as Chelsea owner.

Arnesen and De Visser, friends and allies from their time together at Dutch club PSV Eindhoven, steadily worked to influence Abramovich’s thinking on the first team, and, most importantly, player recruitment. Along with the agents Soren Lerby, Vlado Lemeic and Pini Zahavi they sought to steer Abramovich towards the purchase of certain footballers. Their objective, according to one source, was ‘to get to Abramovich’s money. To do that they needed power at the club, needed a manager who would do what they wanted. Mourinho was not that manager.’

Thus emerged a power struggle in which Arnesen and others seemed to undermine Mourinho by questioning him at every opportunity. When Mourinho went to war with Uefa over the actions of referees they told Abramovich his coach was embarrassing the club. When Mourinho’s team dourly won key matches by a goal to nil, they told the owner a better coach would win by more goals and bring him far more flamboyant football. When a Mourinho signing failed to perform on the pitch, they told Abramovich that better players could be found elsewhere.

Within a year, and despite Mourinho’s success in claiming a second successive Premiership, the manager had lost control of transfers. In the 2006 summer window, Mourinho asked the board to buy Samuel Eto’o; they spent a UK record £30m on Shevchenko. Chelsea sold William Gallas to Arsenal against Mourinho’s wishes, and forced the £7m Khalid Boulahrouz upon him, while Arnesen compounded the error of allowing Chelsea’s most effective defender to leave the club by pulling the plug on the £5m purchase of Micah Richards. Inside a season Richards was a full England international, while Boulahrouz was stinking out the reserves until Chelsea paid Sevilla to take him off their hands.

At least Mourinho could easily leave the Dutch defender out of the first team. A personal friend of Abramovich’s, Shevchenko played regardless of his performances, and those were usually awful. In his first 26 appearances for Chelsea, the Ukrainian striker scored five goals. His coaches and team-mates often felt as though Chelsea were playing with 10 men and Mourinho was faced with a problem – should he leave out the owner’s pal or lose the faith of the rest of the team?

As January approached, Mourinho asked to be allowed to sign a new striker. The board refused. Mourinho asked for a centre-back to cover for Terry, then sidelined with a serious back problem. The board offered him a choice between Alex, a Brazilian bought via De Visser and ‘parked’ at PSV for two seasons, and Tal Ben Haim, a Zahavi client. Mourinho wanted neither.

Worse still, Chelsea’s manager was instructed to sack one of his assistants and add the Israeli Avram Grant to his coaching staff. When he refused, the club descended into open warfare.

Mourinho dropped Shevchenko from his first team, leaking the story to a national newspaper in an open challenge to Abramovich to sack him. On an emotional afternoon at Stamford Bridge the manager first rallied his team around him, then sent them out to overrun Wigan 4-0. Long before kick-off the Chelsea supporters were chanting ‘Stand up for the Special One’ through standing ovation after standing ovation.

An infuriated Abramovich ceased attending games and instructed his advisors to find a replacement coach. Mourinho let it be known that he would leave, but only on payment of the outstanding value of his contract – about £28m comprising £5.2m per annum for three-and-a-half years and up to £10m in bonuses. In the meantime he kept winning matches, pushing his injury-hit squad to within a few games of a remarkable quadruple.

Ultimately Chelsea won the League Cup and the FA Cup, forcing Abramovich to reconcile with his manager. A consciously ‘mellow’ Mourinho promised to avoid conflict with opposing managers and football authorities, accepted restrictions on his transfer budget, and reshaped his team in a more flamboyant 4-4-2 formation. Fatefully, he also acceded to the appointment of Grant as Chelsea’s director of football.

Though some in Mourinho’s camp had Grant pinned as a ‘Mossad Spy’ from the off, the manager attempted to work with him, holding long meetings with him during the club’s staggeringly positive pre-season US tour and letting it be known that he welcomed his arrival as a buffer against Arnesen and route to Abramovich. The early-season optimism, however, swiftly evaporated.

Grant began calling individual players aside to ask them questions. ‘You look sad, why?’ ‘How do you feel in this position?’ ‘Is this the best place for you to play?’ ‘Are we using your abilities well?’ Because many of them complained about this to Mourinho, the manager decided to cut back radically on team meetings, the only one this season having been arranged for the Jewish New Year when Grant had returned to Israel.

While Grant looked on at training, Shevchenko treated it with disdain. A morose, lonely figure around the camp, he seemed to show more interest in improving his golf swing than his shooting. As the first team prepared for their final pre-season friendly against Danish side Brondby, Shevchenko declared himself unfit with a back problem. A 2-0 victory ensured the £121,000-a-week striker was not missed, but Mourinho was bemused to discover that Shevchenko’s bad back had not prevented him from enjoying a round of golf at Sunningdale that day.

The board, though, were not interested and the club’s descent continued. Other players began to realise what was happening, that the summer’s peace was a false one, that their manager had no support from the top. ‘The mentality became weaker and weaker,’ said one insider. ‘You could feel the team’s strength sapping away.’

Mourinho knew his time at Chelsea was coming to an end. At Uefa’s forum for elite coaches in Geneva a fortnight ago he allowed Premier League rivals an insight into his thinking. ‘Mourinho said he loved Chelsea and he loved English football, but thought he would not stay for long,’ said one coach. ‘One of us asked him why. He wouldn’t answer, but it was obvious something was seriously wrong.’

His next Champions League match brought the end. On Wednesday afternoon the board asked Mourinho to resign, citing his handling of Shevchenko, his attitude to authority and, crucially, his relationship with Terry as reasons why he should go. Mourinho refused to walk, and fought only to maximise his pay-off as Chelsea apparently threatened to call club employees to testify against him at any employment tribunal.

A £10.5m pay-off was agreed and the following morning Mourinho made a final trip to the training centre at Cobham to pick up his possessions and say goodbye to his squad. There was a message in each farewell. For most there was a Latin embrace and warm words of thanks. For Didier Drogba and Frank Lampard the emotions were so strong that both men were reduced to tears, Lampard retreating to the shower room in an attempt to hide his. For Shevchenko and Terry there was nothing but a handshake that, in the words of one observer, could have ‘frozen a mug of tea’. No one was in any doubt about who he considered the true captains of his team.

Out with the old, in with the new. Furious at Mourinho’s dismissal, senior players describe Grant’s appointment as ‘a disgrace’. Some at Cobham call him ‘an idiot’ and describe his coaching techniques as ‘25 years behind the times’. Abramovich pushes the Israeli around ‘without a hint of respect’.

Former academy coach Brendan Rogers has been drafted in to help out with the first team, a promotion that may not be unconnected to the one-on-one training sessions he gave Abramovich’s son. Only in Steve Clarke is there the level of football knowledge to deal with a squad full of international superstars. As the sole survivor of Mourinho’s cadre of four assistant managers, the Scotsman has an unenviable task.

But then neither he nor Grant will be picking the team. As Michael Essien discovered on Tuesday night, the new manager of Chelsea is also the owner.

That was a quality read mate thanks. Is there a book on JM's days at Chelsea? Would be a great read

 

[Rammy Blue]

excellent read that article about Jose, cheers PB.

 

[the plasterer]

the man is clearly on crack!!!, de jong "6" and fat frank and deco get "7", someone send him a facepalm!!!

 

[johnny crossan]

Conciliatory reply to my complaint from The Sunday Times

Dear Sir,

Thank you for taking the trouble to write to us. I am sorry to you found Duncan Castles' report of the Manchester City v Chelsea match so unsatisfactory.

Reading the copy you read in the paper, you are right that it is close to incomprehensible. I think this was a sub-editing failure rather than Duncan's, and can only apologise to you and agree it was not good enough. However the online version is, I think, much clearer - if not perfectly expressed.

I would point out, though, that Duncan has no special preference for Chelsea (or dislike for City) and that whatever failings his piece had they were not ones of bias. The omission of Wayne Bridge was a little unfortunate but was due to space: the City game had by far most players with a World Cup relevance, and within that context Bridge was certainly a marginal figure. Having said that, it would certainly have been better to include him. However the cut was made by a sub-editor and was nothing to do with Duncan.

I would also just add that the Sunday Times prides itself on the quality of its football reporting and writing, and would hope that you would agree that whatever failings this report contained the overall standard in our section is very high.

Once again, thanks for your interest.

With best wishes,


Matt Tench
Deputy Sports Editor
The Sunday Times
0207 782 5817
07769 886420