By Martin Graham
The expression “losing the dressing room” has become a familiar part of football language, often surfacing when a coach’s position is under threat. The recent departures of Thomas Frank at Tottenham Hotspur and Sean Dyche after 114 days at Nottingham Forest were both linked to reports of unrest behind the scenes and doubts about their leadership.
Former England midfielder Danny Murphy describes the term as a situation where a significant section of the squad begins to doubt the manager’s competence. According to him, this usually emerges during poor runs of form, when defeats pile up and scrutiny intensifies.
At that point, almost every element of the manager’s approach can come under review — team choices, tactical direction, training routines and even time off. Murphy explained that conversations often begin in small groups before spreading more widely across the squad.
Chris Sutton, who won the Premier League with Blackburn, says the issue arises when players stop truly absorbing the manager’s message. Whether the friction stems from strategy or personality clashes, he noted that footballers can be fickle and that dressing rooms tend to be harmonious when results are positive. When victories disappear, blame often follows.
How discontent develops
Murphy pointed to his time at Fulham under Lawrie Sanchez as an example of how doubts can grow. Sanchez favoured a direct, long-ball style, despite having technically gifted players at his disposal. Even those selected in the starting line-up questioned the direction.
As losses accumulated, scepticism deepened. Murphy recalled that uncertainty could carry onto the pitch, affecting confidence and ultimately performance levels. While there was no organised attempt to remove the manager, belief in the project began to erode.
Sanchez had previously achieved success using that method, keeping Fulham in the Premier League and enjoying spells with Wycombe Wanderers, Northern Ireland and Wimbledon. However, Murphy suggested that a reluctance to adapt, even experimentally, contributed to the breakdown.
In Dyche’s case at Nottingham Forest, sources indicated he struggled to connect with certain players, who challenged his emphasis on physicality and tactical approach. After a defeat at Leeds United, squad members were consulted and did not fully endorse him.
Murphy believes every coach is given an opportunity at the outset but warned that momentum can shift rapidly — sometimes within three or four matches. Once a majority becomes unconvinced, unity can fracture, especially if opinions within the squad are divided.
Can trust be restored?
Results remain the most direct remedy. When performances improve and victories return, scepticism can fade. Murphy cited Gerard Houllier’s early period at Liverpool, when strict discipline initially prompted resistance among players.
Over time, however, improved outcomes validated Houllier’s methods. Liverpool went on to secure the UEFA Cup, FA Cup and League Cup in 2001, adding another League Cup in 2003. Murphy credited not only the results but also Houllier’s willingness to listen and adjust.
The modern landscape also features discussions about player influence. Sutton argued that authority appears to have shifted towards footballers, suggesting that owners and players now have closer lines of communication. He highlighted Dyche’s direct criticism of fringe players after an FA Cup defeat at Wrexham and Thomas Frank’s delicate handling of Tottenham captain Cristian Romero following a costly red card at Manchester United.
As for whether a coach can truly regain control once trust is lost, Sutton was doubtful, saying that once belief disappears, it is extremely difficult to recover. Murphy agreed that it can happen but described it as uncommon — the exception rather than the norm.
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