Sunday, 29 September 2019

Who Opened the Window?

Who Opened the Window?

Opinion

Ghassan Charbel
Ghassan Charbel - Ghassan Charbel is the editor-in-chief of Asharq Al-Awsat newspaper

It isn’t everyday that a country is ruled by a strong man who has a dream for his nation. This ruler enjoys complete legitimacy and the ability to predict future changes. This ruler believes that becoming embroiled in the battle for modernity will act as a guarantee for the interests of the people and protect the country, its heritage and history. The dream transforms into a national project when it attracts people, especially the young generations that want to come to terms with this age and its scientific and technological wealth in order to provide appropriate job opportunities and promising education. The ruler breaks the wall of fear because he has confidence in his people and dream. This took place in Chin and Singapore and is taking place in Saudi Arabia. China will celebrate its national day on Tuesday. President Xi Jinping will preside over a military parade at Beijing’s Tiananmen Square. It is the same place where Mao Zedong stood 70 years ago to announce the establishment of the People's Republic of China. The world would not have batted an eyelid had the country been full of poor people or been begging for aid. But today we are talking about the world’s second largest economy and the belief in the imminent rise of the Chinese age. We can understand the Chinese authorities’ need to remind the world of its military might. A new world is taking shape and China is currently engaged in a trade war with the United States, the world’s greatest power. More important, however, than missiles and tanks is the message that the Chinese dream is ongoing and so is its massive global economic onslaught in the shape of its Belt and Road initiative. Tomorrow’s celebration is also significant because China is currently ruled by the strongest ruler since Mao as Xi is now allowed by the constitution to remain in power indefinitely. The truth is Xi would not have reaped such power if it were not for Deng Xiaoping, who left his mark on China’s future when he kicked off a massive transformation that paved the way for prosperity, while maintaining stability. Deng deviated from Mao’s path. He may have preserved the great leader’s mausoleum, but he took the decision to reconcile with the times. He made the choice to become part of the world and progress away from stiff ideology and policies. Deng did not burn the Red Book, but he steered the country towards a market economy, technological progress, competition and openness to others. Deng’s journey was not at all easy. Major transformations strike major fears. He had to persuade the majority and confront the old guard, who were still clinging on to Mao from beyond the grave. He had to assure those who feared that opening the window would pave the way for collapse, not change. He had to change mentalities and methods. He had to respond to doubters with achievements and let the numbers confirm the fulfillment of dreams, especially since major transformations always bring about the danger of errors and setbacks. Had Deng only ruled to maintain continuity and stability, China would not be where it is today and Xi would not be able to address the world tomorrow in his capacity as a major player. Major transformations demand exceptional figures. Deng is the man who opened the window. Another similar pioneering experience was witnessed in Singapore. The small island could have been mired in poverty and ethnic tensions. But Lee Kuan Yew was no ordinary prime minister. He had a piercing vision and iron will when he assumed his post. When he came to power at the age of 35, he ruled over a poor country devoid of hope. He realized that changing the fate of his country demands difficult, bold and sometimes painful decisions. Shaping the future cannot be achieved without introducing the dream of modernity into homes, schools and the people’s daily lives. The transformation needs a plan, stages, patience and amendments. Lee Kuan Yew kicked off the project, waging a relentless war against corruption and bureaucracy. He opened the door to foreign investors and provided the necessary legal environment. He was extremely keen on preserving stability as without it, everything would fall apart. When he later recalled his journey, he said that countries are built on education. He explained that he came to power in a poor country and showed more attention to the economy than politics. He focused on education, built schools and universities, sent students abroad to learn and then used their experience to develop Singapore. The project ended with a prosperous and stable Singapore. The island transformed into a global modern financial hub. Lee Kuan Yew was the man who opened the window. After the experience in China and Singapore, we are now witnessing a unique one in an Arab and Islamic country. It is the major transformation taking place in Saudi Arabia. Vision 2030 is no longer the dream dreamed by Crown Prince Mohammed bin Salman alone and with encouragement of Custodian of the Two Holy Mosques King Salman bin Abdulaziz. It is now a comprehensive Saudi dream. It has seeped into every home, school and university. Whoever visits the country would not be exaggerating in saying that he was visiting a new Saudi Arabia. It is a Saudi Arabia that adheres to its principles and beliefs, but also realizes the importance of joining the battle for modernity. It is a Saudi Arabia that is confident of its ability to open up to the world and partner with it in building the future. Experience has shown that awakening hope in the regular citizen is a form of enrichment that is added to a country’s already existing wealth. They hope that the coming days will be better in providing job opportunities, education and living conditions and empowering women. This is no easy feat in a region where despair eats away at the people and incompetence paralyzes governments. Within this context, we can understand the march towards modernization and reform, diversifying sources of income for the post-oil period, attracting investments, combating corruption and bureaucracy and investing in local wealth and tourism. This is a solid project that is forging forward undeterred by attempts to obstruct it, the last of which was the attack against the Aramco oil facilities. Perhaps maintaining the project according to plan is the best response to increasingly hostile anti-Saudi policies that stem from concerns that the country will become a major modern economic power to add to is significant Arab, Islamic and international standing. The transformation and success in Saudi Arabia may become an example and inspire others. Mohammed bin Salman is the man who opened the window.



from Asharq AL-awsat https://aawsat.com/english/home/article/1924876/ghassan-charbel/who-opened-window

Syrian Regime Approves Return of New Wave of Qusayr Residents

Syrian Regime Approves Return of New Wave of Qusayr Residents

Arab World

Damascus - Asharq Al-Awsat
In this file photo taken on June 5, 2014, a man rides a bicycle through a devastated part of Homs, Syria.(Dusan Vranic / Associated Press)

The Syrian regime’s security agencies approved on Sunday the return of a new wave of Syrian refugees from Qusayr in Homs province. Media activist and journalist Ahmad al-Qaseer, who is following the conditions of Syrian refugees in Lebanon, wrote on his Facebook page that the regime agreed for the return of 1,200 families to Qusayr in two batches. The first group would include 790 families or 3,594 persons and the second would be made up of 410 families, whose names is expected to be issued on Wednesday, he said. Syria's military retook Qusayr, a strategic town near Lebanon's border, in June 2013 after a blistering assault led by Hezbollah fighters. People from Qusayr told Asharq Al-Awsat that most residents had applied for a demand to return to their town. “Around 1,000 people were granted the permit in July, while two days ago, Syrian security bodies offered permits for more than 3,500 others,” they said. Sources explained that most of these refugees had left Qusayr between 2011 and 2012 to Homs, east and west Qalamoun, Hasya’, Shansar and Jandar in the countryside of Homs. According to the sources, only a small number of refugees, mostly public servants, were allowed to return to the area in the past years. As for families who had left Qusayr to Lebanon, the sources estimate their numbers to be in the tens of thousands, mostly living in camps under dire economic and social conditions. Despite their requests, Qusayr residents displaced to Lebanon, have so far been denied to return. “Not more than 170,000 Syrian refugees have returned home from Lebanon, which hosts around one million refugees,” the sources explained, adding that none had returned to Qusayr, which lies around 10 kilometers from the Lebanese border.



from Asharq AL-awsat https://aawsat.com/english/home/article/1924841/syrian-regime-approves-return-new-wave-qusayr-residents

Abdul Mahdi Says he Reassured Riyadh that Iraq Won’t be Launchpad for Attacks on Kingdom

Abdul Mahdi Says he Reassured Riyadh that Iraq Won’t be Launchpad for Attacks on Kingdom

Gulf

Baghdad - Hamza Mustafa
Iraqi Prime Minister Adel Abdul Mahdi

Iraqi Prime Minister Adel Abdul Mahdi described on Sunday his country’s relations with Saudi Arabia as strong and coherent, revealing that during his last visit to the Kingdom, Custodian of the Two Holy Mosques King Salman bin Abdulaziz and Crown Prince Mohammed bin Salman expressed full understanding with his mission to promote calm in the region. “I held honest, deep and bold talks with King Salman and the Crown Prince,” the Iraqi PM said in a brief interview with Asharq Al-Awsat. Abdul Mahdi said he discussed with the Saudi leadership an array of issues mainly US-Iranian escalation, in addition to the situation in Yemen. He said Iraq and Saudi Arabia agreed on the importance of calm in the region. “All parties recognize the important role that Baghdad plays in that regard,” Abdul Mahdi said, adding that Saudi Arabia presented a comprehensive and clear vision concerning the latest developments in the region. “In general, there are encouraging signs on truce,” he said. Commenting on the September 14 attacks on Saudi Aramco's oil facilities, the Iraqi PM said that the Kingdom hasn’t accused Iraq in targeting the Abqaiq plant and Khurais oilfield. “On the contrary, we were thanked by Saudi Arabia when I explained to the Kingdom’s leadership our position,” he said. Abdul Mahdi told Asharq Al-Awsat that he made ample assurances that Iraq would not be a launchpad for any target on Saudi territories. “Finding a solution to the Yemeni crisis is key to solving the regional crisis,” the Iraqi PM stated.



from Asharq AL-awsat https://aawsat.com/english/home/article/1924831/abdul-mahdi-says-he-reassured-riyadh-iraq-won%E2%80%99t-be-launchpad-attacks-kingdom

Saudi KSrelief Continues Humanitarian Mission in Lebanon

Saudi KSrelief Continues Humanitarian Mission in Lebanon

Arab World

Asharq Al-Awsat
Saudi KSrelief Continues Humanitarian Mission in Lebanon

King Salman Humanitarian Aid and Relief Center (KSRelief), in collaboration with the "White Hands" charity organization, continues to distribute 40,000 loaves of bread daily in northern Lebanon. This aid comes to support the families of orphans and Syrian, Lebanese and Palestinian needy people in northern Lebanon, as part of the Al-Amal (Hope) Bakery program. The Riyadh-based center also continues to implement its project to support the food needs of the poorest Lebanese families in cooperation with the High Relief Commission. The project has seen the distribution of 540 food baskets for families in the province of Akkar, the Saudi Press Agency reported. This comes within the framework of Saudi Arabia's continuous support for the brotherly Lebanese people in various fields.



from Asharq AL-awsat https://aawsat.com/english/home/article/1924816/saudi-ksrelief-continues-humanitarian-mission-lebanon

Reconstruction Makes Slow Start in Aleppo

Reconstruction Makes Slow Start in Aleppo

Features

Asharq Al-Awsat
A picture taken during a guided tour with the Russian army shows buildings in Aleppo on September 27, 2019. (Photo by Maxime POPOV / AFP)

Among the destroyed buildings of Syria's Aleppo, a battered sign between two army checkpoints welcomes visitors to an area earmarked to become a beacon of post-war reconstruction. "The industrial city of Aleppo thanks you for your visit," it reads, according to Agence France Presse. Once the country's powerhouse, Aleppo was devastated by Syria's ongoing civil war before Russia-backed regime forces expelled the last opposition fighters in late 2016 after a devastating siege. As some of the city is slowly rebuilt, the Russian army this week showed reporters around, as Moscow seeks to highlight its role in reconstruction of the war-torn country. Several factories have reopened in the almost three years since the fighting ended in Aleppo, large parts of which were flattened. At Katerji Engineering and Mechanical Industries, 1,000 people are employed in metalworking jobs. About a fifth of the workers recently returned to Aleppo. "We started work again a year ago and today we have four operational warehouses," said Salah Mitar, the engineer in charge. "We hope to expand to 11 by 2020," he told AFP, as employees bustled around him in one huge warehouse. But Mitar said international sanctions against Bashar al-Assad's government and associated businessmen meant the factory cannot import sophisticated machinery. The two main shareholders of Katerji Engineering and Mechanical Industries -- Hussam and Baraa Katerji -- are targeted by European Union and US sanctions respectively. The factory was under opposition control until Aleppo's recapture and production ground to a halt during fighting.  For the past eight months since the factory re-opened, employee Khaled said he had received a good salary. But "very high prices in town" still make life difficult for him and his family, said the 38-year-old father of five. After fuel shortages the regime blames on sanctions, the value of the Syrian pound fell to its lowest level ever on the black market earlier this month. Aleppo's UNESCO-listed historic center and its centuries-old covered markets are also returning to life. The frontline once ran through the old souqs, but today large parts of the historical trading center have been restored. Workers still shovel rubble in some alleys, as coffee shops and stalls -- most still empty -- prepare to receive merchandise. Among them, 59-year-old Abdel Rahman Mahmud could not wait to see shoppers back in his two-decade-old shop, where he will resume selling soap and spice. "Customers will return. I'm sure of it. We just need to wait a bit," said the trader, who lost a son in the war. But, Mahmud said, "our lives have changed a lot these past few years. Things are a lot better -- we have electricity, water."



from Asharq AL-awsat https://aawsat.com/english/home/article/1924811/reconstruction-makes-slow-start-aleppo

Diego Simeone: 'If I Want Something I Go After It AD Nauseam'

Diego Simeone: 'If I Want Something I Go After It AD Nauseam'

Sports

London - The Guardian
Diego Simeone at the Vicente Calderón stadium in Madrid in 2017. Photograph: Óscar del Pozo/AFP/Getty Images

My youngest son, Giuliano, dipped his croissant in his milk, took a bite and looked up at me. “But Dad, if you do well, you won’t come back.” I remember that day so well. It was the one that brought the phone call that changed everything. The call from Atlético Madrid, saying they wanted to speak to me. The one about me becoming manager of the club. At the time, I was in Mar del Plata – a beach town in Argentina – to spend a few days with Giuliano. He was just eight years old, and we were sitting in a bar with our croissants and coffee (for me, milk for him), when I told him: “Look, a chance has come to go to Atlético Madrid, and I don’t know what to do.” Giuliano thought about it. “Are you going to manage Falcao? Are you going to play against Messi? Against Ronaldo?” The kid was saying all this to me. And I would say yes. And, in between dipping the croissant in the milk, he said those words: “Dad, if you do well, you won’t come back.” There are two sides to that, of course. On the one hand it’s lucky, because I want to do well. But on the other hand it’s unlucky, because I don’t get to see my kids growing up. I was 27 or 28 years old when I really decided I would become a manager. I would go home from training at Lazio, grab a folder and pretend I was taking a training session. You know the way kids imagine things, when they are playing? I would do the same as an adult, playing at being a manager. I used my team and pictured myself taking parts of training. I imagined the next match and planned out everything I needed. By the end of the day I’d be surrounded by sheets of paper, each one covered with drawings or notes. I liked to write everything down. Doing all of these things started to generate a lot of enthusiasm in me. As a coach, the greatest passion you can have is for improving players. Of course, becoming champions is something we all want, but I think that the best “championship” for a manager is to see players like Koke, Lucas Hernandez, Ángel Correa – lads who have come up from all the way down in the lower divisions – become professionals of a high standard. When the time came to stop playing and start being a manager, I was back home in Argentina, where I finished my playing career at Racing Club. The first time they offered me the manager’s job, I understood that I should say no. The second time? The same. At the third time of asking, I said yes. The team was in very bad shape, I knew that. But I also knew the players, because I’d had them as teammates and I believed that we could do a good job. That belief was tested immediately. Sitting on the bench for the first time is the most difficult thing a manager can go through. For me, it took a while to get any easier. We lost our first three games. We didn’t even score a goal. People at Racing were very nervous. There were a lot of problems – a lot of experiences that we had to overcome – but going through that gave us strength. It gave us more reassurance in what we believed. If there is one thing I am, it is very hard-headed. If I want something, I go after it – and I go after it ad nauseum. This brings me back to Atlético Madrid. When I left the club in 2005, it was as a player who was not participating much within the team. And one who knew very well that my presence there wasn’t working, because it didn’t give the manager peace of mind. Why? Because of the name you have as you get older – and the effect that has on journalists, the fans and the whole situation surrounding that. But from the moment I left Madrid, I started preparing my return. I knew I was going to end my playing career in Argentina and that I would start to manage there. But, somehow, I also knew the opportunity would come up to manage Atlético Madrid at a difficult time, so I got ready for that. When it happened, I didn’t think too much about what I would say in my first meeting with the players. I have never been someone who prepares in great detail what I’m going to say – I try to be spontaneous. To speak as I feel. I knew I had an advantage. For five and a half years, I’d been a player here. I knew the kitmen, the employees, the president, the Vicente Calderón seats, the people sitting in them… all that knowledge gave me the chance to head directly towards what they wanted. The people of Atlético always wanted a competitive team. A team that was strong in defence. A team that would play on the counter-attack and be a nuisance for the super-powerful sides. My objective was focused on that. When I arrived, the players were not going through a positive time – they were 10th in La Liga and had been knocked out of the Copa del Rey by Albacete – but I believed they could give people what they needed. There was a very strong connection between the people and the players. And so, as always happens in this sport, the people get swallowed up by this passion. That’s football. The real starting point came five months after I arrived. Winning our first Europa League title together was the beginning of a new, important cycle. A cycle that meant we were committed. One that allowed us to see the facts clearly. Without a doubt, that Europa League was the beginning for this group – a group that, right from the start, knew what it wanted: to fight against the greatest. To win the league in Spain competing with Real Madrid and Barcelona is almost impossible. Throughout that decade, those two teams had been a tremendous force, with unbelievable players. But with hard work, continuity and perseverance as well as great players – because, without great players, you couldn’t achieve what we have – we made the almost impossible, possible. How? Day by day, we kept believing in what we were doing. And in my second full season as manager, we got our chance. We saw that one of those two teams – Real Madrid – had gone off course a little. So we went for the one that was left: Barcelona. On the final day of the season, we went to the Camp Nou needing at least one point to win the title. Needing to impose ourselves on their pitch. Needing to do something that is almost impossible. After the final whistle, together with Germán Burgos, my assistant, I started to laugh. We knew we could win the title but, when it was confirmed, the first thing I felt was joy. And after that? It’s difficult to really explain it. It’s a whole mixture of feelings. Diego Simeone in 2008, when he was managing River Plate in Argentina. Photograph: Julian Finney/Getty Images That season is one that will surely be remembered in Spanish football history. But in football, it’s impossible to really stop and think and enjoy it, because while you’re sleeping, someone else is working. Sometimes we wonder if it’s possible, taking account of the different time zones, to work 24 hours a day: one working here and another there so nobody is sleeping. Because football is a tough marketplace. We don’t have the options of the super-powerful. So, we have to try and be creative, keeping in mind what we need to make the team better and which pieces of the team we are developing. Year on year, we add to it. That means we have to work a lot and have no failures when it comes to signing players. If that sounds tiring, I have to say it is. When one prays and is close to one’s thoughts, the only thing I ask for is energy. I ask for the energy to remain calm and to communicate what I feel. That’s the hardest thing to sustain, because from one day to the next it can just switch off. You can see some influences from my career as a footballer in the way that I am as a manager. No doubt there are shades of Italy and Spain brought together in a manager who a lot of people say is defensive. But really, playing and managing are two different lives. When you are a footballer, aside from knowing about the needs of the team, you think of yourself. As a manager, it’s the opposite. You have to see everything. You have to try to make everything good, minimise your rivals’ strengths and enhance your own. Above all, you have to be strong because, throughout the season, there are a lot of times when you must come out with the right words at the right time so the players can follow you. To find those right words, you must have an open mind. I listen a lot. I ask a lot. And then, well, I end up doing what I think is best for everyone. It’s no different to what I did in that bar in Mar del Plata when I told Giuliano: “I don’t know what to do.” Seven years later, I have to say that Atlético is my life – I have 13 years of history linked to one club. Thirteen years of history doing the almost impossible. The Guardian Sport



from Asharq AL-awsat https://aawsat.com/english/home/article/1924796/diego-simeone-if-i-want-something-i-go-after-it-ad-nauseam

Diego Simeone: 'If I Want Something I Go After It AD Nauseam'

Diego Simeone: 'If I Want Something I Go After It AD Nauseam'

Sports

London - The Guardian
Diego Simeone at the Vicente Calderón stadium in Madrid in 2017. Photograph: Óscar del Pozo/AFP/Getty Images

My youngest son, Giuliano, dipped his croissant in his milk, took a bite and looked up at me. “But Dad, if you do well, you won’t come back.” I remember that day so well. It was the one that brought the phone call that changed everything. The call from Atlético Madrid, saying they wanted to speak to me. The one about me becoming manager of the club. At the time, I was in Mar del Plata – a beach town in Argentina – to spend a few days with Giuliano. He was just eight years old, and we were sitting in a bar with our croissants and coffee (for me, milk for him), when I told him: “Look, a chance has come to go to Atlético Madrid, and I don’t know what to do.” Giuliano thought about it. “Are you going to manage Falcao? Are you going to play against Messi? Against Ronaldo?” The kid was saying all this to me. And I would say yes. And, in between dipping the croissant in the milk, he said those words: “Dad, if you do well, you won’t come back.” There are two sides to that, of course. On the one hand it’s lucky, because I want to do well. But on the other hand it’s unlucky, because I don’t get to see my kids growing up. I was 27 or 28 years old when I really decided I would become a manager. I would go home from training at Lazio, grab a folder and pretend I was taking a training session. You know the way kids imagine things, when they are playing? I would do the same as an adult, playing at being a manager. I used my team and pictured myself taking parts of training. I imagined the next match and planned out everything I needed. By the end of the day I’d be surrounded by sheets of paper, each one covered with drawings or notes. I liked to write everything down. Doing all of these things started to generate a lot of enthusiasm in me. As a coach, the greatest passion you can have is for improving players. Of course, becoming champions is something we all want, but I think that the best “championship” for a manager is to see players like Koke, Lucas Hernandez, Ángel Correa – lads who have come up from all the way down in the lower divisions – become professionals of a high standard. When the time came to stop playing and start being a manager, I was back home in Argentina, where I finished my playing career at Racing Club. The first time they offered me the manager’s job, I understood that I should say no. The second time? The same. At the third time of asking, I said yes. The team was in very bad shape, I knew that. But I also knew the players, because I’d had them as teammates and I believed that we could do a good job. That belief was tested immediately. Sitting on the bench for the first time is the most difficult thing a manager can go through. For me, it took a while to get any easier. We lost our first three games. We didn’t even score a goal. People at Racing were very nervous. There were a lot of problems – a lot of experiences that we had to overcome – but going through that gave us strength. It gave us more reassurance in what we believed. If there is one thing I am, it is very hard-headed. If I want something, I go after it – and I go after it ad nauseum. This brings me back to Atlético Madrid. When I left the club in 2005, it was as a player who was not participating much within the team. And one who knew very well that my presence there wasn’t working, because it didn’t give the manager peace of mind. Why? Because of the name you have as you get older – and the effect that has on journalists, the fans and the whole situation surrounding that. But from the moment I left Madrid, I started preparing my return. I knew I was going to end my playing career in Argentina and that I would start to manage there. But, somehow, I also knew the opportunity would come up to manage Atlético Madrid at a difficult time, so I got ready for that. When it happened, I didn’t think too much about what I would say in my first meeting with the players. I have never been someone who prepares in great detail what I’m going to say – I try to be spontaneous. To speak as I feel. I knew I had an advantage. For five and a half years, I’d been a player here. I knew the kitmen, the employees, the president, the Vicente Calderón seats, the people sitting in them… all that knowledge gave me the chance to head directly towards what they wanted. The people of Atlético always wanted a competitive team. A team that was strong in defence. A team that would play on the counter-attack and be a nuisance for the super-powerful sides. My objective was focused on that. When I arrived, the players were not going through a positive time – they were 10th in La Liga and had been knocked out of the Copa del Rey by Albacete – but I believed they could give people what they needed. There was a very strong connection between the people and the players. And so, as always happens in this sport, the people get swallowed up by this passion. That’s football. The real starting point came five months after I arrived. Winning our first Europa League title together was the beginning of a new, important cycle. A cycle that meant we were committed. One that allowed us to see the facts clearly. Without a doubt, that Europa League was the beginning for this group – a group that, right from the start, knew what it wanted: to fight against the greatest. To win the league in Spain competing with Real Madrid and Barcelona is almost impossible. Throughout that decade, those two teams had been a tremendous force, with unbelievable players. But with hard work, continuity and perseverance as well as great players – because, without great players, you couldn’t achieve what we have – we made the almost impossible, possible. How? Day by day, we kept believing in what we were doing. And in my second full season as manager, we got our chance. We saw that one of those two teams – Real Madrid – had gone off course a little. So we went for the one that was left: Barcelona. On the final day of the season, we went to the Camp Nou needing at least one point to win the title. Needing to impose ourselves on their pitch. Needing to do something that is almost impossible. After the final whistle, together with Germán Burgos, my assistant, I started to laugh. We knew we could win the title but, when it was confirmed, the first thing I felt was joy. And after that? It’s difficult to really explain it. It’s a whole mixture of feelings. Diego Simeone in 2008, when he was managing River Plate in Argentina. Photograph: Julian Finney/Getty Images That season is one that will surely be remembered in Spanish football history. But in football, it’s impossible to really stop and think and enjoy it, because while you’re sleeping, someone else is working. Sometimes we wonder if it’s possible, taking account of the different time zones, to work 24 hours a day: one working here and another there so nobody is sleeping. Because football is a tough marketplace. We don’t have the options of the super-powerful. So, we have to try and be creative, keeping in mind what we need to make the team better and which pieces of the team we are developing. Year on year, we add to it. That means we have to work a lot and have no failures when it comes to signing players. If that sounds tiring, I have to say it is. When one prays and is close to one’s thoughts, the only thing I ask for is energy. I ask for the energy to remain calm and to communicate what I feel. That’s the hardest thing to sustain, because from one day to the next it can just switch off. You can see some influences from my career as a footballer in the way that I am as a manager. No doubt there are shades of Italy and Spain brought together in a manager who a lot of people say is defensive. But really, playing and managing are two different lives. When you are a footballer, aside from knowing about the needs of the team, you think of yourself. As a manager, it’s the opposite. You have to see everything. You have to try to make everything good, minimise your rivals’ strengths and enhance your own. Above all, you have to be strong because, throughout the season, there are a lot of times when you must come out with the right words at the right time so the players can follow you. To find those right words, you must have an open mind. I listen a lot. I ask a lot. And then, well, I end up doing what I think is best for everyone. It’s no different to what I did in that bar in Mar del Plata when I told Giuliano: “I don’t know what to do.” Seven years later, I have to say that Atlético is my life – I have 13 years of history linked to one club. Thirteen years of history doing the almost impossible. The Guardian Sport



from Asharq AL-awsat https://aawsat.com/english/home/article/1924791/diego-simeone-if-i-want-something-i-go-after-it-ad-nauseam