Column

Comment

Football

Sport

16 August 2024

6 min read

Is the Premier League too much of a good thing?

A weary look ahead to the new season.

Jonathan Rowlands

Jonathan is a theology lecturer and Liverpool FC fan.

Four footballers stand arms crossed looking expectant and confident.

Premier League.

Well, it’s the time of year again when my emotional well-being is governed by the weekly performance of Liverpool Football Club. Yes: the Premier League is back!

The start of a new season is usually abuzz with the excitement of possibilities. So many questions, so many possible outcomes. What will life look like after Jürgen Klopp? Will we win the league? Will we ever sign a defensive midfielder? This should be an exciting time for any football fan; a time of hope, of daring to believe this really is your year.

So, why does the start of the season fill me with such dread this year?

Normally as the season starts, I know when all the games are; who Liverpool are playing, where, and when. I’ve watched Liverpool’s pre-season friendlies to see if we’ve changed formation or made tactical tweaks. I’m up to date with all the players bought and sold by clubs across the league.

Not this year. This year the season has caught me completely off guard and I’m finding the prospect of yet another year of football hard to process. I was invited to join a work fantasy football league this week and, honestly, the thought of it made me want to cry.

When did the sport I love so much begin to feel like such an obligation? Why does being a football fan feel like such hard work?

I think I’m just tired of football. No, not tired. Fatigued. Exhausted.

Or, more accurately, football itself – the sport – is fatigued. As though it’s been drained of all enjoyment.

As television, rather than sport, football inevitably lives in the aftermath of the ‘HBO effect.’

There are all sorts of reasons for this. To start with one of the more obvious ones, Video Assistant Referees (VAR) have turned football into a glorified science project. It’s now a common occurrence for matches to be stopped for extended periods while three men in a portacabin miles away from the game pull out their CGI rulers. All to determine if an attacker has a toenail offside, so they can gleefully disallow a goal and congratulate themselves on a job well done. The line between ‘being right’ and ‘doing right’ is blurred more than ever as commentators bemoan the increasing gulf between ‘the laws of the game’ and ‘the spirit of the game.’

The standard and nature of refereeing in English football certainly isn’t helping my enjoyment of it. But it’s only part of a wider problem.

But there’s a truth about football that many football broadcasters and organizations don’t want to face.

Football is now primarily a televised commodity - content. Most football fans across the globe engage with the sport primarily through a screen, rather than at a stadium. As television, rather than sport, football inevitably lives in the aftermath of the ‘HBO effect.’

Prestige HBO shows like The Sopranos, The West Wing, The Wire, Game of Thrones (and countless others besides) have shaped the landscape of TV and, by extension, the culture around us. No longer confined solely to HBO, there seems to be, at any given moment, at least one TV programme you simply have to be watching if you’re going to keep up with the cultural conversation. If you’re not watching, you’re left behind.

This is the context in which football finds itself in 2024. No longer sport, but drama. And drama that begs to be discussed. A series of prompts for those sought-after ‘water-cooler moments’ that dominate conversation throughout the week. “That was never a red card!” “We were robbed!” Competitive sport boiled down and reduced to a series of controversies and talking points.

Because football is more television content than sport now, these controversies are not just discussed in the immediate context of the match in question. No, all week between games, key moments and decisions are slowed down, dissected, viewed from multiple angles, pulled apart.

I watch matches, and then watch people talk about the matches I’ve watched, until there’s another match to watch. There is simply too much football, and too much talking about football. All in service of football as television.

On top of this, the matches themselves are only becoming more frequent. This year, the Champions League will have an extra two games in the group stage.

And then there’s international football. This summer alone, there has been the Euros and the Olympics and, during breaks in the Premier League, players represent their nations in friendlies, World Cup qualifiers, and Nations’ League games (the competition literally no-one asked for).

This is to say nothing of proposals for a 39th Premier League game played abroad and an expanded Club World Cup from 2025 (again, neither of which fans seem to be clamouring for).

And all these matches are taking place within this context of football as television content. There’s not just more football, but there’s more football to talk about, more contentious refereeing decisions, more player mistakes and tactical battles to unpick.

But there’s a truth about football that many football broadcasters and organizations don’t want to face. Loads of it is really boring.

There’s no guarantee anything of actual interest will happen in any given football match. Goals in football are relatively scarce compared to other sports. Liverpool beat Manchester United 7-0 a few years ago and it was heralded as borderline divine intervention. If a rugby match finished 7-0, fans would be asking for a refund.

Authentic mundanity will always be more compelling than manufactured drama.

That’s one of the beautiful things about the beautiful game; it’s authentic. There are no pre-written storylines, and no perfect endings or twists set in stone. It’s real life. Like real life, it can often be mundane.

That should be no surprise, really. At the end of the day, football is a game we humans created to pass time and have fun. Like all sport, football is human flourishing in practice. By this I mean that, through playing sports, we get a glimpse into what it is we’ve been put here to do: to enjoy our existence. It is an expression of communal joy found in delighting in the physicality of our nature as created beings. When we take it too seriously or make too much of it, we obscure that fundamental truth to which it points, even at its most mundane. That we are creatures created to flourish and find joy in our creatureliness.

Authentic mundanity will always be more compelling than manufactured drama. In its endless pursuit to inject drama into the sport so it can compete as television, football has lost the mundanity and authenticity that makes it so compelling.

All of this has been somewhat lost in contemporary football and goes some way to explaining why the thought of yet another season of endless debates, drama, and analysis of the sport I love makes me feel rather exhausted. I just want to watch some people kick a ball.

So, what are my hopes for this Premier League season? It might sound counterintuitive, but if there was less football and less football drama in my life, that would do for me. Failing that, I’ll take a Liverpool treble.

Article

Comment

Justice

Leading

Politics

7 July 2025

5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive

Leah Brown

Leah is a campaigner for restorative practices and founder of The WayFinders Group.

Baroness Casey.

BBC.

Why do our leaders struggle so profoundly with admitting error?

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done.

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.

So, why do leaders struggle so profoundly with admitting error?

The issue is cultural and three-fold.

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate.

We then enable those responsible to evade accountability through institutional protection and legal barriers.

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ.

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust.

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust.

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation.

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.