When Carlo Ancelotti arrived in Brazil to take over the technical command of the Brazilian team, I soon thought: I want to know more about it. Much more than the titles won, who make it up to direct any team in the world.
As? By literature. In a search on the internet, I found “Carlo Ancelotti: quiet leadership” (2017), authored by Chris Brady and Mike Forde, which brings testimonials from Italian.
The narrative includes reports from the first two decades of Ancelotti as a coach, from Reggian in 1995 to Real Madrid in 2015.
For most part, Ancelotti appears in the first person, with cuts for testimonials of coaches (Alex Ferguson, already retired, Roberto Martínez), of players (Ibrahimovic, Bekcham, Maldini, Cristiano Ronaldo, still in active), his technical assistant to this day (Paul Clement).
It is 2025, however, when I finished reading, I did not judge her outdated. In general, the content shows Ancelotti’s “quiet way” to live the profession in everyday life: leadership in a multimillionaire industry (football), he teaches, primarily conquered by respect and dialogue.
The most interesting thing about the book is the stories, and I allow myself to share with you some excerpts that can help you better understand the anchelotti person-wishes to read it (purchased for $ 39.90 the ebook) and do not want spoiler, do not proceed here.
Ancelotti, 66, mentions that one of his favorite films, having seen him more than once, is the acclaimed “The Mighty Boss” (1972). Even though it is a mobster, Vito Corleone (played by Marlon Brando) is viewed by the coach as a positive example.
” [nele] A weak and introvert man or a powerful and quiet person in controlling the situation? A leader should not need to make great speeches or get into ironing or command with iron fist, but his power must be implicit. “
Vito Corleone is a leader who must be seen as a reference because he is respected by everyone: family, friends, people who work with him and even his enemies
Regarding dealing with athletes, Carletto concludes that the authoritarian and rude approach, used by several technicians, is ineffective. Players need to dedicate themselves and be committed, he says, but from persuasion.
“Two people each have a horse and need to get the animal to jump a fence. The first positions behind the horse and wears a whip to stimulate it. Second places ahead, having carrots in hand to attract the horse. The two jumped around, but if you use the whip, sometimes the horse will give a mound rather than jump.”
There were very rare times that Ancelotti lost control. When he is nervous, as reported in the book, he raises his voice and speaks of Italian, and almost no one understands. If he is suspicious, realizing something wrong, he raises his eyebrow, said Swedish Ibrahimovic, Ancelotti player for two years at PSG.
The Italian is Ancelotti’s native language, but he considers it imperative to be able to communicate properly in the language of the country he is working on. “Why would anyone want to learn the language? This is not a professional attitude.” And there is a deadline for this to happen: six months. Thus, at the end of the year Brazilians will be able to charge him a reasonable Portuguese.
Why someone wouldn’t want to learn the language [do país em que trabalha]? This is not a professional attitude
There are some fun episodes in the book, such as Ancelotti says that “he would go to war” with English players, for their enthusiasm and dedication, and others of disagreement (with stars like Welsh Gareth Bale and Brazilians Rivaldo and Marcelo), in which he tried to exercise his calm and serenity to the fullest.
Too bad that “quiet leadership” does not bring the latest years of Carletto’s odyssey – he would go a reprint. But I liked it. There are 310 pages of a pleasant, dynamic, light reading. Quiet.
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