In the English Football League (EFL), the debate over where managerial talent truly flourishes often centres around League One and League Two.
While both tiers provide fertile ground for emerging coaches, they differ in terms of expectations, budgets, and the calibre of competition. But which division provides the most robust pathway to long-term managerial success? This article explores the characteristics, challenges, and success stories of managers from both leagues to determine which platform better prepares coaches for the upper echelons of English football.
Managerial Development in League One
Key Characteristics of League One Managers
League One sits just below the Championship and often features clubs with significant fan bases, historic pedigree, and the ambition of a return to the second tier. As such, managerial appointments in this league are typically more high-profile than in League Two. Clubs often demand short-term results and a clear strategy for promotion, meaning managers must balance tactical innovation with the ability to handle pressure.
League One managers are usually more experienced than their League Two counterparts, often including former Championship bosses or promising coaches stepping up from the fourth tier. Tactical flexibility, media handling, and man-management are essential qualities. Managers must also deal with deeper squads, more robust scouting networks, and greater scrutiny from fans and owners alike.
Success Stories: Prominent Managers from League One
A number of current top-level managers cut their teeth in League One, using the division as a springboard to success higher up the pyramid. Michael Duff guided Barnsley to the 2023 League One play-off final before moving to Swansea City, while Kieran McKenna’s transformation of Ipswich Town between 2021 and 2023—from mid-table obscurity to Championship promotion—made him one of the brightest managerial talents in the country.
Similarly, Ryan Lowe impressed with Plymouth Argyle before taking over at Preston North End, showing that League One provides a proving ground not just for tactical acumen but for building long-term projects. The expectation of attractive football combined with results makes League One a litmus test for managerial readiness.
Case Study: Ruben Selles’ Journey
Ruben Selles’ rise to English football prominence began in a less conventional fashion. Born in Valencia, Spain, in 1983, Selles spent much of his early coaching career in youth and assistant roles across Europe, including spells in Greece, Russia, Azerbaijan, and Denmark. His big break came in the Premier League, where he joined Southampton as first team lead coach in 2022 under Ralph Hasenhüttl.
Following the dismissal of Nathan Jones, Selles was appointed interim manager of Southampton in February 2023 and then given the job until the end of the season. Despite being unable to prevent relegation, his composed touchline demeanour and modern tactical ideas caught the attention of clubs in the English lower leagues.
In June 2023, he took charge of Reading, who had just been relegated to League One. Faced with financial constraints and a points deduction that plunged the club into further turmoil, Selles brought a continental flavour to the Royals’ setup. Emphasising possession-based football, structured pressing, and youth integration, he was widely praised for maintaining competitiveness in extremely difficult circumstances. He has since moved to Hull, kept them up, and is now at Sheffield United.
Selles’ journey demonstrates how League One can serve not only as a proving ground for homegrown managers but also as an entry point for internationally experienced coaches looking to adapt to the demands of English football. His case highlights the division’s growing diversity and openness to tactical innovation—an encouraging sign for future managerial prospects.
Managerial Development in League Two
Key Characteristics of League Two Managers
League Two represents the foundation of professional football in the EFL, and its managers often operate in uniquely challenging environments. The majority must juggle tactical planning with budget control, recruitment, and even hands-on training ground duties, due to the smaller backroom teams common at this level. While the footballing philosophies may vary, most successful managers in the fourth tier share a strong emphasis on man-management, pragmatism, and adaptability.
Many League Two bosses are either in the early stages of their managerial careers or are lower-league specialists with a deep understanding of the domestic football pyramid. The unpredictability of the league—where promotion-chasing sides can easily be upended by those near the bottom—requires a thick skin, a flexible mindset, and the ability to grind out results in high-pressure situations.
League Two also serves as a key stepping stone for managers who have worked in non-league football or in academy systems. It’s a testing ground that rewards resilience and rewards those who can manage adversity as much as those who offer tactical brilliance.
Success Stories: Prominent Managers from League Two
Several high-profile managers have used League Two as the launchpad for distinguished coaching careers. Danny Cowley, for instance, made the leap from non-league to Lincoln City and guided them to a National League title in 2016–17, followed by a League Two title two seasons later. His success attracted interest from Championship clubs, leading to a spell at Huddersfield Town.
Richie Wellens also demonstrated the opportunities available, guiding Swindon Town to the League Two title in 2019–20 and then winning promotion with Leyton Orient in 2022–23. Similarly, Gareth Ainsworth’s work at Wycombe Wanderers began in League Two, laying the groundwork for eventual promotion to the Championship and establishing his credentials as a long-serving, loyal club man.
Case Study: Matt Taylor’s Journey
Matt Taylor offers a prime example of a manager whose career blossomed in League Two. A former centre-half, Taylor took his first major managerial job at Exeter City in 2018 following the departure of Paul Tisdale. Although he had no prior managerial experience, his knowledge of the club—having previously captained Exeter during his playing career—made him a popular appointment.
In his four full seasons in charge, Taylor steadily rebuilt the squad and implemented an attacking, youth-driven philosophy. His efforts culminated in the 2021–22 season, when Exeter City finished second in League Two and secured automatic promotion. Notably, his side featured several academy graduates, reflecting his commitment to player development.
Taylor’s success at Exeter led to a move to Rotherham United in the Championship in October 2022. Though he was later dismissed in November 2023, his rapid progression from League Two to the second tier within five years shows how the fourth division can act as a platform for growth. His calm leadership and emphasis on continuity and development marked him out as a modern manager shaped by League Two realities.
Comparative Analysis: League One vs. League Two Managers
Management Styles and Strategies
While both League One and League Two managers face pressure to deliver results, their approaches to doing so often differ due to the calibre of opposition, available resources, and boardroom expectations. League One managers are increasingly expected to implement recognisable playing philosophies—whether that’s a high pressing system, a possession-based game, or quick transitional football. Clubs in the third tier frequently demand a defined style as part of a broader project, especially for those aiming to reach the Championship.
By contrast, League Two managers are typically focused more on functionality. Direct styles of play, set-piece effectiveness, and defensive solidity tend to dominate, particularly for teams in the bottom half. Tactical flexibility is certainly present, but stylistic ambition often gives way to pragmatism due to financial and squad limitations. It’s not uncommon to see managers shift between formations based on player availability, pitch conditions, and opposition quality.
In short, League One encourages and at times demands identity; League Two rewards survivalist instincts and adaptability.
Challenges and Opportunities in Each League
The challenge of expectation is central to the difference between the two tiers. League One clubs like Derby County, Portsmouth, and Charlton Athletic carry large followings and significant histories, creating high-pressure environments for their managers. There’s often a narrow margin for error—failure to compete for promotion can quickly lead to managerial change. The upside, however, is visibility. Success in League One often puts a manager on the radar for Championship jobs, or even Premier League roles for exceptional performers.
In League Two, the challenges are more logistical than reputational. Smaller coaching teams, limited facilities, and lower budgets demand creative thinking. Travel is gruelling, squad sizes are tight, and transfer business often hinges on free agents and loan deals. Yet this environment also allows for rapid learning. The lack of expectation at some clubs offers a valuable developmental runway for new coaches to learn from mistakes without the same scrutiny as higher levels.
Opportunities in League Two tend to come in the form of building something from the ground up—be it an academy-driven squad, a strong team culture, or even guiding a club into the EFL from non-league and then upward. For example, managers like Dave Challinor and Paul Hurst have excelled in these conditions.
Ultimately, the key distinction lies in what success looks like. In League One, it’s often defined by style and promotion potential. In League Two, it’s about resource maximisation, stability, and sometimes merely survival. Both leagues present fertile ground for different types of managers, and both have proven capable of producing talent that can climb the footballing ladder.
Financial Impacts on Managerial Success
Budget Constraints and Opportunities
One of the most defining differences between League One and League Two is the financial landscape managers must navigate. In League One, while clubs still operate on modest budgets compared to the Championship, the financial gulf between clubs can be stark. Teams like Bolton Wanderers or Derby County can offer more lucrative contracts and invest in infrastructure, while smaller clubs in the same division may struggle to compete even for free agents. Managers must therefore not only be tactically astute but also financially shrewd, often working with directors of football or recruitment analysts to find value in the transfer market.
In League Two, the constraints are even tighter. Wages are lower, scouting networks are limited, and training facilities are often shared or basic. Many clubs are reliant on loan deals from higher divisions, and player churn is typically high. For managers, this can be both a curse and a blessing. The lack of financial muscle can limit ambition, but it also forces creativity. Those who excel in identifying underused talent or developing youth are more likely to succeed.
Interestingly, the financial limitations in League Two often cultivate versatile managers who are comfortable operating outside their comfort zone, dealing with everything from player negotiations to logistical planning. This grounding can serve them well in the future—especially if they progress into roles at higher levels with more complex budgets and staffing.
Influence of Financial Fair Play
The introduction and enforcement of Financial Fair Play (FFP) regulations have added another layer of complexity to managerial roles in both League One and League Two. These rules, designed to encourage clubs to spend within their means, limit the amount teams can lose in a season, particularly in relation to their turnover.
For managers, this means that squad planning must align with not only tactical needs but also financial compliance. In League One, where clubs often aim for promotion with aggressive transfer policies, FFP can restrict spending on transfers and wages, especially for clubs with declining attendances or limited commercial income. This places greater emphasis on developing academy players and utilising the loan market effectively—areas where managers must now demonstrate not just coaching skill but financial awareness.
In League Two, FFP plays a subtler role, as most clubs already operate on tight budgets. However, it still means that reckless spending—even with the aim of gaining promotion—can result in sanctions that undermine long-term stability. Managers must therefore find ways to build competitiveness within these tight frameworks, often relying on careful succession planning and low-risk contracts.
In both leagues, financial management is no longer solely the remit of club executives. Modern managers must understand balance sheets as much as balance in midfield.
The Role of Youth Development in Managerial Success
Investing in Future Talent
Youth development has become a cornerstone of long-term success in both League One and League Two, but the extent to which managers can rely on youth infrastructure varies significantly between the divisions. In League One, clubs are more likely to have Category Two or Category Three academies under the Elite Player Performance Plan (EPPP), which grants them access to stronger development pipelines. Managers at this level are expected not only to deliver results but also to oversee the integration of promising youth players into the first team.
Successful League One managers often strike a balance between fielding experienced professionals and giving minutes to emerging talent. This can be seen in clubs like Barnsley and Charlton Athletic, where academy graduates are routinely part of the senior squad. Such integration helps clubs reduce wage bills and comply with Financial Fair Play, but it also provides managers with loyal, system-trained players who understand the club’s philosophy from the ground up.
In League Two, the picture is more mixed. Some clubs—like Crewe Alexandra and Colchester United—punch above their weight thanks to strong youth setups, while others rely on relationships with higher-division clubs to secure loan players. Managers who excel in youth development in League Two often build reputations that open doors to bigger jobs. They also tend to develop sharp talent identification instincts, which are transferable to senior recruitment roles in higher leagues.
Notable Youth Programs and Their Impact
Several youth academies have become synonymous with success in the lower leagues, not only because of their ability to produce talent, but also because of the managers who’ve successfully utilised them. Crewe Alexandra’s youth system remains one of the most respected in League Two. Over the years, it has produced players like Nick Powell, Ashley Westwood, and Danny Murphy. Managers such as Dario Gradi and, more recently, David Artell built their teams around academy graduates, allowing the club to remain competitive despite financial limitations.
In League One, Barnsley and Peterborough United stand out. Barnsley’s emphasis on young, energetic players has been a feature of several managerial reigns, while Peterborough’s model includes scouting young players from non-league or lower academies and giving them a platform to thrive. Managers like Darren Ferguson have embraced this strategy to great effect, reaping both sporting and financial rewards through player sales.
The influence of youth development is also strategic: it can shape how a manager is perceived by a board. Coaches who build reputations as youth developers are often trusted with long-term projects and given more leeway in challenging circumstances. For lower-league managers, this can be the difference between a short-term fix and a career-defining opportunity.
Practical Tips for Aspiring Football Managers
Building a Successful Career in Lower Leagues
For aspiring football managers, beginning a career in the lower leagues can be both rewarding and instructive. Whether entering from a playing background or via the coaching pathway, the EFL’s third and fourth tiers provide real-world challenges that hone resilience, adaptability, and leadership. The first and most important step is gaining practical experience—whether through youth coaching, assistant roles, or involvement in non-league football. Understanding the grind of weekly preparation, man-management, and game-day pressure at this level is invaluable.
Managers should be prepared to wear multiple hats. In League Two especially, the role often goes far beyond tactics—encompassing player welfare, logistics, and recruitment. This all-round exposure is one of the division’s key developmental strengths. Building strong relationships with loan managers from higher-league clubs is also a critical skill, as is fostering connections within the local football community, which can be essential for player recruitment and scouting.
Formal qualifications, such as UEFA B and A Licences, remain crucial stepping stones, but character and competence often outweigh badges. Many successful lower-league managers—like Steve Evans or Richie Wellens—built their reputations on clarity of purpose and effective communication more than textbook coaching.
Learning from Seasoned Managers
Observing the paths of those who’ve come before is a powerful way to learn. Danny Cowley and Matt Taylor transitioned from modest playing careers and built their reputations in the EFL through hard work, structure, and community engagement. Cowley, for example, maintained a clear identity through his time at Lincoln City—mixing tactical discipline with strong team culture. Taylor’s work at Exeter showed how to develop a squad and build over time within financial limitations.
Aspiring managers should study how successful coaches tailor their systems to the resources available. Ryan Lowe’s approach with Plymouth Argyle blended attractive football with an understanding of League One pragmatism, earning him a move up the ladder. Meanwhile, Ruben Selles’ adaptation to League One conditions at Reading despite off-field turmoil underlined the importance of composure and flexibility when plans are disrupted.
Mentorship is another underused resource. Many clubs—particularly in the EFL—are open to young coaches shadowing sessions or learning from the sidelines. Aspiring managers should take these opportunities seriously and focus on learning the day-to-day dynamics of the job beyond match tactics: managing personalities, communicating clearly, and coping with losses and criticism.
Ultimately, success in League One and League Two comes down to consistency, clarity, and a willingness to evolve. For those aiming to rise through the managerial ranks, the lower leagues are not a stepping stone to be rushed through—but a proving ground that builds the foundations for everything that comes next.
