Beer and Blackpool beach: how British players bonded, says Pulis
Published 19 October 2026 – The recent news about Tottenham’s team‑building camp in Marbella reminded me of the techniques I used as a manager to raise squad morale. While some details have changed since my days, the core idea of taking players out of their usual surroundings so they spend long hours together remains the same.
A few weeks ago I wrote about Tottenham boss Roberto de Zerbi’s need to spend time with his squad on the training pitch after a shaky start to the campaign, to settle the group and create a cohesive unit. The warm‑weather camp in southern Spain will give him the chance to work with a squad that is almost entirely new, drilling his tactical principles in the mornings and afternoons. Beyond the on‑field work, the trip also allows him to observe the different personalities in the group away from the usual routine. If the camp proves successful, the players should be ready for their clash with Coventry on Monday night, and De Zerbi will have a clearer picture of each individual’s strengths and weaknesses, both on and off the pitch.
Tottenham have spent more than £250 million on new talent this summer, adding ten players to De Zerbi’s roster. Some critics questioned the timing of a pre‑season‑style camp so early in the season, but given the influx of signings, especially those arriving late in the transfer window, the move makes sense.
When I was in charge at Stoke, I often sent the squad to Austria for pre‑season for the same reasons Spurs are heading to Spain. Those trips were designed not only to test fitness but also to see how the group functioned together. I have always believed in fostering a family feeling in the dressing room, with every player committing to the team’s success. The demanding drills we set over a ten‑day period brought out a deep determination in the players and helped us navigate difficult periods early in our Premier League campaigns. Watching the lads gradually bond on the training pitch and around meals was rewarding, and I learned a great deal about each of them, both the positives and the negatives. A few players lacked the character we required and left without any hard feelings on my part.
Back in my early playing days we spent three days in Blackpool for pre‑season training. The aim was the same – to bring the group closer – but the experience was very different from today’s luxury camps. We lodged in a guest house with three‑quarter beds that we all shared, which inevitably tightened our bonds. Each morning we ran on the beach, and in the afternoons we played seven‑a‑side games on a local park pitch after clearing away the dog muck. Evenings were free for a few beers, with no strict curfew, only the requirement to be back downstairs in time for the next morning’s beach session at eight.
Modern Premier League clubs, whether in pre‑season or during a winter break, travel in first‑class style, staying in top‑class hotels, using large buses for staff and players, and enjoying gourmet food. That is a far cry from the modest arrangements of my youth.
The culture around bonding has also shifted. In the 1970s and 1980s a heavy drinking culture permeated the leagues, with stories emerging from clubs such as Liverpool, Manchester United and Arsenal about teams that dominated domestically and in Europe while also indulging heavily. In my early managerial career, bonding often occurred throughout the season, with players meeting in pubs after matches and training sessions. Winter breaks were rare, and trips to Spain were usually taken at the end of the season for a final round of celebrations.
Today players are more aware of the risks of excessive drinking, so managers must find alternative ways for them to connect amid numerous distractions. One advantage of my generation was the absence of mobile phones. I would lose patience if I walked into a dining room and saw a group of lads glued to a screen instead of talking to each other. Although I sometimes feel that the young players of today have everything, I also believe we had everything we needed. The stories, friendships and memories of togetherness from those dressing rooms still resonate with me, and recreating that spirit has always been my aim as a manager.
I am not the only one to have taken a squad to a military‑style camp. Gareth Southgate did something similar in 2017 when he led the England team to a Commando Training Centre in Devon. Some aspects of team‑building have evolved, but the fundamental goal of forging unity remains unchanged.