Introduction
In October 2025, the Scottish Premiership club Celtic FC witnessed the departure of its manager Brendan Rodgers and the re-appearance of club legend Martin O’Neill as interim boss. What is less frequently discussed, however, is the moment of transition between these two figures that carried more than just a change of personnel—it carried a message, an encapsulation of club identity, accountability and legacy. This article explores the background, the key interaction between Rodgers and O’Neill, the “final piece of advice” that Rodgers might implicitly or explicitly leave, and the implications for the club moving forward.
Background: Two Eras, One Club
Brendan Rodgers’ second spell at Celtic
Rodgers returned to Celtic in 2023 for a second stint. He had already proved successful in his first tenure (2016-19), winning consecutive trebles, and his return was met with optimism. He guided the club to further domestic success, including back-to-back league titles. However, cracks began to show in the 2025 season: poor European results, mounting criticism of the squad depth, and growing friction between him and the board and supporters.
Martin O’Neill’s legacy and return
O’Neill, the Northern Irishman, remains one of Celtic’s most significant managers, guiding the club to domestic trebles and a memorable run to the UEFA Cup final in 2003. His understanding of the club’s tradition, its supporters and its identity is widely held as deep and authentic. In late October 2025, following Rodgers’ resignation, O’Neill accepted the role of interim manager—and made clear that his return was primarily to steady the ship, not to embark on a long-term tenure.
The Interaction: Advice, Accountability and Legacy
One of the most revealing moments occurred in a televised interview for Amazon Prime Video, where Rodgers and O’Neill sat together and discussed Rodgers’ previous departure from Celtic, his return and the weight of the club’s identity.
In that exchange:
Rodgers stated, “I felt that I had taken the club from a football perspective as far as I could … so I moved on.”
O’Neill interrupted: “No — you just wanted to leave, young man. You just wanted to leave.”
Rodgers admitted: “I was conscious that I’d hurt people when I left… the love and passion for Celtic is incredible… what I did when I left didn’t sit well with me and I didn’t want that as my legacy.”
From a broader perspective, one can infer Rodgers’ final piece of advice to his successor or to Celtic’s broader community: recognise that success isn’t just about trophy collection or football logic—it’s about being part of something bigger than yourself, respecting the identity and emotional roots of the club, and aligning ambition with the institution’s values.
In essence:
“Know what this club means, not just what it can achieve.”
Readying the Advice: Four Key Lessons
If we treat Rodgers’ departure as a transition moment in which he hands over lessons (implicitly or explicitly) to O’Neill and the next era, four major lessons emerge:
Respect the identity and culture
Rodgers acknowledged that his earlier exit had “hurt people” and that being Celtic manager is “more than that… it’s people’s lives.” The lesson: football logic must be tempered by cultural awareness. The successor must recognise the club’s deep emotional bond with its fans—something O’Neill personifies.
Align ambition with acknowledgement of constraints
Throughout his second tenure, Rodgers repeatedly flagged limitations in squad depth and European competitiveness. The advice here: push for excellence, but within a framework that respects realistic constraints and the long-term build-up—not shortcuts.
Communication, trust and transparency with stakeholders
Rodgers’ exit was preceded by publicly voiced frustrations over transfers and squad resources; the club rebuked him, citing a breakdown of trust. Thus: maintain open, respectful communication lines with the board, supporters and media—creating a unified front rather than internal division.
Leave a legacy, not unresolved resentment
Rodgers said he “didn’t want that [hurt] as my legacy.” This highlights that a tenure isn’t ended simply by trophies—how you leave matters. The outgoing manager communicates: finish well, ensure continuity, and maintain goodwill, so that the successor inherits a stable platform.
Why This Advice Matters for Celtic
For Celtic, a club steeped in history and tradition, these lessons resonate particularly strongly. The importance lies in:
Identity & emotion: The supporters’ connection to the club is intense; a manager must deliver both on-pitch success and off-pitch respect of that heritage.
Transition management: Rodgers’ exit was not just about a results dip—it exposed deeper structural and communicative tensions. The advice gives guidance for smoother transitions.
European ambition: With Celtic’s desire to re-assert itself on the continental stage, aligning ambition with the club’s core values becomes vital. O’Neill’s return suggests a recalibration.
Institutional stability: A club with the size and scope of Celtic must embed stability across managerial changes; the message is that successors should not start with a fractured foundation.
Implications Going Forward
What might the real impact be of this parting advice?
For O’Neill and interim management: He inherits not just a team, but a club at a crossroads. The job is to stabilise, re-connect with the fans and reset the internal culture—many of the lessons above become practical imperatives.
For club leadership: The board, shareholders and executives must heed the communication/identity points—failure to do so might replicate earlier breakdowns.
For supporters: The narrative beyond trophies matters. Trust, value and emotional connection will influence support levels and long-term loyalty.
For the next permanent manager: The platform must be prepared so that the arrival isn’t shadowed by legacy issues. The passing of the baton from Rodgers to O’Neill—and implicitly to whoever follows—carries significance.
Conclusion
While Brendan Rodgers’ exit from Celtic will be primarily remembered for its abruptness and the fallout, it also sets the stage for a pivotal handover. His interaction with Martin O’Neill encapsulated a deeper message: managing Celtic is not solely about modern football strategy—it’s about embracing an institution’s identity, managing ambition with humility, communicating openly and leaving a positive legacy.
In that sense, his final piece of advice could be summarised as follows:
“When you walk into Celtic Park, you are not simply the manager of a football team—you are custodian of a tradition. Treat it accordingly.”
How well Celtic take heed of that advice may well define the next chapter of their journey.
