There is a well-structured presentation room to highlight the rights and wrongs of performances to the group with short clips, as well as an analysis and statistics centre where players can draw individual evaluations.

There is also a wall with a wheel, termed ‘Spin City’, through which fines are decided.

Any football staffer - on the squad or otherwise - who breaks the rules will find out their fate and financial penalty after a whirl, with the punishments ranging from dressing up like a dinosaur to having to perform a song on a chair in front of everyone. Bournemouth then make a monthly donation to charity from the money collected.

From the stadium’s main reception through to the manager’s office, there are two clear messages in operation: the desire to shatter ceilings professionally, but also, the importance of personal advancement.

“You’re trying to build human values and make sure that players are not just developing their football skills, but are growing as people as well,” Howe, who has been incredibly generous with his time, says.

“We try to do that in a whole host of that ways. You can’t suddenly change someone's personality overnight, but I think you can drip feed stuff to them every day that you hope will educate them and make a difference to their lives.

“Empathy is critical for management. I’m quite sympathetic, because I understand what it was like to be a footballer, with the disappointments and especially the mental turmoil of having to retire due to injury.

“I’ve got no shortage of experience of tough times, so I can relate to different situations. I had instances in my playing career, nothing major, that I’d have liked to have been handled differently by management.

“So there are little things that I thought, ‘right I'm gonna make this part of what I do, I’m going to speak to a player here every time I suss a similar situation'.

“That is man management - just trying to put yourself in a player’s position, understand it, find a resolution. It doesn't mean I get it all right all the time, I'm sure I’ve made loads and loads of mistakes, but I try to relate to how the other person feels.”

One of the trickiest facets of Howe’s spell in management has been convincing players they are worthy of being among the game's elite.

“Building up from League One to the Championship, we actually found very hard. It was a difficult league,” he explains. “The bridge to the Premier League is even bigger again and there was was a lot of work to remind the players that they were here on merit.

“It’s easy and automatic to look at all these clubs, these big names and think ‘we’re not as good as them.’ We had to reinforce that they earned and deserved to be part of the same fight. Once we beat Manchester United and Chelsea - that historic period for us - then the message really got to them. They had the proof and so they had the belief.”

There have been attempts to undercut Bournemouth’s extraordinary rise by references to the financial backing of Russian businessman Maxim Demin, who first bought a 50 per cent stake in the club in 2011 and is now their majority shareholder.

That, however, is myopic. His investment was desperately needed and acted as a fillip, but Bournemouth’s success has been underpinned by hard work, a clear vision and a sharp, collaborative backroom team that have refused to deviate from their football principles.

“You never quite realise the struggle with yourself to keep going when results aren’t falling your way, when things are really difficult and everyone's doubting what you're doing, but changing the philosophy has never been considered an option,” Howe says.

“I always maintain that when you don't win games, there's nothing wrong with your method as such if it’s served you well, it's just the execution of it. So we make sure that we work at the training ground to improve ourselves, the players and the idea, rather than just throwing everything out the window and moaning when there’s a tough period.

“I am proud of the fact that the players have stuck to that way, because it's very easy for them to fall into bad habits or traps when things get hard - especially with opinions from outside only getting louder and stronger through social media.

“How you lead the team when waters are choppy and when you’re being questioned is the real test of this job. The negative reaction can be immediate and everything you’ve built for years can be forgotten and erased in an instant. You have to be very strong and use adversity as your asset to prove people wrong.”