Sir Alex Ferguson Was perhaps the most successful sports coach in history.

During his tenure

as team manager, Manchester United Won the English league thirteen times along With
twenty live other domestic and international trophies. It is a feat that any manager can envy.
In this regard, discuss the methods behind Fergusons success that can be applied beyond the
playing field.

Strategic, rational and systematic Sir Alex Ferguson is perhaps the most successful coach in
all of sports. He was knighted for his service to the sport; retired in May 2013 after his record
26 years as manager of the most successful and valuable Manchester United football club. It
was the time when a manager was fired if his team lost thrice consecutively.
His 8 leadership lessons capture crucial elements of his approach and that be applied to
business and life in some way

1. Start with the Foundation
Winning is a short term gain, rebuilding youth structure is crucial to build loyalty. While
Ferguson did not know how long he would stay, he modernized the overall structure and
established center of excellence for promising players as young as nine. As fortune favors the
brave he ended up spending 26 good years at the club. A manager must invest in new recruits
considering this as a lifelong job. He must strive to build right from the bottom for achieving
fluency and continuity. This way teams grow together with a bond that creates the spirit.
They should remember the manager to give them first and better chances. There should be no
place of superlatives in the team.

2. Dare to Rebuild Your Team
Ferguson was a portfolio manager of talent. Even in times of success he kept strengthening,
refreshing and rebuilding his team based on how much value a player was bringing to the
team even by cutting loyal veterans with personal attachments. Against his rivals, he took
youngsters in less expenditure and sold most of precious veterans out at higher costs, keeping
only few to carry his culture forward.

3. Set High Standardsand Hold Everyone to Them
Through team preparations, motivational and tactical talks a manager should instill values in
the team to be better, never give up and win. Ferguson recruited bad losers and demanded
hard work. His attitude became contagious. He never allowed lack of focus as high
performance was only about intensity, concentration and speed. Top players practiced more
to show they were the best as winning would massage their egos.

4. Never, Ever Cede Control
Fear needs to exist but not too hard otherwise team wont be able to perform. Managers
shouldnt lose control even when others challenge his authority, he should just deal with
them. Sometimes people try to influence negatively, and then responding quickly instead of
forcefully before situation is out of control is important. No jerks attitude prevails as long
term view of the team is more important than the best individual contributor. A manager
should be stronger than others with all the decision making power. He shouldnt be likable
but respectable moving on with his right deeds confidently.

5. Match the Message to the Moment
A Manager should have reputation to be tough, demanding and hardworking. He must boost
the confidence in team bring the team to the ground as need arises. In his 8 minutes of
halftime inspirational talks Ferguson corrected team when they were losing and concentrated
on small things when they were winning. Most people respond to encouragements and rarely
anyone responds to criticism. Ferguson criticized right after the game and just once to point
out the mistakes. Manager should guide team to build team character by following work
ethics, trusting each other and never putting others down. Managers should be guiding team
all the time, more in tough times.

6. Prepare to Win
Perseverance is a fantastic characteristic. Fergusons team had skills and tactics for being
eleventh hour winners as they knew how to be successful in those situations. They couldnt
sit still, they constantly had to improve. Manager has to be positive, adventurous and risk
taker instead of getting panic; he should take more risks when the losing end is near.
Ferguson would put extra attacking player without worrying about defense. Managers should
also have a clear understanding on who can do the job when things dont look good and
deadlines are near.

7. Rely on the Power of Observation
A manager must sometimes delegate, trust and give away some control. Then he can observe
things which micromanagement doesnt allow, like evaluating the facts of improved
performance, changing patterns, energy levels and work rates.

8. Never Stop Adapting
Change is evident, may it be financial or the science behind any crucial thing like human
behavior of getting the job done. Managers should act as change agents instead of resisting
the changes. They should find ways to boost team energy, health and other supports to each
individual uniquely. Ferguson learned with each success as he treated it as its first.

Applying Fergusons formulas to your team specifically, explain in detail how this team can
be rebuilt.
Teams should be rebuilt based on the tasks in hand and talents in the team matching to the
tasks. Low performers can be either out or on roles demanding less visibility or activities.
High performers can handle crucial tasks and save lots of time underperformers doing them.
In times of ramp-ups and downs, managers must be just. They must ensure rewards and perks
are fairly distributed.
Ferguson never looked at the past or present but at the future. A team member could be a
great guy but all the evidence is on the workforce. A manager should decide on the basis of
where would a team player be in future?
Ferguson was far more than a coach. He was a manager, a teacher and a father at times. A
manager should trust new recruits, inspired them, hone their technical skills as a long term
investment.
When a manager battles for his them in tough times, the team accepts his way and lifts his
expectations.
Ferguson never allowed bad training sessions as that manifests on the game field. A
person must improve with each training session. In todays world a lot of money and time is
consumed in training but results are low.