ALEX FERGUSON LEADING PDF

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As of today we have 78,, eBooks for you to download for free. No annoying LEADING. LEADING. ALEX. FErGuSoN. mIt mIchAEL morItz. ALEX FErGu. Read "Leading Lessons in leadership from the legendary Manchester United manager" by Alex Ferguson available from Rakuten Kobo. Sign up today and get . by Alex Ferguson, Michael Moritz. From the winningest soccer coach ever, best known for 27 triumphant years with Manchester United, comes the book that decodes the key tools he used to deliver sustained success on and off the field. From hiring practices to firing decisions, from.


Alex Ferguson Leading Pdf

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Audiobook Free PDF Leading: Learning from Life and My Years at Book details Author: Alex Ferguson Pages: pages Publisher. Leading by Alex Ferguson, , available at Book Depository with free delivery worldwide. В интернет-магазине ЛитРес можно купить книгу Leading, Alex Ferguson! в epub или читать онлайн бесплатно. В интернет-магазине ЛитРес можно.

Once they know you are batting for them, they will accept your way. If you give young people your attention and an opportunity to succeed, it is amazing how much they will surprise you. He is credited with assembling five distinct league-winning squads during his time at the club and continuing to win trophies all the while.

Managing the talent development process inevitably involved cutting players, including loyal veterans to whom Ferguson had a personal attachment. He is strategic, rational, and systematic. In the past decade, during which Manchester United won the English league five times, the club spent less on incoming transfers than its rivals Chelsea, Manchester City, and Liverpool did. And because United was willing to sell players who still had good years ahead of them, it made more money from outgoing transfers than most of its rivals did—so the betting on promising talent could continue.

Many of those bets were made on very young players on the cusp of superstardom. Young players were given the time and conditions to succeed, most older players were sold to other teams while they were still valuable properties, and a few top veterans were kept around to lend continuity and carry the culture of the club forward.

Ferguson: We identified three levels of players: those 30 and older, those roughly 23 to 30, and the younger ones coming in. The idea was that the younger players were developing and would meet the standards that the older ones had set. Although I was always trying to disprove it, I believe that the cycle of a successful team lasts maybe four years, and then some change is needed. So we tried to visualize the team three or four years ahead and make decisions accordingly.

Because I was at United for such a long time, I could afford to plan ahead—no one expected me to go anywhere. I was very fortunate in that respect. The goal was to evolve gradually, moving older players out and younger players in. The hardest thing is to let go of a player who has been a great guy—but all the evidence is on the field. If you see the change, the deterioration, you have to ask yourself what things are going to be like two years ahead.

Set High Standards—and Hold Everyone to Them Ferguson speaks passionately about wanting to instill values in his players. More than giving them technical skills, he wanted to inspire them to strive to do better and to never give up—in other words, to make them winners.

His intense desire to win stemmed in part from his own experiences as a player. After success at several small Scottish clubs, he signed with a top club, Rangers—the team he had supported as a boy—but soon fell out of favor with the new manager. The biggest stars were no exception.

Ferguson: Everything we did was about maintaining the standards we had set as a football club—this applied to all my team building and all my team preparation, motivational talks, and tactical talks. For example, we never allowed a bad training session. What you see in training manifests itself on the game field. So every training session was about quality.

It was about intensity, concentration, speed—a high level of performance. That, we hoped, made our players improve with each session. They should never give in. I used to be the first to arrive in the morning.

In my later years, a lot of my staff members would already be there when I got in at 7 AM. I think they understood why I came in early—they knew there was a job to be done. But I expected even more from the star players. I expected them to work even harder. Superstars with egos are not the problem some people may think.

They need to be winners, because that massages their egos, so they will do what it takes to win. They realized that being a Manchester United player is not an easy job. If they got into trouble, they were fined.

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In , when longtime captain Roy Keane publicly criticized his teammates, his contract was terminated. Responding forcefully is only part of the story here.

Responding quickly, before situations get out of hand, may be equally important to maintaining control. Ferguson: If the day came that the manager of Manchester United was controlled by the players—in other words, if the players decided how the training should be, what days they should have off, what the discipline should be, and what the tactics should be—then Manchester United would not be the Manchester United we know.

Your personality has to be bigger than theirs. That is vital. There are occasions when you have to ask yourself whether certain players are affecting the dressing-room atmosphere, the performance of the team, and your control of the players and staff.

If they are, you have to cut the cord.

There is absolutely no other way. The long-term view of the club is more important than any individual, and the manager has to be the most important one in the club.

Some English clubs have changed managers so many times that it creates power for the players in the dressing room.

That is very dangerous. If the coach has no control, he will not last. You have to achieve a position of comprehensive control. The individual stories inevitably concern themselves with football, and the phenomenal success that came along the way, but the lessons can be applied by anyone. Quiet Leadership.

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