sometimes, my father would never shout at me and was always. thing happened with the fried rice and chow Playin Gandhi Autobiography. About the Author SIR ALEX FERGUSON Sir Alex Ferguson was born in in 1 A. Ferguson, “Managing My Life: My Autobiography”, Hachette UK Alex. The right of Sir Alex Ferguson to be identified as the Author of the Work has been SEVERAL years ago I began gathering my thoughts for this book, making.
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we live in a world very fast and impatient.. that is why our site is built.. it presents to you a big library of ebooks and from today you will not need. No wonder there's a fascination with Ferguson and an eager audience for his book, Leading, written with Sequoia Capital. Chairman, Sir Michael Moritz. Sir Alex Ferguson Leadership - Free download as Powerpoint Presentation .ppt / .pptx), PDF File .pdf), Text File .txt) or view presentation slides online. Leadership Presentation. Uploaded by. Avishek Paul. Fm Boss Tactics Book.
Here, then, are ten of the most intriguing bits: Read all about it: Ferguson's new book is out this week Ferguson wasn't afraid to make demands Ferguson had no issue with his striker being paid top dollar and had even played a role in convincing Rooney that his future remained at Old Trafford despite interest from Manchester City.
But he did find it unfair that his star player should be earning so much more than he was It was then decided that no player would ever earn more than Ferguson. Ask and thee shall receive. In the money: Ferguson's wages took a huge hike after Rooney's raise The lucky men? That leaves a lengthy list of brilliant players who, in Ferguson's eyes, were just not at the very highest level. Tough man to please, Ferguson. In his book on Mourinho, Spanish journalist Diego Torres claimed that the Portuguese broke down in tears when it emerged that David Moyes was the preferred choice to take over from Ferguson at Old Trafford.
According to Torres, the Moyes appointment "provoked an earthquake", with Mourinho feeling betrayed — mainly by Ferguson, with whom he had enjoyed a cordial relationship. But Ferguson tells the tale differently, claiming that Mourinho had already made his mind up on a return to Chelsea by the time United made their approach.
A face-saving revelation for the United hierarchy, if true.
Passed over? Mourinho felt snubbed by United Image: Getty Maybe Pep forgot Thanks but no thanks: Guardiola never called Ferguson as promised Image: Lintao Zhang Other managers were unavailable as well As if that weren't enough, Ferguson also claims that Carlo Ancelotti, Louis van Gaal and Jurgen Klopp were all unavailable when he tendered his retirement.
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. 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. Players must recognize that as the manager, you have the status to control events. I tended to act quickly when I saw a player become a negative influence. Some might say I acted impulsively, but I think it was critical that I made up my mind quickly.
Why should I have gone to bed with doubts?
I would wake up the next day and take the necessary steps to maintain discipline. Match the Message to the Moment When it came to communicating decisions to his players, Ferguson—perhaps surprisingly for a manager with a reputation for being tough and demanding—worked hard to tailor his words to the situation.
During training sessions in the run-up to games, Ferguson and his assistant coaches emphasized the positives. And although the media often portrayed him as favoring ferocious halftime and postgame talks, in fact he varied his approach. But if you lose [in a] limp way…then mind your ears! Few people get better with criticism; most respond to encouragement instead. So I tried to give encouragement when I could.
That is when reprimands are important.
I would do it right after the game. I was on to the next match. There is no point in criticizing a player forever. I liked to refer to a working-class principle. Not all players come from a working-class background, but maybe their fathers do, or their grandfathers, and I found it useful to remind players how far they have come.
I would tell them that having a work ethic is very important.
It seemed to enhance their pride. I would remind them that it is trust in one another, not letting their mates down, that helps build the character of a team.
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