How did Alex Ferguson do it? Last year’s Harvard study provided some answers
Sir Alex Ferguson is clearly a wise manager and a learned man. Harvard is clearly a place with a lot of smarties, too.
So what better conflagration for sorting out the Sir Alex way? Just a few months ago Harvard released an in-depth study of Ferguson’s management approaches. It really was a revealing look, candid and reasonably condensed, at the tool and techniques of one of global soccer’s top managers yet.
The study by the Harvard Business School in America was released last September, just as Ferguson was getting into the current, championship season.
One of the best bits was his approach to criticizing players. We tend to think of the man’s gruff exterior and probably all believe that it’s all about applying constant pressure and grinding his men into perfection – the famous Ferguson “hair-dryer” and all. But the reality sounds different. From the study:
It’s interesting, because so many managers more or less leave the players along after matches. They believe that players are emotional at that time and need to be left to themselves. As for the problems that need addressing, that’s what practice is for.
This excerpt is interesting, too, because Ferguson gets to the very core of his success at Old Trafford: building a “club” and not just building a “team” to survive. He also moves on to talking about older players, the likes of Nicky Butt and the tough business of seeing not what they are at the moment, but what they are going to be in two years.