The former Manchester united coach and old traffort legend Sir Alex Ferguson finally reveals the secret of success.
See the Secret below...↓↓↓
FEAR AND PRAISE
"No-one likes to be criticised. Few
people get better with criticism; most
respond to encouragement instead. So
I tried to give encouragement when I
could. For a player - for any human
being - there is nothing better than hearing: 'Well done.' Those are the two
best words ever invented. You don't
need to use superlatives.
"At the same time, in the dressing
room, you need to point out mistakes
when players don't meet expectations. That is when
reprimands are important. I would do
it right after the game. I wouldn't wait
until Monday. I'd do it and it was
finished. I was on to the next match.
There is no point in criticising a player forever.
"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.
"In our training sessions, we tried to
build a football team with superb
athletes who were smart tactically. If
you are too soft in your approach, you
won't be able to achieve that. Fear has to come into it but you can be too
hard; if players are fearful all the time,
they won't perform well either. As I've
got older, I've come to see that
showing your anger all the time
doesn't work.
You have to pick your moments. As a manager, you play
different roles at different times.
Sometimes you have to be a doctor, or
a teacher, or a father."
"From the moment I got to Manchester
United, I thought of only one thing:
building a football club. I wanted to
build right from the bottom," he
began.
"I knew that a focus on youth would fit the club's history and my earlier
coaching experience told me that
winning with young players could be
done and that I was good at working
with them. So I had the confidence
and conviction that, if United was going to mean anything again,
rebuilding the youth structure was
crucial. You could say it was brave but
fortune favours the brave.
"At some clubs, you need only to lose
three games in a row and you're fired. In today's football world, with a new
breed of directors and owners, I am
not sure any club would have the
patience to wait for a manager to build
a team over a four-year period.
"Winning a game is only a short-term gain - you can lose the next game.
Building a club brings stability and
consistency.
"Although I was always trying to
disprove it, I believe that the cycle of a
successful team lasts may be four years and then some change is needed. So
we tried to visualise 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
any where. I was very fortunate in that
respect.
"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.
"I had to lift players' expectations.
They should never give in. I said that
to them all the time: 'If you give in once, you'll give in twice.' And the
work ethic and energy I had seemed
to spread throughout the club.
"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. I used to see
[Cristiano] Ronaldo, [David] Beckham,
[Ryan] Giggs, [Paul] Scholes and others
out there practicing for hours.
"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.
"Before I came to United, I told my self
I wasn't going to allow anyone to be
stronger than I was. Your personality
has to be bigger than theirs. That is vital.
WINNING AND LATE GOALS
"Winning is in my nature. I've set my
standards over such a long period of
time that there is no other option for
me - I have to win. I expected to win
every time we went out there. Even if
five of the most important players were injured, I expected to win.
"I am a gambler, a risk-taker,
and you
can see that in how we played in the
late stages of matches. If we were
down at half-time, the message was
simple: 'Don't panic'. Just concentrate on getting the task done. If we were
still down - say, 2-1 - with 15 minutes
to go, I was ready to take more risks. I
was perfectly happy to lose 3-1 if it
meant we'd given our selves a good
chance to draw or to win. So, in those last 15 minutes, we'd go for it. We'd
put in an extra attacking player and
worry less about defence. We knew
that if we ended up winning 3–2, it
would be a fantastic feeling and, if we
lost 3-1, we'd been losing anyway. "Being positive and adventurous and
taking risks, that was our style. We
were there to win the game. Our
supporters understood that and they
got behind it. It was a wonderful
feeling to see us go for it in those last 15 minutes. A bombardment in the
box, bodies everywhere, players
putting up a real fight. Of course, you
can lose on the counter attack but the
joy of winning when you thought you
were beaten is fantastic." "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. It
doesn't matter if the person is the best
player in the world. 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 recognise that as the
manager, you have the status to
control events. You can complicate your life in many ways by asking: 'Oh,
I wonder if the players like me?' If I
did my job well, the players would
respect me and that's all you need.
"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. "Observation is the final part of my
management structure. When I started
as a coach, I relied on several basics:
that I could play the game well, that I
understood the technical skills needed
to succeed at the highest level, that I could coach players and that I had the
ability to make decisions.
"Seeing a change in a player's habits
or a sudden dip in his enthusiasm
allowed me to go further with him. I dont think many people fully understand the value of observation. I came to see observation is a critical part of managements skills.
SOURCE: goal.com
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