We continue our look at the management secrets of Sir Alex Ferguson as revealed by Simon Kuper in the Financial Times.
We continue our look at the management secrets of Sir Alex Ferguson as revealed by Simon Kuper in the Financial Times.
Perhaps a key one is identification with the brand. Kuper says, ‘Sir Alex made himself unsackable at United partly by converting himself from mere employee into the embodiment of the club’s values. After arriving at Old Trafford in 1986 he interviewed staff about United’s history, and listened to fans. He gradually absorbed three tenets of the club’s brand: United teams must attack, the world is against United and United is more a cause than a football club./
Sir Alex is notorious for his temper, but he has honed what could be a fatal flaw into a weapon, switching on and off his rage when needed. He seeks total control, but recognises when it is not possible. Fear plus information equals control.
He also seeks to cultivate every interest group inside United which says something about his relationship with the Glazers. He got the sack at St Mirren after falling out with this chairman and learnt from that: ‘Even if you hate your chairman, you have to find a way of getting on with it.’
All stakeholders are seen as important: the board, players, fans and sponsors. He worries much less about outsiders such as journalists or referees. However, he seems to be able to intimidate at least some of the latter, hence the phenomenon of ‘Fergie time’.