This week, Sir Alex Ferguson, one of the most successful coaches in recent years, inhabiting the same rarefied air as other legends like Phil Jackson and Mike Krzyzewski , retired from his post at Manchester United. Ferguson had served as manager at Old Trafford for twenty-seven seasons and captured thirteen English league titles, two Champions League trophies and countless cups. Since 1986, other rivals have come and gone while United has remained at the top, providing an example that other coaches around the world can follow.
Establish a Solid Organization First, Build a Great Team Second: When first arriving at United, Ferguson improved the entire organization, especially the scouts and the youth teams. This provided a consistent pipeline of players who possessed prodigious talent and bought into Ferguson’s philosophy. David Beckham, Ryan Giggs, Paul Scholes and Gary Neville formed the core of the 1990s teams. Playing on their first contracts, these players were less expensive so United had the freedom to sign a high-priced talent that could make a big difference such as Luis Suárez and the flexibility to weather tough financial times, such as the Glazer family’s leveraged takeover. Ferguson’s actions reveal that is always better to make a move early rather than waiting too long, for example selling David Beckham in order to acquire Cristiano Ronaldo and Wayne Rooney.
Change the Culture with a Catalyst: Like Jackson and Krzyzewski, Ferguson operates without any monetary constraints and has taken advantage of his situation. When needed, he has acquired the transfers his team needed to reach the next level, whether it was Eric Cantona to make United a European contender in 1992 or Robin van Persie to increase scoring and reclaim the Premiership in 2012. After securing elite players, his gives them the room they need to succeed, building around their strengths and supporting them. Ferguson has always kept some veterans on the roster so they can hold younger athletes to high standards their manager expects, like Ryan Giggs who has played twenty-three seasons for United.
Look Inwards, Not Outwards: When preparing for a big game, Ferguson has said that he focuses on his own team, instead of the opponent. When playing in the Champions League, almost every team boasts a star-studded line-up so adjusting to each player can be intimidating. Playing more than seventy games annually, sometimes twice in a week does not provide sufficient team to adapt to each opponent. Ferguson picks a handful of players or set pieces that occur most often and otherwise devotes his attention to refining the execution of his squad.
Change with the Times: In order to survive nearly three decades and withstand the pressure from skeptical supporters and judgmental journalists, Ferguson had to innovate constantly, while remaining true to his managing philosophy. Replacing players in order to maximize their value (transfer fee and contributions on the fields), incorporating technology into training and using the media to his advantage are strategies Ferguson has employed over the years. This does not entail continuous course corrections; when Ferguson has established a plan he most likely sticks with it. For example, when starting a young squad that United had developed themselves, he resisted early criticism and reaped the rewards.
Be Patient: Another key to Ferguson’s success had little to do with him but with the time United’s board of directors gave him to succeed when he was first hired. He avoided relegation in his first second and finished second the next but after the team struggled in the next year, there were calls for his dismissal. The club remained calm andrational while others were loud and emotional. As a result, Ferguson was able to prove his worth and created a legacy that may not be duplicated in today’s impulsive soccer climate. Will David Moyes have the same luck?