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Through an analysis of his leadership style, organisations can also enjoy similar success as Manchester UnitedSureish NathanVice-PresidentCenter for Creative Leadership in Asia PacificAFTER 26 years in the hot seat of one of the most successful football clubs in history, Sir Alex Ferguson has finally decided to bow out of the beautiful game.迷你倉 Since taking over from Ron Atkinson in 1986, Ferguson has guided Manchester United to thirteen English Premier League titles, five FA Cups and two Champions League titles in Europe. This mean feat was accomplished not just by simply coaching his players through the years, but in the manner how he managed and led the club. In other words, it was his unique leadership style that continued to propel the club to greater heights.Much has been spoken of the 71 year-old's leadership style - many players, ex-players and fans attribute Ferguson's highly successful reign at the club to it. Whether you're running a football club or a multi-million-dollar MNC, the hallmark of a great leader is one that successfully manages to listen and communicate to all stakeholders across all sectors, while at the same time keeping them motivated and hungry for more success.The complexity of our environment increasingly calls for collaboration between various stakeholders who each hold a different aspect of the reality and many of whom must themselves adapt and grow to meet fast-changing realities. The challenge that many companies face is to create a collective understanding of the purpose of the organisation and its values. In his first months at Manchester United, Ferguson spent most of his time interviewing everyone from the players, and all the staff at the Club, to the supporters and the various stakeholders. He wanted to fully understand what Manchester United stands for so that he could work towards an alignment of all stakeholders to grow its legacy in the very tradition that has inspired its global success.In this light, it is important to highlight and remind the organisation's employees of its culture. Ferguson has upheld the club's history and winning traditions, and has never been shy to make sure no player feels as though they deserve to play for the club. Rather, they were made to feel it's a privilege to wear the club's colours, and not a right.This has also been the process of how Ferguson has managed his millionaire star personalities on and off the pitch. Paramount to this has been Ferguson's drive to create a "one (United) team" value system where everyone from the players (at every level) and the coaches, to the backroom, grounds, catering and operations staff, are all seen as integral cogs to the team's success. To this end, during daily training sessions, the youth squad and the senior players warm-up together to foster this "one-team" attitude.Similarly, the hallmark of a successful company is one where employees feel a strong sense of inclusion and belonging, and put the organisation's achievements before personal glory, because they are aligned with its traditions, purpose and values.To this day, former players such as David Beckham and Cristiano Ronaldo often talk about how Ferguson has cultivated a thirst of winning at Manchester United even after all that the club has achieved. The manager's passion for the sport and hunger for increased success have motivated the players to continually excel. Opponents have often seen the club as an unbeatable force purely because of this winning mindset. While being able to compete on tactics and players, getting this mindset has proved to be an intangible challenge, a critical element to being at the top of your game physically and mentally as a team.Organisations from different industries can learn plenty from this simple example 文件倉 a passionate and inspired leader will certainly set an example for his subordinates. As an employee, it's hard not to be motivated and inspired when the leader himself demonstrates, in all facets of his communication, the drive and passion to take the organisation further.Lauded for his ability to foster a culture of success and dedication throughout the organisation, Ferguson also embraces what The Center for Creative Leadership (CCL) refers to as the networks of leadership, where he identifies influential players in his team and encourages them to drive the winning culture through. Over the years, the club has seen inspirational leaders such as Bryan Robson, Steve Bruce, Eric Cantona, Roy Keane, Ryan Giggs and more recently Nemanja Vidic take on the mantle, even when they were not captaining the team. Organisations can follow suit by getting away from picturing leadership as a position or role, but rather, a process of engaging key influencers across the enterprise to drive inspiration and passion through to all levels of the organisation.Long-term talent strategyGreat talent is at the heart of every successful organisation. In the increasingly youth-driven football industry, where the life-cycles of players near its end when they reach their early 30s, its time-sensitive nature makes building a long-term talent strategy even more critical.When Alex Ferguson took the helm at Manchester United 26 years ago, one of the first strategies he put in place was to completely overhaul the club's youth academy and its scouting process for young talent nationally and globally. Ferguson blooded an entire generation of players who rose through the club's youth system to win back-to-back league titles in 1996 and 1997. Ryan Giggs, Paul Scholes, David Beckham, Gary and Phil Neville were just some of the talent that successfully blended with senior players to help them acquire the experience they needed to succeed. It was precisely this "mentoring" formula of blending youth and experience that won them the legendary treble in 1999.Just as his players come and go, Ferguson has adapted the club for long-term success and longevity, building and rebuilding teams throughout his tenure at Manchester United. He has focused on building a football club as opposed to a football team, and talent has always been a long-term strategy built around key players in his team. No stranger to change, he has evolved the way that United has played its football over time to meet the demands of the game, and adapted the advancements in sports science and technology to get the best out of his players and teams.A football club is no different from an organisation that produces products and services. If football was a product or a service of entertainment, the orchestra of stars that Ferguson has conducted on the football pitch for the last 26 years has delighted audiences globally, making Manchester United one of the wealthiest sports team in the world. Beyond that, the emotional connection he has created between the millions of fans all over the world and the club will be a legacy that will last for generations.The similarities between Manchester United and any organisation can be discussed at length, but there is no denying the level of the club's success during Ferguson's time is one that many wish to emulate. Through a thorough analysis of his leadership style, organisations can also enjoy similar success. After all, just as a football club is only as good as its players and everyone in it, an organisation is only as good as its employees as a collective. Organisational cultures, traditions, and values that drive success are only possible with the people at the centre of those organisations, and the right leadership to galvanise them as a team.存倉