from Sir with Love

The retirement of Manchester United's legendary manager Sir Alex Ferguson, has left a humongous void not just in British football, but in world sport as such.

The prospect of not having the fiery Scotsman, barking directives from the touchline, is a scary one for most Red Devil fans. Few can even contemplate how the club will cope with his absence. Such has been his colossal influence as an inspiring leader and peerless motivator.

In fact the manner in which he went about his business; provides great food for thought for many modern day managers in the corporate world, always on the lookout for interesting role models. And in the style of his renowned 'hairdryer sessions' at half time, where he was famous for shouting some sense into his players, the management lessons which his legacy leaves behind, do scream for one's undivided attention.

Begin competing-even before entering the field

Over his long career, Ferguson displayed the uncanny knack of getting things going in Manchester United's favor, even before a ball was kicked. This he achieved by indulging in subtle mind games. From taking pot shots at the rival manager's credentials, putting the referees under pressure, or talking down the potency of the star players in the opposite camp. Invariably this psychological warfare of sorts; always succeeded in keeping the opposition riled and off balance. United usually entered the pitch already one nil up.

Sun Tzu-the great Chinese military strategist, astutely remarked, 'every battle is won before it is fought'. This is as relevant in today's business world, as it was when waging wars three thousand years ago. Many times corporate teams think it all starts at the final presentation, or when the product enters the market. But as Sir Alex has shown us, there is merit in setting the stage for the performance. Nuances like knowing your prospective customers better before you pitch them, then begin to assume greater importance. Even the value of putting potential rivals off their game, through the strategic use of tools like media and public relations, should never be underestimated. Eventually goals, as Sir Alex would testify, are always scored by the prepared and combat ready minds.

Catch them young and help yourself grow

Sir Alex was fantastic at bringing in fresh talent into the club at precisely the right time. Equally in terms of the getting them early enough, so that their asking price would be modest; and they would be mentally amenable to embrace the clubs culture and work ethic. The case of Cristiano Ronaldo, inducted from Sporting Lisbon at a mere fraction of the world record sum, he was eventually sold at to Real Madrid; is a shining example of this. By getting precocious young ability, to continuously mix with proven experience; Sir Alex succeeded in keeping the vitality of his teams vibrant-at both the goalmouth and the accounting books.

In these days where many companies are looking to cut corners, by not really investing in the nurturing of young talent; Ferguson's approach does give the entire function of recruitment, a directional impetus. Infusing youth in the corporate bloodstream, has always been a viable long term strategy. It enables the company to prepare a cluster of employees, soaked in its culture and completely at home with its peculiar complexities. Add to this the fascinating corollary that a confident young brigade; is always ready and willing to challenge the experienced lot with different ideas. This diversity and skirmish of ideas, can only serve to make the decision making process, far richer within the organization.

Every day is a big one!

By the end of it all, Ferguson had guided Manchester United to a record thirteen premier league titles. One interesting aspect truly sets this effort apart-the unmatched ability of United to pick up points-day in and day out. Other rivals frequently experienced a decline in performance, right after a previous 'big match' against one of the other title contenders. This usually resulted in dropped points against less fancied opponents. But United under Sir Alex, rarely succumbed to the same malaise. Even when they were playing much below par, the focus on winning and chalking up the points, remained absolutely relentless. For Ferguson quite simply, there were no small matches.

Interestingly a similar situation plays out in the corporate world. Organizational teams often focus entirely on major milestones, at the expense of the less salient intermittent ones. With the unfortunate result that everything goes awry in the long run. This is particularly true of companies pursuing innovation, where the 'minor' check points between two major ones, are sometimes critical linking executional steps. Many a mammoth idea has been completely derailed, when a humble piece of paper has not been sent to the relevant people.

It is never too late to turn things around

The last few minutes of any game featuring United, famously came to be called 'Fergie time'. Such was the 'Houdini like' ability of his team, to snatch victory from the jaws of defeat. Perhaps in that saga, no tale is greater than how on a muggy night in Barcelona, Bayern leading one nil till the very last few minutes, were stunned by United's dual goal riposte, at the absolute death. Both goals being scored by two sublime last minute substitutions, which Ferguson had initiated. For Manchester United under Ferguson, it was never over till the (sometimes) fat man in black, blew his whistle.

It is one thing to never give up, but it is quite another to keep doing the same thing expecting a different result. Einstein had a lovely word for such behavior-insanity. Sir Alex teaches the managerial world that the bleakest of situations can always be retrieved-but only via a different approach in one's thinking. Something needs to be changed; either the personnel on the project, or the strategy and the tactics being employed. 'Fergie like maneuvers', like playing employees out of their favored position (or domains), might also yield interesting results. In the end, once a belief has been instilled within a team; that last minute turnarounds are possible, all minds begin to pull in the same direction.

As the gallant knight of British football rides off into the sunset, he leaves us with plenty of trophies to remember him by. But it might only be when we commence to import his methods within the boardroom; that we can begin to understand what a great leader he was. For in each of his triumphs in the red jersey, there lie invaluable insights pertinent to those adorned in the white collar.