Ferguson Alex Quotes

I can't believe it. I can't believe it. Football. Bloody hell.

Once you bid farewell to discipline you say goodbye to success

I've never played for a draw in my life.

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.

There’s a reason that God gave us two ears, two eyes and one mouth. It’s so you can listen and watch twice as much as you talk. Best of all, listening costs you nothing.

If I were running a company, I would always want to listen to the thoughts of its most talented youngsters, because they are the people most in touch with the realities of today and the prospects for tomorrow.

You cannot lead by following.

In the long run principles are just more important than expediency.

The experience of defeat, or more particularly the manner in which a leader reacts to it, is an essential part of what makes a winner.

Don’t play the occasion, play the game.

Perhaps the most important element of each activity is to inspire a group of people to perform at their very best. The best teachers are the unsung heroes and heroines of any society,

Origins should never be a barrier to success. A modest start in life can be a help more than a hindrance.

you learn more from defeats than you do from victories

I always felt that our triumphs were an expression of the consistent application of discipline.

Eleven Nobel laureates are not going to win the FA Cup.

When I was lost in my own thoughts, Cathy would always say, ‘You’re not listening to me.’ She was right.

Watching others, listening to their advice and reading about people are three of the best things I ever did.

For me drive means a combination of a willingness to work hard, emotional fortitude, enormous powers of concentration and a refusal to admit defeat.

One mark of a leader is his willingness to share information.

Sweeter after difficulties’.

We had a virus that infected everyone at United. It was called winning.

I never had a problem reaching a decision based on imperfect information. That’s just the way the world works.

Losing is a powerful management tool so long as it does not become a habit.

very often our victories were squeaked out in the last few minutes, after we had drained the life from our opponents. Games – like life – are all about waiting for chances and then pouncing on them.

With young people you have to try to impart a sense of responsibility. If they can add greater awareness to their energy and their talents they can be rewarded with great careers.

If you can assemble a team of 11 talented players who concentrate intently during training sessions, take care of their diet and bodies, get enough sleep and show up on time, then you are almost halfway to winning a trophy. It is always astonishing how many clubs are incapable of doing this.

Onde you bid farewell to discipline you day goodbye to success

Sometimes defeats are the best outcomes. To react to adversity is a quality.

You have to make everyone feel at home. That doesn't mean you're going to be soft on them – but you want them to feel that they belong.

If they lose faith in your knowledge, they lose faith in you. That grasp of the facts must be kept at a high level, for all time. You have to be accurate in what you say to the players.

You don't get the best out of people by hitting them with an iron rod. You do so by gaining their respect, getting them accustomed to triumphs and convincing them that they are capable of improving their performance.

There was no way I could contemplate taking the England job. Can you imagine me doing that? A Scotsman? I always joked that I would take the position and relegate them: make them the 150th rated country in the world, with Scotland 149.

As long as you don’t criticise individual players in public, admonishing the team is fine, not a problem. We can all share in the blame: the manager, his staff, the players. Expressed properly, criticism can be an acceptance of collective responsibility. Under

The human element tells you a referee can be wrong. But the good ones will make the correct decisions more often than not. The ones who make the wrong ones are not necessarily bad referees. They just lack that talent for making the right calls in a tight time frame.

Young people will always manage to achieve the impossible–whether that is on the football field or inside a company or other big organisation. If I were running a company, I would always want to listen to the thoughts of its most talented youngsters, because they are the people most in touch with the realities of today and the prospects for tomorrow.

When you run any organisation, you have to look as far down the road as you can.

Games–like life–are all about waiting for chances and then pouncing on them.

drive means a combination of a willingness to work hard, emotional fortitude, enormous powers of concentration and a refusal to admit defeat.

There’s a lot of satisfaction that comes from knowing you’re doing your best, and there’s even more that comes when it begins to pay off. I

The supporters were entitled to know when I was unhappy with a performance. But not an individual.

Leaders are usually unaware, or at least underestimate, the motivating power of their presence. Nobody sees themselves as others see them.

Only true champions come out and show their worth after defeat- and I expect us to do that

The most important aspect of our system was training.

advice often comes when you least expect it, and listening, which costs nothing, is one of the most valuable things you can do.

Inexperienced, or insecure, leaders are often tempted to make any infraction a capital offence.

If you need one person to change your destiny, then you have not built a very solid organisation.

Part of the pursuit of excellence involves eliminating as many surprises as possible because life is full of the unexpected.

Peter Schmeichel, Paul Ince, Bryan Robson, Roy Keane, Mark Hughes and Eric Cantona could all start a fight in an empty house.

The medical scans of the players who hailed from climates warmer than Britain tended to reveal much healthier joints.

With young people you have to try to impart a sense of responsibility. If they can add greater awareness to their energy and their talents they can be rewarded with great careers. One

No matter how hard we worked to blood youngsters, Barcelona is still able to do this better than any club. The way they develop boys into some of the best players in the world is breathtaking.

people who feel like outsiders do one of two things: they either feel rejected, carry a chip on their shoulder and complain that life is unfair, or they use that sense of isolation to push themselves and work like Trojans.

I placed discipline above all else and it might have cost us several titles. If I had to repeat things, I’d do precisely the same, because once you bid farewell to discipline you say goodbye to success and set the stage for anarchy.

There are a number of subjective and objective criteria that I use as a way to rank players. The subjective ones include their ability with both feet; their sense of balance; the disciplined fashion in which they take care of their fitness; their attitude towards training; the consistency between games and over multiple seasons; their demonstrated mastery in several different positions; and the way they add flair to any team for which they play. The objective ones that are impossible to dispute are: the number of goals they have scored; the games they have played for several of the best club teams in the world; the number of League championship and cup medals they have won, and their appearances in World Cups. When you employ this sort of measurement approach, it becomes far easier to define the very highest levels of performance. The people who are least confused about this are other players.

There are plenty of attributes that separate the great leader from the good manager. Both may put their work before family and friends, survive on little sleep, endure a lifetime of red-eye flights. Look more closely and you will find that the great leader possesses an unusual, and essential, characteristic – he will think and operate like an owner, or a person who owns a substantial stake of the business, even if, in a financial or legal sense, he is neither.

What we did at all times, in success and adversity, was make sure the training ground was sacrosanct. The work there, the concentration, and the standards we maintained never dropped. Eventually that consistency of effort will show itself on a Saturday. That way, when a United player has a couple of bad results, he will hate it. It becomes intolerable to him. Even the best players sometimes lose confidence. Even Cantona had bouts of self-doubt. But if the culture around the training ground was right, the players knew they could fall back on the group and the expertise of our staff.

Endless praise sounds false. They see through it. A central component of the manager-player relationship is that you have to make them take responsibility for their own actions, their own mistakes, their performance level, and finally the result. We were all in the results industry. Sometimes a scabby win would mean more to us than a 6-0 victory with a goal featuring 25 passes. The bottom line was always that Manchester United had to be victorious. That winning culture could be maintained only if I told a player what I thought about his performance in a climate of honesty. And yes, sometimes I would be forceful and aggressive. I would tell a player what the club demanded of them.

There were also plenty of times when I saw a player out of the corner of my eye who came as a complete, but pleasant, surprise. In 2003 I had gone to watch a young Petr Čech play in France. Didier Drogba, whom I had not heard of, was playing in the same game. He was a dynamo – a strong, explosive striker with a true instinct for goal – though he ultimately slipped through our fingers. That didn’t happen with Ji-sung Park. I had gone to get the measure of Lyon’s Michael Essien in the Champions League in 2005 during their quarter-final ties with PSV Eindhoven, and saw this ceaseless bundle of energy buzz about the field like a cocker spaniel. It was Ji-sung Park. The following week I sent my brother, Martin, who was a scout for United, to watch him, to see what his eyes told him. They told him the same thing and we signed him. Ji-sung was one of those rare players who could always create space for himself.

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

Di Stéfano was one of the greatest footballers ever. He had such great balance.

But there have been other press conferences that last less time than it takes to boil an egg. No doubt you will have heard about the famous ‘Hairdryer’, the shouting, his ferocity when the bee in his bonnet starts to buzz out of control. It’s all true. He’s every bit as frightening as is made out. One prick of his temper glands and he will be up, leaning forward, jutting out his forehead, indiscriminately machine-gunning swearwords at someone who has asked or written something he doesn’t like. It’s the eyes. Those rheumy, pale-green eyes. They stare you down. Your palms begin to sweat. You mouth feels dry, as if you have just swallowed a tablespoon of sawdust. You start to feel pathetically weak. The outburst might last only a few seconds but it always feels so much longer. And you realise you are half-bowing, staring at your feet. It’s a degrading experience.

The most important aspect of our system was training. Whatever happens on a Saturday afternoon has already occurred on the training ground.

José doesn’t do regrets so will have dealt with them and moved on. Sir Alex Ferguson was very similar in this sense. In many other ways, too, the two men are alike. Both have fiery temperaments and firm opinions, which they are not afraid to voice loudly and defiantly. Neither of them suffer fools, be it rival managers, opponents, referees, pundits or journalists. Neither man would shy away from confrontation or welcome any interference in their work, planning or transfer dealings.

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Some people, when they have a holiday, just want to go to salt coats, twenty-five miles along the coast from Glasgow. Some people don't even want to that. They are happy to stay at home or watch the birds and the ducks float by in the park. And some want to go to the moon. It's all about people's AMBITIONS.

Jamie Carragher trained with United as a youngster. When he was with us he was a midfielder and a mundane, run-of-the-mill player.

My greatest challenge is not what's happening at the moment, my greatest challenge was knocking Liverpool right off their fucking perch. And you can print that.

in my new office;

These days the television coverage is drenched with possession percentages, assists, shots on goal – and what your dog had for lunch on Easter Sunday ten years ago.

Perhaps it is just very difficult to have more than a few close friends because these sorts of relationships build over a long time and lots of shared experiences. As my father always said, you only need six people to carry your coffin and, as I have got older, I have become ever more appreciative of that remark.

Crerand recalls, it gave them an injection of confidence. ‘After winning the Cup, we realised that we could then win anything,’ he says. ‘It was the start of our good run in the 1960s, much like Alex Ferguson’s success in 1990 was the start of what has become the greatest era in United’s history.

Ferguson, testified about coronavirus to a committee of the British Parliament. Ferguson calls himself an epidemiologist, though he is not a physician and his doctorate is in theoretical physics.

In those moments of defeat and acceptance, there would be a dawning, for me, of where we needed to go. My feeling was always: 'I don't like this, but we'll have to meet the challenge. We'll have to step up a mark.' It wouldn't have been me, or the club, to submit to apocalyptic thoughts about that being the end, the finish of all our work. We could never allow that. Every time those moments poked us in the eye, we accepted the invitation to regroup and advance again. Those were motivating passages. They forced me on. I'll go further: I can't be sure that without those provocations I would have Enjoy the job so much.

The one thing I could never allow was loss of control, because control was my only saviour.

when you're managing change, you have to accept the quieter spells and acknowledge that transformations take longer than a year.

I couldn't take sides against mu players. I had to find solutions other than castigating them in public. Sometimes I had to fine or punish them, of course, but I could never let it out of the dressing room. I would have felt I had betrayed the one constant principle of my time as a manager: to defend. No, not to defend, but to protect them from outside judgments.

If you're examining successful people, look at their mother and father, study what they did, for clues about energy and motivation.

Origins should never be a barrier to success. A modest start in life can be a help more than a hindrance. If you're examining successful people, look at their mother and father, study what they did, for clues about energy and motivation.

Saber lo que es posible, establecer unas expectativas realistas y comunicarlas con la suficiente claridad para que tu equipo te siga, en especial en un entorno en el que todo el mundo quiere resultados inmediatos, es una de las aptitudes para el liderazgo más difíciles de conseguir.

The Only time to give up is when you are dead.

In a company, people who have worked together for a long time will know how others will react in certain situations, and may even be able to anticipate what their colleagues might say.

The thing every good leader should have is an instinct.

Faced with the need to confront a player who had performed below our expectation, I might have said: That was rubbish, that.' But then I would follow it up with, 'For a player of your ability. That was for picking them back up from the initial blow. Criticise but balance it out with encouragement. 'Why are you doing that? You're better than that.

There is a psychological dimension also to handling indiavidual players. With errant behaviour it helps to look for a moment through their eyes. You were young once, so put yourself in their position. You do something wrong, you're waiting to be punished. What's he going to say?' you think. Or, What's my dad going to say?' The aim is to make the biggest possible impact. What would have made the deepest imprint on me at that stage of life?

Success is often cyclical, with doldrums.

I don't like admitting, we were beaten by a great team, because we never wanted to say those words. The biggest concession we ever wanted to make was: two great teams contested this final, but we just missed out. Our aim was to attain that level where people said we were always on a par with Europe's best.

El juez supremo del rendimiento es el Padre Tiempo.

Un líder no es uno de los chicos.

Los mejores jefes también se enorgullecen de que los empleados que hayan trabajado bien y quieran irse, lo hagan a puestos mejores y más importantes.

One obvious aspect of management is identifying people who can help you get where you are trying to go. Talent-identification sounds like a straightforward business. If it were, every team would be successful.

When I won the League for the first time in 1993, I didn't want my team to slacken off. The thought appalled me. I was determined to keep advancing, to strengthen our hold on power. I told that 1993 side: 'Some people, when the have a holiday, just want to go to Saltcoats, twenty-five miles along the coast from Glasgow. Some people don't even want to do that. They're happy to stay at home or watch the birds and the ducks float by in the park. And some want to go to the moon.' 'It's about people's ambitions.

When I selected the captain I was looking for four principal virtues. The first was a desire to lead on the field. The second attribute I wanted was someone I could trust to convey my desires, and the third was a person whom the other players would respect as a leader and whose instructions they would follow. I also wanted captains capable of adapting to changing circumstances.

I never had a particular quota that I expected any player to fulfil, but they all knew I expected nothing but the best from them.

As a leader, you don't need to be loved, though it is useful, on occasion, to be feared. But, most of all, you need to be respected.

you cannot get too attached to people who work for you. The one time you must have that attachment is when they are in trouble - when they need your advice.

I never expected the players to love me, but neither did I want them to hate me, because that would have made it impossible to extract the most from them. All I wanted was for them to respect me and follow my instructions.

Another crucial ingredient of motivation is consistency. As a leader you can't run from one side of the ship to the other. People need to feel that you have unshakeable confidence in a particular approach. If you can't show this, you'll lose the team very quickly.

If you hope to motivate people, you need to know when to prey on their insecurities and when to bolster their self-confidence. People perform best when they know they have earned the trust of their leader.

Disciplined perseverance pays far more dividends than impetuous attempts at individual heroism.

I always felt that the trick was to celebrate our triumphs without for a moment losing the edge and depth of desire that had taken us there. I just wanted to be on my guard that victories weren't seen as auto matic guarantees of future success, and that celebrations did not sow the seeds of complacency.