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,

you learn more from defeats than you do from victories

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

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

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

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

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

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

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

Sweeter after difficulties’.

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.

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

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.

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

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

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.

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

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

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

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

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

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

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

The most important aspect of our system was training.

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

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

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.

It was to set very high standards. It was to help everyone else believe they could do things that they didn't think they were capable of. It was to chart a course that had not been pursued before. It was to make everyone understand that the impossible was possible. That's the difference between leadership and management.

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.

Opponents come to Old Trafford expecting an onslaught. ‘Why disappoint them?’ I say to my players.

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.

I want to apologise for my behaviour in my last year at United.

Якби у мене був вибір між надзвичайно талановитим футболістом без бажання розвиватись і непоганим гравцем з надзвичайною самовіддачею, я обрав би останнього.

When winning becomes a way of life, true winners are relentless.

Tuve la suerte de que mi mujer y mis hijos no me hicieron sentir culpable por haber pasado tan poco tiempo con ellos y me permitieron ser egoísta.

La autoridad y el control se basan en ganarse la confianza de las personas a las que se va a dirigir.

The great leader knows that most success comes from making a few large decisions correctly rather than trying to be involved in making lots of small choices.

When he eventually retires, his organisation will be little different from the one he inherited. It will definitely not have achieved anything remarkable.

Si dirigiera un negocio, me encantaría conocer las ideas de sus trabajadores más jóvenes, pues son los que tienen un mayor contacto con la realidad y las perspectivas de futuro.

Observar a otras personas, prestar atención a sus consejos y leer sobre otros seres humanos son tres de las mejores cosas que he hecho en mi vida.

British

No matter what tribe you are in - you've got to hand it to the architects of the Brexit Referendum. Taking an incredibly complex decision and reducing it to a Yay or Nay vote is the perfect divide-and-conquer strategy. At a time when the 99% need to rise up against the 1% we are split right down the middle. An absolute guarantee of little change, ever.

Todo el que aspire a ser un gran líder ha de lucirse a la hora de vender sus ideas y aspiraciones

Chapter 12 Numbers ‘I asked whether the number 28 shirt, which I wore at Sporting Lisbon, was available. Alex Ferguson said to me, “No no, yours is the number 7.” “Ok boss!” I replied. I wasn’t going to say to him, “No no, mine is the number 28.”’ Cristiano Ronaldo describes how he came to wear the famous number 7 at Manchester United, worn by all the great Red Devils players before him: George Best, Steve Coppel, Bryan Robson, Eric Cantona and David Beckham. But how did such a young new signing get to don such an important shirt number in the club’s history? Here’s how Sir Alex explains the motives behind his decision to the press: ‘We have given Ronaldo this shirt

The minute a Manchester United player thought he was bigger than the manager, he had to go. I used to say, ‘The moment the manager loses his authority, you don’t have a club. The players will be running it, and then you’re in trouble.’ David thought he was bigger than Alex Ferguson. There is no doubt about that in my mind. It doesn’t matter whether it’s Alex Ferguson or Pete the Plumber. The name of the manager is irrelevant. The authority is what counts. You cannot have a player taking over the dressing room. Many tried. The focus of authority at Manchester United is the manager’s office. That was the death knell for him.

If you are a boy who has just had his tenth birthday, your next one seems an eternity away. That’s because the single year that stretches ahead amounts to 10 per cent of the time you have been on earth. It’s a different sensation when you turn 50, because the distance to your 51st birthday amounts to just 2 per cent of the time you have been alive. As you get older and more experienced, you start to think about how you allocate time.

the best leaders tend to be missionaries rather than mercenaries.

For my last 15 years at United I had a rolling one-year contract and an agreement that if I was sacked I would be entitled to two years’ salary, even if I turned up and started managing Manchester City the day after I was fired. That was more than enough for me.

One particular game sticks in my mind: in March 2007 we went to Middlesbrough during a three-month period when we had the Swedish striker, Henrik Larsson, on loan from Helsingborgs. I could not have asked more from him when, under real pressure, he abandoned his attacking position and fell back into midfield just to help dig out the result. When Henrik appeared in the dressing room at the end of the game, all the players and staff stood up and spontaneously broke into applause for the immense effort he had made in his unaccustomed role. At the end of the season we requested an extra Premier League winners’ medal for Henrik, even though he had not played the ten games that at the time were required to obtain the award.

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.

I have yet to encounter anyone who has achieved massive success without closing themselves off from the demands of others or forgoing pastimes. I’m not suggesting that being completely obsessed with a pursuit leads to a healthy lifestyle or eternal happiness, but I just cannot imagine how, if you aspire to be better than everyone else, you can have balance in your life.

A leader who arrives in a new setting, or inherits a big role, needs to curb the impulse to display his manhood.

11

A housefly has a longer life expectancy than the manager of a Premier League team.

The relentless perseverance of these men was matched by some players on the pitch. Three for whom I developed great admiration were Tony Adams of Arsenal, Gianfranco Zola when he played for Chelsea and Jamie Carragher of Liverpool. I always thought Adams was a United player in the wrong shirt. Alcohol has ruined the careers and lives of many footballers, and at United the sad legacy of George Best will always loom large in our collective memories, so Tony’s brave confrontation with his demons at the end of the 1990s was, in itself, extraordinary.

Don’t lie, don’t steal and always be early.

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.

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.

The way to win battles, wars and games is by attacking and overrunning the opposing side.

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

I wasn’t afraid of crossing into what some of the players might have considered their private territory–hairstyles and jewellery. I never understood why players would want to have long hair when they spend so much effort trying to be as fit and quick as possible. Anything, even a few extra locks of hair, just didn’t seem sensible. I had my first issue with a player on this topic when Karel Poborský came to Manchester from Slavia Prague in 1996, looking as though he was going to play for Led Zeppelin rather than United. I did manage to persuade him to trim his locks but, even so, they were always too long for my taste. There were other players who would be wearing necklaces carrying crosses that seemed heavier than those the pilgrims carry up the Via Dolorosa in Jerusalem. I banned all those. However, there wasn’t much I could do about tattoos since it was hard–even for me–to argue that they added any weight. Eric Cantona started that particular craze when he arrived one morning with the head of an American Indian chief stencilled on to his left breast. Since Eric was venerated by his team-mates, several other players followed suit. I was always struck by the fact that Cristiano Ronaldo never chose to deface his body. It said a lot about his self-discipline.

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.

You would have thought that I had left 11 corpses on the steps of a funeral home.

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

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.

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;

«No hemos perdido, simplemente se ha acabado el tiempo».