So it was easy to say yes. The big thing for me was when Jason came to me and said, 'I'm gonna direct it. Ferguson: Yes, I think it was two-and-a-half years [before] or something like that. The brain hemorrhage it started three years ago.
Ferguson: Sure it changed the direction in which he was going. He'd only accepted actually to do with whole thing with Andrew MacDonald and John Battsek the night before. And then he gets a call from Cathy [Ferguson's wife] that I had fallen, and therefore, the whole drama unfolded. He called the ambulance and at that point that I didn't know a thing. The last thing I remember is falling. And Jason says I was bumbling nonsense, you know, rambling on about my memory and things like that.
And they took me to the hospital where they realised it was a brain hemorrhage, and they alerted the team at Salford Infirmary who got ready for me to go across and get everything done.
Moritz: Now, one of the things I wonder watching the movie was, you know, for somebody like you, you've spent your whole life in control, basically. And your whole life leading other people. Was this the sort of first time that you ever felt that you weren't in control of things? Ferguson: Absolutely. I was lost, really.
I mean when I woke up hours later after the operation. You feel loneliness because you lie in your room, and they tell you what you've done and certain things about the operation. You feel isolated, and I did feel vulnerable. I always remember, when my father had cancer, they never told him that he had cancer. So he asked me, and I didn't know how to answer him, you know.
So I'm thinking, my father would have been feeling exactly the way I feel, lonely and vulnerable. Moritz: Do you remember a time during your managerial career where you didn't feel in control, or you had to look to others for the answers or the solutions like you did when you were in the hospital after the hemorrhage? Ferguson: I was a manager for 39 years, and although I valued my staff, and I enjoyed listening to them, at the end of the day, it was always going to be my decision.
And I was always making sure that I wasn't putting any of that pressure on the staff to make that final decision. That was always myself. Moritz: Do you remember the sensation of trying to come to grips with the fact that your fate was now in the hands of other people who were decades younger than you? When you when you're walking down the street and you feel fit, you never think the end's coming. You're going to football matches or you're going for a meal and you never think that something like a brain hemorrhage is going to be thrust upon you.
It was sudden, and there is nothing you can do but to trust the nurses and the doctors to sort you out. And that's the point I'm saying about loneliness, when you're on your own then, that question enters your mind: 'Am I going to go be alright? You know, because just two days ago I was fit as a fiddle, playing a game of golf sometimes, on the bike and exercising, you never anticipate it was going to happen like that.
Moritz: Was their anyone on the medical team you thought, they're real leaders? I can really trust what you know, they've got the authority of being leaders, and I'm prepared to really trust what they say?
Meulensteen's reflections show there was a bit more to it than that. You can read the full interview here. Former Manchester United coach explains exactly why Alex Ferguson was so successful. Robert Redmond. Fascinating insight. Bonnar brings back Inter-divisional trials in Tipperary as club players given every chance. Kitchen sink thrown as Ireland team named to face All Blacks. Tyson Fury advised to retire from boxing. The Scotsman is also highly skilled at positioning his squad based on the opposition they face, utilizing a more offensive or defensive approach as he sees fit, and if his success in England and Europe is anything to go by, he would appear to be quite adept at it.
While tactics are paramount to success, another dimension of a good manager is good man management. Keeping the feet of that many egos on the ground for more than 25 years is certainly a challenge any manager would find problematic and yet Fergie has managed to make sure that a huge majority of his superstars over the years have remained loyal, keeping them at the top of their game in the meantime. Quite simply, managing Manchester United has led Sir Alex Ferguson everywhere that a manager can go in club football and back again.
What that means is that surprises are hard to come by for the Scotsman and when territory is that familiar, shocks become less and less frequent. Roberto Mancini. Rafael Benitez. Kevin Keegan. Sir Alex Ferguson has done battle in the mental arena with the heavyweights of the football world. Mind games almost appear to have become second nature for a lot of coaches and with the emergence of television, the web and social media, managers know that their voices can echo through the minds of their opponents at every corner.
The claim that football is a business has gathered huge momentum over the last 15 years, and a pound, euro or dollar is worth more than it ever was before. Sir Alex Ferguson was self-confident, and had the right knowledge and skills to run Manchester United. His past football and managerial experiences allowed him to lead the club, and he knew he was capable of doing so.
Leaders must be able to make use of verbal both and non-verbal communication, paying attention to such things as body language, to ensure the right message gets across efficiently. Sir Alex Ferguson is a great communicator. Individuals can get distracted easily, but he was always able to make sure that everyone stayed focused on the objectives. One example is how he used the minute break between games to reconnect with the players and motivate them.
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