Re: [討論] 農場才是長久卓越的關鍵?

看板MLB作者Suppan ( )時間10年前 (2013/10/20 19:21)推噓8(8推 0噓 4→)

留言12則, 10人參與討論串2/2 (看更多)

※ 引述《Pujols56 (普神瘋56)》之銘言： : 恭喜雙紅殺入ws : 雖然拎北也是紅衣但已經沒有機會打惹 : 不過今天和朋友討論到什麼才是長久維持水準的關鍵 : 近幾年來奪冠的球隊似乎都不是多豪門的 : (近年重覆性太高?!) : 像紅襪前幾年又是A崗又是尻佛 : 煞氣十足雖然總教練也佔一大部分因素 : 不過尻佛整個鳥掉也是事實 A崗變水槍 : 但紅襪今年陣容 Pedroia.XB.Nava.小帥哥 : Lester.八扣子.田澤都是自家農場 : 道奇也是敗在Wacha手上紅鳥還讓了一隻木匠 : 運動家也是年年季後 : 是否農場才是長久之計還是今年剛好而已 : $$還最重要呢?? http://0rz.tw/QI4VO Harvard Business School professor Anita Elberse has been studying the leadership methods that Sir Alex Ferguson used to become the most successful manager in the history of English soccer. This week, she published "Ferguson's Formula" — a list of Sir Alex's eight core concepts when building Manchester United into a world powerhouse — in the Harvard Business Review. When he became manager in 1986, Man U hadn't won the league in 20 years. He spent six seasons building the team from scratch, and won his first title in 1993. By the time he retired in 2013, he had won 13 league titles and built a club that's now worth $3.1 billion. Here are his eight secrets to success. The HBR article has in-depth explanations for each point from Sir Alex, which we boiled down to a sentence or two. 1. Start with the foundation Sir Alex says his first order of business was bringing in young players and building a youth system that could sustain the club for years, rather than signing veterans for short-gain success. 2. Dare to rebuild your team Since he wasn't afraid of being fired, he made decisions based on what the team would look like in four years. He thinks that every team should be retooled every four years. 3. Set high standard — and hold everyone to them He tells a great anecdote about how meeting high standards can become contagious: "I used to be the first to arrive in the morning. In my later years, a lot of my staff members would already be there when I got in at 7 AM. I think they understood why I came in early—they knew there was a job to be done." 4. Never, ever cede control You have to get rid of an employee if he's creating discord and trying to wrest some of your power, even if he is the best player in the world. Don't worry about whether employees like you. 5. Match the message to the moment Ferguson says there is no general rule about when a manager should criticize players and when a manager should encourage players. The context of a situation determines the best message to send to your team. 6. Prepare to win This is more about risk-taking than anything else. Ferguson's philosophy is that if you're down 2-1, you might as well put on an extra offensive player and lose 3-1 rather than play conservatively and lose 2-1 anyway. 7. Rely on the power of observation Early in his career, he delegated managing practices to assistant coaches so he could simply watch and observe what was going on with each individual player. He said, "I don't think many people fully understand the value of observing." 8. Never stop adapting English soccer exploded into the multi-billion dollar business it is during Ferguson's tenure, but he was still able to win, regardless of the changing nature of the sport. He explains, " -- 我是在HBR先看到這篇文章又在本版看到這個討論才覺得其實雖然是兩種不同的球種，但是在管理球隊的邏輯上卻是一致的。 -- ※ 發信站: 批踢踢實業坊(ptt.cc) ◆ From: 122.29.74.202

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THUkk

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