※ 引述《Pujols56 (普神疯56)》之铭言：
: 恭喜双红杀入ws
: 虽然拎北也是红衣 但已经没有机会打惹
: 不过今天和朋友讨论到什么才是长久维持水准的关键
: 近几年来夺冠的球队 似乎都不是多豪门的
: (近年重复性太高?!)
: 像红袜 前几年又是A岗 又是尻佛
: 煞气十足 虽然总教练也占一大部分因素
: 不过尻佛整个鸟掉也是事实 A岗变水枪
: 但红袜今年阵容 Pedroia.XB.Nava.小帅哥
: Lester.八扣子.田泽 都是自家农场
: 道奇也是败在Wacha手上 红鸟还让了一只木匠
: 运动家也是年年季后
: 是否农场才是长久之计 还是今年刚好而已
: $$还最重要呢??
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, "