• Manchester United manager gave series of interviews
• Discusses training, team talks and handling 'fragile' egos
• 'If anyone steps out of my control, that's them dead'

Sir Alex Ferguson has revealed the secrets of his management style in a series of interviews with Harvard academics – setting out his approach to matches, team talks and disciplining "fragile" millionaires.

Ferguson, who spoke to the Harvard professor Anita Elberse and a former student Tom Dye in a series of interviews in 2011, also travelled to Boston earlier in 2012 to talk to current students about his approach to man-management, leadership skills and communication.

Among the key themes in the report that was based on the interviews – titled Sir Alex Ferguson: Managing Manchester United – Ferguson discusses his determination to prevent media leaks, how to keep players in line, and how to use a more sensitive approach to keep them happy, too.

"Players these days have lived more sheltered lives, so they are much more fragile now than 25 years ago," said Ferguson, who began life in management with East Stirlingshire in 1974.

"I was very aggressive all those years ago. I am passionate and want to win all the time. But today I'm more mellowed – age does that to you. And I can better handle those more fragile players now."

He added: "There is no room for criticism on the training field. For a player – and for any human being – there is nothing better than hearing 'well done'. Those are the two best words ever invented in sports. You don't need to use superlatives."

However, Ferguson also discussed the need for controlled discipline and respect, alluding to his famous "hairdryer treatment" technique.

"You can't always come in shouting and screaming. That doesn't work. No one likes to get criticised. But in the football dressing room, it's necessary that you point out your players' mistakes. I do it right after the game. I don't wait until Monday, I do it, and it's finished. I'm on to the next match. There is no point in criticising a player forever.

"You can't ever lose control – not when you are dealing with 30 top professionals who are all millionaires. If they misbehave, we fine them, but we keep it indoors. And if anyone steps out of my control, that's them dead."

He emphasised, though, the importance of taking a tailored approach to different individuals.

"One of my players has been sent off several times. He will do something if he gets the chance – even in training. Can I take it out of him? No. Would I want to take it out of him? No. If you take the aggression out of him, he is not himself. So you have to accept that there is a certain flaw that is counterbalanced by all the great things he can do."

He also discussed the best ways to deal with big egos, saying: "When I work with the biggest talents, I tell them that hard work is a talent, too. They need to work harder than anyone else. And if they can no longer bring the discipline that we ask for here at United, they are out.

"I am only interested in players who really want to play for United, and who, like me, are 'bad losers'… [But] you have to get the game out of your system quickly or it becomes an obsession. Win, lose, or draw. We show our face, and keep our dignity. We are Manchester United."

He also discussed his approach to the matchday routine, and the need for players to trust his decisions.

"We never reveal the team to the players until the day of the game. For a three o'clock game, we tell them at one o'clock and before that I speak to the players I've left out. I do it privately. It's not easy, but I do them all myself. It is important. I have been dropped from a cup final in Scotland as a player at 10 past two, so I know what it feels like.

"I'm not ever sure what they are thinking, but I tend to say 'Look, I might be making a mistake here,' – I always say that – 'but I think this is the best team for today'.

"I try to give them a bit of confidence, telling them that it is only tactical, and that there are bigger games coming up. But I believe you must make quick decisions and move on. Why should I go to my bed with a doubt?"

Ferguson also gave an insight in to how he conducts team talks and uses psychology to change games at half-time.

"I like to tell different stories, and use my imagination. But generally, it is about our expectations, their belief in themselves, and their trust in each other.

"I remember going to see Andrea Bocelli, the opera singer. I had never been to a classical concert in my life. But I am watching this and thinking about the co-ordination and the teamwork, one starts and one stops, just fantastic."

Ferguson told the Harvard Gazette why he had decided to be so open with the academics, saying: "When you're approached by an institution like Harvard, you know you are dealing with top quality.

"I had to consider that I was opening myself up to something I've never done before. But at this stage of my life, I felt that if I'm helping young people progress through their own routes to management, then ultimately that was an important and compelling factor for me.

"The whole atmosphere was professional. It was clear that they had done their homework. That was the important thing. They had properly read the case study and supplemented that with their own opinions and research. That gave me a certain assurance that I had made the right decision to go ahead with the case.

"The process was excellent, enjoyable, and comfortable. I never felt intimidated in any way, and I never felt reluctant to be anything other than completely open."

Elberse said it had been "a dream" to have the chance to "understand the drivers of [Ferguson's] success", saying: "To have him there, and for students to be able to see him in action, see how he addresses a group, and see snippets of his personality, there's no replacement for that live experience."

By Guardian Staff

Source: www.guardian.co.uk