Sir Alex Ferguson CBE gives leadership lectures to business students at Harvard and is still on the board at Manchester Utd. and now a joint author of a book about leadership with Sir Michael Moritz KBE of Sequoia Capital. The latest book ‘Leadership’ is now available and leads us to see that the characteristics of the leadership style were being always positive; never negative, having no fear and always wanting to win driven on by the fear of failing. Undisputed authority in his position seemed to have kept him in his post for so long and the consistent application of the leadership principles essential.
The pursuit of perfection is perhaps similar to Asian business methods, particularly automotive. These are now used widely in the west including in our own Royal Mail. The method of visioning the future state is not just window gazing though this is the kind of thinking that is needed at strategy formulation time. Following up with planning and regular review can make the true vision a reality. It is also important to target the perfect unblemished performance record for the company, gained from the individual performances of the team players is also seen in health and safety in the construction industry where the pursuit of zero incidents is now becoming commonplace. Gaining respect not by evoking love, resentment, anger or any great sentiment or emotion seems to be authentic.
His style seemed to be more caring than the late great Brian Clough who was often berated for being negative towards his players. Of more than twenty nine leadership theories and styles discussed in the academic business discourse and viewing from outside of the organisation, the style seemed to be more autocratic culture and authenticity in leadership style than anything else.
The style may not be the best for every organisation or context but there is no doubt that we can learn a lot from someone who was so successful in his chosen profession even if it is to understand that there can be a style that we can uphold and even if we know that something we are doing in leadership is being successful, if we review the leadership style and business culture as part of an ad-hoc review or planned strategy formulation then we can begin to inform our directors so that these aspects can be optimised for the company, the sector, and the country of operation if indeed those elements are appropriate. At the very least we might consider whether directors might benefit from the incorporation of this kind of analysis into board packs.
Haman Fvnta 