Hi all
I wondered if anyone else had seen the recent research/book on what makes a great leader and how Alex Ferguson's role at Manchester United epitomised this?
What are your thoughts on this, do you agree with Michael Moritz?
If so what are the implications for us as HR professionals?
https://www.linkedin.com/pulse/qualities-make-leader-great-michael-moritz
Kind regards
Sarah
Replies
Hi Sarah,
I hope you are well.
I greatly enjoyed watching the documentary on TV and also reading the research article you cite.
I believe role of manager in sports does have some consistencies with managers/leaders in organisations, as at the end of the day, results are what we are measured on.
Sir Alex had to utilise succession planning, talent management, learning and development etc. I particularly found aspects interesting where I have heard former players asking him to excite him, to express themselves. This seems to fit in nicely with businesses such as Google who give employees creative time, but they have to feedback on ideas they used. This creates engagement and a feeling of empowerment and builds the psychological contract. Players, like employees, have to have a sense of belonging; buying into the organisations values and behaviours - Sir Alex created a club environment, which retains ex-players as ambassadors which gives a further avenue to install club values and behaviours.
I also think that HR needs to think carefully about recruitment; a star striker with a huge ego, might not be what the organisation needs, but a creative midfielder who fits in to the existing belief system might be.
I really like the sporting analogies :)
Best wishes,
Mark
Some great thoughts and links here to HR Mark...agree managers/leaders in sport or in organisations will share similar traits and characteristics. It was interesting that Clive Woodward was speaking at CIPD15 and there have been a number of high profile cross overs from sports to business but not as many the other way I think.
The star striker might be the high performer with huge ego ...this can lead to difficulties around behaviours vs desired organisational / individual performance - it's always a balance. Like the analogy!
Thank you for your reply.
It is interesting that Clive Woodward was speaking at CIPD15, I didn't see his talk but I agree there is more of a cross over from sport to business than vice versa.
I think team dynamics are definitely important and often underestimated.
In January I'm starting a new role as Talent Advisor (Talent Management Team) so trying to gather some thoughts.
Best wishes,
Mark