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Manchester United - Theatre of Dreams - Part 33

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Old 28-12-2018, 10:27 AM   #9586
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Massimiliano Allegri wants job, Ed Woodward could land dream team

https://www.dailystar.co.uk/sport/fo...Tottenham-News
Max Allegri is also a pragmatic manager, just like Mou
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Old 28-12-2018, 10:28 AM   #9587
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It's the best place to be, this is home for me.. when I received the phone call and said yes without thinking. I just smile when I think about Man United... walking out at Old Trafford in front of these fans, I have never ever felt as comfortable. It's family.

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Old 28-12-2018, 10:32 AM   #9588
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Max Allegri is also a pragmatic manager, just like Mou
my 1st choice is still pochettino.
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Old 28-12-2018, 10:41 AM   #9589
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RENE MEULENSTEEN was a key member of Sir Alex Ferguson's first-team staff at Manchester United for six years. During this time they won four Premier League titles, the Champions League and a Club World Cup. Meulensteen told TGG about the attributes that made the Scot such a great leader.

Vision
The ultimate aim was to win, but Sir Alex wanted to win in a certain style. I can remember him bringing me into his office when he’d made me first-team coach. He had a flipchart and said, ‘listen, Ren - I don’t need to talk to you about how to run your sessions, you know all that. But I’d like to reiterate what I want to see. Possession is important, but always possession with a purpose. When we attack I want to see pace, power, penetration and unpredictability. These are the four things you must instil in the team in every single training session.’

And he was always a big advocate of youth. That meant investing in youth facilities and policies, but also giving opportunities. If ever he had chance to bring a homegrown player into the first team, he would do it.

In my first season with the Academy [2001], he showed a keen interest. He came up to Littleton Road at least three or four times to see what we were doing. At the end of the season I had a real long chat with him about what I was doing and how I saw things progressing. What we were doing was trying to develop these kids, the Lingaards and Rashfords, for 10 years’ time.

To be a good manager, you need to be a visionary. First, ‘what do I want to achieve?’ Then you devise a strategy, ‘how am I going to put this in place, over the short, medium and long term?’ Then you identify the right people to do it. This is what he did.

Delegating
We had experts in every position - technical, strength and conditioning, medical, analysis. It was like clockwork.

The manager achieved the highest level of management - he delegated. He was overseeing it all, he always stayed in control, but he gave us the freedom to do our jobs as well as we could. He trusted Steve McNally on the medical side, Mick Phelan, myself and Eric Steele on the coaching side, and so on. That created for him a lot of space, so he could really focus on achieving the vision.


CREATING THE RIGHT ENVIRONMENT
There was something else, which I only really realised afterwards: not once did I ever feel any level of pressure, not in the six years I worked for him. I never felt ‘I’m under the cosh here’ or ‘the manager’s not happy with this’. That takes top-drawer management, to make everyone feel that comfortable. We had some tough moments but never got carried away. We were able to very quickly see it in perspective and move on.

Man-management is about making sure people are comfortable and bringing the best out of them. That applies in any company, in any walk of life. To work for a club the size of Man United, that wants to win the Premier League and Champions League every single season, and never to feel one day of pressure, wow.

ALWAYS ADAPTING
Things change. Technology came in - video analysis, Prozone, laptops at training - and he managed to use it all to his advantage. Tony [Strudwick] would come in with great ideas and Sir Alex would always listen and often say ‘yes, do it’. Or me with my skills development. He had this ability to adapt and evolve, which is rare, maybe unique, when you think how long he had been there and how much success he had had.

That’s the measure of the man and the level of his capabilities, to not get stuck in what he already knew. He always said ‘when I started here I had four staff, now I’ve got more than Marks and Spencer’s.’ His role as a manager was evolving and changing all of the time and he embraced it.


BEING DECISIVE
If a difficult decision had to be made, he would make it - so long as it was in the best interests of the club. He could be swift and bold. We saw that again and again - if it was dropping a big name or moving one on or bringing someone in. He was never afraid to make the big calls.


BELIEF
He always said, 'our approach is 75/25 -75% about us, 25% about the opposition. Because we are Man United.' It was about always reinforcing how good we were, how strong we were. A lot of teams do the opposite, showing clips of the opposition and making them look so good that you think ‘wow, what are we up against here?’

HUMOUR
A lot of the time people come to me and say, ‘I bet Ferguson wasn't an easy man to work for.’ Listen, nothing could be further from the truth. He was an absolute a delight to work for, every single day.

It was the flow we were in - and the players felt that too. That disappeared after he went. The key to working with such high-profile players is to inform and facilitate. In training, you’re not telling them every step they should make, you’re showing them the options. You back it up with video footage – ‘this is what I talked to you about, this is what I meant’. And you let them evolve it.

If one thing stands out from my time at Man United it was the amount of laughs we had. We laughed every single day. Sir Alex had an unbelievable sense of humour. After he left he had a hip operation and I went to see him at his house. He said, ‘it’s only now I realise how unique it was.’

http://trainingground.guru/articles/...-in-leadership
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Old 28-12-2018, 11:54 AM   #9590
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RENE MEULENSTEEN was a key member of Sir Alex Ferguson's first-team staff at Manchester United for six years. During this time they won four Premier League titles, the Champions League and a Club World Cup. Meulensteen told TGG about the attributes that made the Scot such a great leader.

Vision
The ultimate aim was to win, but Sir Alex wanted to win in a certain style. I can remember him bringing me into his office when he’d made me first-team coach. He had a flipchart and said, ‘listen, Ren - I don’t need to talk to you about how to run your sessions, you know all that. But I’d like to reiterate what I want to see. Possession is important, but always possession with a purpose. When we attack I want to see pace, power, penetration and unpredictability. These are the four things you must instil in the team in every single training session.’

And he was always a big advocate of youth. That meant investing in youth facilities and policies, but also giving opportunities. If ever he had chance to bring a homegrown player into the first team, he would do it.

In my first season with the Academy [2001], he showed a keen interest. He came up to Littleton Road at least three or four times to see what we were doing. At the end of the season I had a real long chat with him about what I was doing and how I saw things progressing. What we were doing was trying to develop these kids, the Lingaards and Rashfords, for 10 years’ time.

To be a good manager, you need to be a visionary. First, ‘what do I want to achieve?’ Then you devise a strategy, ‘how am I going to put this in place, over the short, medium and long term?’ Then you identify the right people to do it. This is what he did.

Delegating
We had experts in every position - technical, strength and conditioning, medical, analysis. It was like clockwork.

The manager achieved the highest level of management - he delegated. He was overseeing it all, he always stayed in control, but he gave us the freedom to do our jobs as well as we could. He trusted Steve McNally on the medical side, Mick Phelan, myself and Eric Steele on the coaching side, and so on. That created for him a lot of space, so he could really focus on achieving the vision.


CREATING THE RIGHT ENVIRONMENT
There was something else, which I only really realised afterwards: not once did I ever feel any level of pressure, not in the six years I worked for him. I never felt ‘I’m under the cosh here’ or ‘the manager’s not happy with this’. That takes top-drawer management, to make everyone feel that comfortable. We had some tough moments but never got carried away. We were able to very quickly see it in perspective and move on.

Man-management is about making sure people are comfortable and bringing the best out of them. That applies in any company, in any walk of life. To work for a club the size of Man United, that wants to win the Premier League and Champions League every single season, and never to feel one day of pressure, wow.

ALWAYS ADAPTING
Things change. Technology came in - video analysis, Prozone, laptops at training - and he managed to use it all to his advantage. Tony [Strudwick] would come in with great ideas and Sir Alex would always listen and often say ‘yes, do it’. Or me with my skills development. He had this ability to adapt and evolve, which is rare, maybe unique, when you think how long he had been there and how much success he had had.

That’s the measure of the man and the level of his capabilities, to not get stuck in what he already knew. He always said ‘when I started here I had four staff, now I’ve got more than Marks and Spencer’s.’ His role as a manager was evolving and changing all of the time and he embraced it.


BEING DECISIVE
If a difficult decision had to be made, he would make it - so long as it was in the best interests of the club. He could be swift and bold. We saw that again and again - if it was dropping a big name or moving one on or bringing someone in. He was never afraid to make the big calls.


BELIEF
He always said, 'our approach is 75/25 -75% about us, 25% about the opposition. Because we are Man United.' It was about always reinforcing how good we were, how strong we were. A lot of teams do the opposite, showing clips of the opposition and making them look so good that you think ‘wow, what are we up against here?’

HUMOUR
A lot of the time people come to me and say, ‘I bet Ferguson wasn't an easy man to work for.’ Listen, nothing could be further from the truth. He was an absolute a delight to work for, every single day.

It was the flow we were in - and the players felt that too. That disappeared after he went. The key to working with such high-profile players is to inform and facilitate. In training, you’re not telling them every step they should make, you’re showing them the options. You back it up with video footage – ‘this is what I talked to you about, this is what I meant’. And you let them evolve it.

If one thing stands out from my time at Man United it was the amount of laughs we had. We laughed every single day. Sir Alex had an unbelievable sense of humour. After he left he had a hip operation and I went to see him at his house. He said, ‘it’s only now I realise how unique it was.’

http://trainingground.guru/articles/...-in-leadership

Agree. This guy and Mike Phelan is the ones that run most of the trainings back at SAF reign. Would love to see him back at the club. Currently he is not contracted to any club right?
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Old 28-12-2018, 12:14 PM   #9591
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Assistant coach for Australia national team now

Agree. This guy and Mike Phelan is the ones that run most of the trainings back at SAF reign. Would love to see him back at the club. Currently he is not contracted to any club right?
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Old 28-12-2018, 12:19 PM   #9592
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Lukaku & Sanchez also need to improve on their finishing.
LKK on his first touch first

I rmbr OGS got good silky first touch, can help improve LKK.
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Old 28-12-2018, 12:27 PM   #9593
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Assistant coach for Australia national team now
next season can ask him to join as 1st team coach.
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Old 28-12-2018, 01:06 PM   #9594
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next season can ask him to join as 1st team coach.
Mike Pelan how?
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Old 28-12-2018, 01:15 PM   #9595
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together with mike phelan. can have more than 1 1st team coach.
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Old 28-12-2018, 01:52 PM   #9596
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Agree. This guy and Mike Phelan is the ones that run most of the trainings back at SAF reign. Would love to see him back at the club. Currently he is not contracted to any club right?
What did Moyes not see in him that many of is does. Pfft says alot abt Moyez
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Old 28-12-2018, 02:07 PM   #9597
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What did Moyes not see in him that many of is does. Pfft says alot abt Moyez
moyes wanted to stamp his authority and show others that he is his own man and don't need to rely on SAF's assets to succeed and that he can succeed on his own.

suffice to say he did not and that had a snowballing effect even up to today.
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Old 28-12-2018, 02:08 PM   #9598
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BELIEF
He always said, 'our approach is 75/25 -75% about us, 25% about the opposition. Because we are Man United.' It was about always reinforcing how good we were, how strong we were. A lot of teams do the opposite, showing clips of the opposition and making them look so good that you think ‘wow, what are we up against here?’


unless is Barcelona in 09/10..🤣
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Old 28-12-2018, 02:16 PM   #9599
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every iteration of a united squad always have a player that best epitomize the Club attitude that SAF wants to show week in weekout: That we are better than you and you can't do anything about it.

That arrogance was what made ABU and NBU, and it was how SAF and United thrive and succeed back then. And that arrogance was well earned and justified.

Cantona, Ronaldo etc. and the thing about their attitude is that it rubbed off on the other players and made them play better.

the closest player we have to that now is Pogba, but not even close. if he can produce such a performance consistently next season onwards, then i say we're almost back.

It's the player's mindset that must change. We are one of the biggest club in the world ffs, so play like it.
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Old 28-12-2018, 03:55 PM   #9600
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Assistant coach for Australia national team now
Still seems possible to bring him in. Always look to sign him in Football Manager :p
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