Sublime

To my surprise, every Manchester United player I’ve spoken to and interviewed said Sir Alex Ferguson didn’t care about tactics, strategies and formations. He cared primarily about getting the best out of each individual, the team’s culture and their attitude; he didn’t want them ever to become complacent.

He understood people. He wouldn’t treat two players the same. Blanket treatment isn’t the best way to treat a team. Everyone’s different, everyone takes advice differently. Everyone takes criticism differently. And that’s why the leader or manager needs to know the individuals. This was one of Sir Alex Ferguson’s greatest traits. He knew everything

Years later, he made millions by using the same psychology in business. For example, he wanted to sell steel rails to the Pennsylvania Railroad. J. Edgar Thomson was the president of the Pennsylvania Railroad then. So Andrew Carnegie built a huge steel mill in Pittsburgh and called it the ‘Edgar Thomson Steel Works.’

Jim Hill wasted little time, after gaining full control of the Saint Paul, Minneapolis, and Manitoba, in sending Farley packing. Hill showed little sensitivity to the old man’s ego, to his greed, or to his clear ability to retaliate. When Farley confronted Hill in the spring of 1879 with the impossible demand that he be made a director of the new c

Wendi giggles and suggests that, in addition to his many functions and duties, Gil should be my bodyguard. He already is, I tell her. And yet that word doesn’t cut it. That word isn’t adequate to what he is. Gil guards my body, my head, my game, my heart, my girlfriend. He’s the one immovable object in my life. He’s my life guard. I particularly en

By 1922, Ivar secretly had hired a handful of men with no previous connection to him or his companies. These men trusted Ivar for all the wrong reasons: because he had saved them from prison or bribed them or paid them five times what they deserved. Ivar could ask these men to do things he would never ask of friends. Sometimes Ivar needed a person