Bryan Clough changed from a football player to a coach and led Derbyshire, a second-level bottom team. Through their efforts, they brought Derbyshire to a first-level team and entered the European Cup. It went smoothly and became famous for it. Later, he was fired because of his arrogance and arrogance. Peter contacted a team, and they signed the team together, drove good conditions, but it is also a bottom team. At this time, the first league team Leeds United also threw an olive branch to him, Peter persuaded him not to go, but he thought it was an opportunity, Brian went to Leeds United, and they have parted ways since then. Bryan stood on a first-level team, a higher starting point. Originally, Bryan wanted to bring him a higher honor, but since then it has plummeted... and was finally fired.
There are two main reasons for their success in Derbyshire. One is the excavation of outstanding players, that is, his assistant Peter carefully selects outstanding talents for him; the other is Brian Clough's enthusiasm for the team and the players. Unique incentive. The third is the trust and decentralization of Chairman Longson to Brian Clough. Another reason is the influence of Dunleavy of Leeds United (first league team) on him. Indirectly stimulated him. Driven by Brian, the entire team forms a cohesive force, upgrades, defeats and surpasses opponents.
Later, there were four reasons for the failure of coaching at Leeds United. First, he did not come out of his inner expansion and one-sided understanding of Dunleavy. Second, he lost the core coach member Peter (who can advise him and tap outstanding players). Third, lost fighting spirit, Leeds United's former coach Dunleavy retired and no rivals. Fourth, for the first-level team, it becomes more difficult to go up, beyond his ability.
Everyone is at a relatively low starting point, the goals are easy to agree, and they all want to move up. When the leader's goal is firm, has a discerning eye to tap potential players, and can stimulate their fighting spirit, so that a strong upward force is formed, the result is obvious. Every win can inspire them, and at the same time make leaders more confident that the decision made is correct and will be successful. The trust between the management is deeper. For example, Brian in the film is convinced that his assistant Peter is unique in choosing people. At the same time, he is also convinced that his decision to let Peter continue to tap talented people in is correct. The closer he gets to the goal, the closer he wants to be. Success after time has also solidified his way of doing things. This method works when the team is low. But these methods and methods will fail when used in a high-level, high-quality team. Because winning or losing is a fixed number for high-level teams. It's no longer just relying on motivation and digging people, it's more about team cooperation, player injuries, mental state and other factors, all in the details.
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It is very difficult to switch from a rough management method to a refined management method, but I was accustomed to using a rough management method the first day, and it was even more difficult to parachuted into a team the next day and enforced the refined management method.
It is easier for managers to achieve higher achievements from a low starting point to achieve high achievements than to achieve higher achievements from a high starting point. Just like the changes between 0-1 and 8-10, look at the increase in the value of 8-10, the increase in value is large, the increase in the former value is small, but their respective meanings are different. For the former, this is a zero breakthrough and a great success. A little progress can inspire their fighting spirit. But for the latter, his foundation is high, but the net value added is low. It is like raising a child, from birth to adulthood, seeing his daily changes, his heart is joyful, it is easy to instill his own ideas and wishes, and he is willing to spend his time training him. But suddenly it is different to cultivate an adult. He has formed his own preferences, ideas, and ways of doing things. A little bit of his growth takes more time and energy than a child. Different output ratios give different incentives to managers. This requires managers not only to have rough management but also to have refined management methods. And to follow this rule.
When a new manager enters the company, do not assign old employees to him. You can assign new employees when he has a certain level and meets various requirements, such as performance. At this time, increase the hidden requirements for him, such as the degree of concern for employees, daily employee status records, etc. Slowly, redistribute a certain percentage of old employees to him. When the performance of these old employees improves, then more old employees can be allocated to him, and vice versa, the number of old employees allocated should be reduced.
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