Game of talents:management lessons from top football coaches
May 16, 2015 19:33:57 GMT
king nothing and WhatsTheMata like this
Post by troubleontheway on May 16, 2015 19:33:57 GMT
Good read- thought I'd share.
www.ft.com/cms/s/2/054e2602-f9ae-11e4-97b2-00144feab7de.html
Thought this part was particularly poignant given the current situation we're facing with a certain Spanish keeper:
10. Accept that the talent will eventually leave
When Nicolas Anelka joined Bolton in 2006, it was the smallest club on his CV. His career path wasn’t matching his talent. Bolton offered him a four-year contract. However, during contract talks, the club’s manager Sam Allardyce and Mike Forde told Anelka they only expected him to stay two years. The confused player leafed through his contract, looking for a break clause that he might have missed. The Bolton men reassured him: there was no break clause. But if he fulfilled his potential by scoring 40 goals in two seasons, a bigger club would snap him up. Instantly, Anelka had a target at Bolton: a pathway to a better club. He shone for Bolton and, in January 2008, moved up to Chelsea.
Few highly talented people are looking for a job for life. The average graduate changes jobs 11 times in his/her career. The average elite footballer changes club 3.8 times. Big talents won’t “die for the shirt”. Your organisation is just a vehicle for their talents. They join it to work with each other, not for you. If they can go somewhere better, you probably won’t manage to block them. To quote business scholars Deepak Somaya and Ian Williamson: “The ‘war for talent’ is over . . . talent has won!”
The manager’s response should be to seek productivity, not loyalty. A good manager keeps the talent on board as long as possible, meanwhile preparing for the talent’s exit. Ferguson at Manchester United pursued a policy of early replacement: “An internal voice would always ask, ‘When’s he going to leave, how long will he last?’ Experience taught me to stockpile young players in important positions.”
www.ft.com/cms/s/2/054e2602-f9ae-11e4-97b2-00144feab7de.html
Thought this part was particularly poignant given the current situation we're facing with a certain Spanish keeper:
10. Accept that the talent will eventually leave
When Nicolas Anelka joined Bolton in 2006, it was the smallest club on his CV. His career path wasn’t matching his talent. Bolton offered him a four-year contract. However, during contract talks, the club’s manager Sam Allardyce and Mike Forde told Anelka they only expected him to stay two years. The confused player leafed through his contract, looking for a break clause that he might have missed. The Bolton men reassured him: there was no break clause. But if he fulfilled his potential by scoring 40 goals in two seasons, a bigger club would snap him up. Instantly, Anelka had a target at Bolton: a pathway to a better club. He shone for Bolton and, in January 2008, moved up to Chelsea.
Few highly talented people are looking for a job for life. The average graduate changes jobs 11 times in his/her career. The average elite footballer changes club 3.8 times. Big talents won’t “die for the shirt”. Your organisation is just a vehicle for their talents. They join it to work with each other, not for you. If they can go somewhere better, you probably won’t manage to block them. To quote business scholars Deepak Somaya and Ian Williamson: “The ‘war for talent’ is over . . . talent has won!”
The manager’s response should be to seek productivity, not loyalty. A good manager keeps the talent on board as long as possible, meanwhile preparing for the talent’s exit. Ferguson at Manchester United pursued a policy of early replacement: “An internal voice would always ask, ‘When’s he going to leave, how long will he last?’ Experience taught me to stockpile young players in important positions.”