The greatest living Briton?

That may be over-stating it a bit, but it's not often that the BBC's Political Editor calls a football manager "...the mastermind of one of Britain's greatest brands." Nick Robinson is clearly somewhat biased, as a self-confessed Man United fan, but the piece he wrote on Thursday to justify his off-the-cuff comment, in which he did jokingly suggest that Sir Alex Ferguson was 'the greatest living Briton', suggests that students of leadership, management and business culture should reflect on what led to his success.

In any business, it is remarkable when a manager survives in the top position for as long as 27 years. Sir Alex Ferguson seems to have earned the backing and respect of all of his stakeholders, from owners and directors to players and rivals. If his objectives for success are measured in football trophies for his club, he must have met and exceeded all his targets. If they are measured in financial results, again his employers should be happy - the club's third quarter financial report last week showed earnings up by 30%, and cash flow (as measured by Earning Before Interest Tax Depreciation and Amortisation) up by 22.5%. With loan repayments reducing gearing, record deals signed for shirt and kit sponsors their market value is rocketing; stock value is up by almost 30% over their IPO in New York last August.

However it is his skills as a leader which Nick Robinson was focusing on. He makes that point that he is "paid to observe and analyse leaders and potential leaders for a living" - and he gives the accolade of being the best of them to Fergie. In his opinion, Sir Alex succeeded so much and survived for so long because he understood people - how to motivate them, how to discipline them and how to inspire them. Nick Robinson is not alone - Harvard Business School invited Sir Alex to address their management students last September. The Daily Telegraph's report of that visit, and of his approach to leadership and to management, has some predictable and some surprising insights. The man who is famous for his 'hair dryer' treatment says that “You can’t ever lose control. Not when you are dealing with 30 top professionals who are all millionaires. And if anyone steps out of my control, that’s them dead.” He believes strongly that power must lie with the coach: “Some English clubs have changed managers so many times that it creates power for the players in the dressing room,” he says, referring to Chelsea in all but name. “That is very dangerous.”

But he also knows how to handle disappointment for the players who he doesn't pick, and keep their loyalty. "I’m not ever sure what they are thinking, but I tend to say ‘Look, I might be making a mistake here’ – I always say that – ‘but I think this is the best team for today’. I try to give them a bit of confidence, telling them that it is only tactical, and that there are bigger games coming up.” And he adds: "For a player - and for any human being - there is nothing better than hearing 'well done'. Those are the two best words ever invented in sport."