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The best aren’t getting better on their own, they’re getting better because they are being coached.

For nearly four decades, the Scottish Premiership has been dominated by Glasgow’s Celtic and Rangers football clubs. However, in 1985, Aberdeen, led by a young Alex Ferguson, broke this monopoly, securing the title in a landmark achievement. While Ferguson’s legacy is widely associated with his monumental success at Manchester United—13 Premier League titles, 5 FA Cups, and 2 Champions League trophies—his rise to coaching greatness began in earnest during his time at Aberdeen. In his seven years at Aberdeen, Ferguson built a team that achieved remarkable success, clinching 3 Scottish league titles, 4 Scottish Cups, as well as the prestigious UEFA Cup Winners’ Cup and the UEFA Super Cup. This success wasn’t just about defeating the ‘Old Firm’; Aberdeen triumphed over strong teams like Dundee United and Hearts as well, who were formidable at the time.

In retrospect, it is clear that Ferguson’s time at Aberdeen was critical in shaping the manager he would become. His book, A Light in the North, provides a window into this period, revealing a determined young coach, who was still very much learning. While it offers glimpses of the fiercely competitive mindset Ferguson would later become famous for, it also highlights the uncertainties and challenges he had to navigate early in his career. High-performance coaches often appear as if they’ve always had it figured out, arriving with all the skills and wisdom they need. Ferguson’s journey offers a contrasting view, showing that even the greatest leaders are shaped by experiences and lessons from others. At Aberdeen, Ferguson made a point of listening to those around him. Below are five key lessons he learned early in his career that are particularly valuable for coaches aiming for excellence:

Listening to… His Players

Before Ferguson’s first league game at Ibrox against Rangers, he overheard his players talking about slowing the game down to frustrate the home crowd. This cautious, defensive mindset infuriated Ferguson. He envisioned building a team that would inspire fear in opponents, not one that played to avoid losing. He later reflected, “I wanted to go to Ibrox to beat them. How about letting them worry about us?”

This moment served as a critical reminder: if you’re aiming to instill a winning mentality, you need to be on the ground, listening and identifying any contrary behaviors or attitudes. A successful culture shift cannot happen from behind closed doors.

Listening to… Bill Shankly

In the 1980s, Liverpool was the dominant force in British football, led by Ferguson’s fellow Scotsman, Bill Shankly. Ferguson frequently visited Shankly and always left with valuable insights. Once, as Ferguson noted the time was 7:25 pm—just minutes before kickoff—he asked Shankly if he should be with his players. Shankly’s reply was simple but profound: “Son, if I’ve got to be with my players for the deciding game of the season, there’s something wrong with them.”

This taught Ferguson the power of delegation. As a coach, it’s crucial to trust your team to execute on their own, particularly when the stakes are high.

Listening to… Archie Knox

Ferguson truly internalised the lesson of delegation after hiring Archie Knox as his assistant at Aberdeen. Knox noticed that Ferguson was too hands-on, insisting on running everything himself. One day, Knox confronted him, saying, “You shouldn’t be conducting training sessions. You should be watching from the sidelines.” This advice marked a pivotal moment in Ferguson’s career. By stepping back from direct control, he gained a broader perspective, allowing him to observe player dynamics and behaviours that might have otherwise gone unnoticed.

For any coach, it’s essential to know when to step aside and let others take the lead, allowing you to focus on the bigger picture.

Listening to… Jock Stein

Jock Stein, Ferguson’s mentor, was one of the most influential figures in his life. Stein not only provided tactical insights but also shared the subtler arts of psychological gamesmanship. Before Aberdeen’s European Cup Winners’ Cup final against Real Madrid, Stein advised Ferguson to ensure Aberdeen was the second team on the training ground, making it appear as if they were observing their opponents. He also suggested bringing a bottle of whisky for the Real Madrid manager, creating the impression that Aberdeen was in awe of their prestigious rivals.

Ferguson followed both pieces of advice and later admitted they played a part in Aberdeen’s eventual 2-1 victory.

Listening to… Jock Wallace and John Lyall

Five years into his Manchester United career, Ferguson had yet to establish himself as the dominant force many would later recognise. His teams had finished mid-table, and while they had an FA Cup to show for their efforts, Ferguson began to question his methods. It was a timely conversation with former Rangers coach Jock Wallace that helped lift Ferguson’s spirits. Wallace pointed out, “That’s not an Alex Ferguson team. Once you get an Alex Ferguson team, you’ll be right.” Around the same time, West Ham’s John Lyall shared a similar sentiment, urging Ferguson to ensure his team reflected his vision.

These insights helped Ferguson regain his belief, reinforcing the importance of staying true to his own approach and philosophy, a lesson he would pass on to other young managers later in his career. These lessons highlight the value of openness, observation, and learning from others—key principles for any high-performance coach. Even the most successful leaders benefit from external perspectives and the ability to listen, adapt, and evolve.​

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