MS Dhoni: Important for a frontrunner to earn respect with deeds somewhat than phrases

MS Dhoni’s captaincy and man-management expertise are a part of cricket’s city legend, and the previous India skipper on Friday mentioned incomes the respect and loyalty of gamers with deeds fashioned the first layer of management.

Under Dhoni, India had received two World Cups and a Champions Trophy apart from reaching the highest of ICC Test rankings for the primary time.

“Loyalty has a lot to do with the respect factor. When you talk about the dressing room, unless the support staff or players respect you, it is difficult to get that loyalty.

“It is actually about what you are doing and not about what you are speaking. You may not actually speak anything, but your conduct can earn that respect,” mentioned Dhoni in a operate organised by Single.ID.

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Dhoni mentioned that respect for a frontrunner comes from his deeds somewhat than phrases.

“I always felt that earning respect (as a leader) is important as it does not come with the chair or rank. It comes with your conduct. People are insecure at times. Sometimes, even if the team believes in you, you are actually the first person who will not believe in you.

“To sum it up, don’t try to command respect but earn it, as it is very organic. Once you have that loyalty then the performance too will follow,” he mentioned.

But step one for that, Dhoni mentioned, is to know every participant within the dressing room – their strengths and weaknesses.

“Some people love pressure, and some people don’t like pressure. What is important is to understand the strengths of the individual and the weaknesses of the individual.

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“Once you have done that, you will start working on the weakness of a player without actually telling him that this is a weakness.

“So, it keeps a player confident and keeps the player from doubting himself. They like to see how it works and that is the job of a captain or coach to figure out what works for who,” he added.

The Jharkhand man mentioned as a frontrunner one has to maintain issues easy to get the perfect outcomes out of a workforce.

“In that process, the simpler you keep things, the easier it will become for you. I always felt that the team (that he captained) had character because all of us were different.”