On May 25, Beijing time (CEST), McClaren stated on the "High Performance" podcast that Ferguson allowed flexibility in off-field matters as long as players performed their best in training and matches. Ten Hag, after taking charge, also implemented strict discipline, showing no compromise with Ronaldo, Rashford, and Sancho. However, in an environment where his fate is determined within just a few matches, he has had no opportunity to truly understand his players.

"Performance" is one thing, but performing under pressure is something entirely different. So, has there been a moment in your career when you thought, "Okay, I suppose that's pressure, but this is real pressure"?

Managing England—that was definitely the pinnacle. I'll always remember my first press conference. With a microphone in front of you, 200 journalists, camera flashes, and then the first question comes: "Steve, how does it feel to be the second choice for the next England manager?" I thought, "Wow, welcome to the job of England manager."

The media noise and scrutiny—nothing can prepare you for that. It took me about six months to barely get through it, and those six months were incredibly difficult. They even read our lips off the team bus.

When you decide to "burn your bridges" and be yourself, how does coaching change?

I always told many coaches afterward that a match is theater. You're part of it, but it's not just about you and your team; it's the whole spectacle that comes with it.

As an outsider, how should we understand the difference between being an assistant and being a head coach?

As an assistant, you feel you're contributing, offering advice. But on your first day as head coach, you're truly making decisions. What color socks should the players wear? What shirt for the journey? What jacket do we need? You're completely overwhelmed by decisions.

I'll always remember the advice Sir Alex Ferguson gave me when I left. He said: "Don't actively seek conflict. You'll face plenty of it. It will come to you automatically." He also emphasized sleep and decision-making.

He said, "If you're right on seven out of ten decisions, you're doing very well. I'm usually right on nine out of ten. But seven out of ten, you're doing great, son." I always remember that. So whenever I make a decision, I think, don't worry, you'll be wrong 30% of the time, but you're still doing great.

The pressure on England managers is immense, but reducing pressure for the players is equally important, because wearing the England shirt carries far more pressure than any club. How did you find the mental capacity to help them manage that pressure?

I think we didn't really do it well enough, otherwise we would have performed better in tournaments. We tried a lot of communication, but it's very personal, and you have to show that kind of charisma. That's why Southgate has been so successful; he has that calmness. Eriksson had it too.

Based on my experience across three major tournaments, there are three key points. First, you need energy. Players are always tired at the end of a grueling season. Second, you must keep your key players healthy. In all three tournaments, we had key players injured—Beckham, Rooney. Third, and most importantly, things have to go your way. Red cards, penalties, deflections—you can't control any of that. So England always has a chance, but you can never say they're guaranteed to win.

Were the two matches that cost you qualification for Euro 2008 simply bad luck?

It was Russia and Croatia. We only needed a draw to qualify. Playing in Russia on a synthetic pitch was incredibly complex. We trained on a dry pitch, but before the match they watered it, and the ball moved so fast. Against Croatia, we fell behind 0-2, came back to 2-2, and had all the momentum, but in the final 15 minutes, someone scored from 30 yards out. Some things happen that you can't control. That's why you must control what you can.

When you were standing on the sideline then, did you ever think, "It's over, my England career is finished"?

Without question. That's the job. You're responsible for qualifying for major tournaments, and if you don't succeed, you're done. I remember afterward, Terry said to me, "We'll back you, Boss." But I refused. I felt it had to be my responsibility, that I should go out and face it all myself, rather than let the players do it, because they still have to play for England.

I remember driving home, and the mile-long drive from the main road to my house was lined with cars. Sky Sports asked me to come out, give them a cup of tea, answer a few questions, and they'd leave. So my wife and I actually came out with a tray of tea, passed cups under the gate, and answered a question or two. Ten minutes later, everyone was gone.

When you lose a job like that, there's a sense of relief, which is quite sad, isn't it?

I think that's the feeling behind every head coach position. No one can explain that kind of pressure.

During your time with England, were there decisions you later felt were too emotional?

The final match against Croatia. We came back to 2-2, and we had all the momentum, and then we seemed to suddenly lose our drive. At that moment, I wondered if I should substitute Gerrard to inject some dynamism into midfield. But then I thought, he's our best player—what if I make a mistake by taking him off?

I started thinking about the consequences, thinking too far ahead. I hesitated for about a minute or two, and just as I was about to say "substitution," they scored. I should have made that decision a minute earlier. It was a big lesson. Sir Alex Ferguson only needed to be right on seven out of ten decisions, but you have to be right on the critical ones.

In your view, where does Sir Alex Ferguson's confidence and conviction come from?

I think it's because he's a risk-taker. The way he makes decisions is, "If this doesn't work, we'll take the hit." I've seen him do that many times. He had perfect preparation, and because of that, he had tremendous confidence. And he never blamed anyone, nor did he blame himself for failures.

You said you'd take responsibility when you came in, which seems somewhat different from him?

Yes. I would say, "Maybe we need to work more on our defense." And he would say, "Quiet, Steve. It was the referee—the ref didn't add enough extra time."

I would think, maybe we need to analyze why we lost, and he would always say, "It was the referee's mistake, the linesman's decision. We move on."

Can you trace back how Ferguson recruited you initially?

I was very happy working with Jim Smith at Derby County. I was a coach and assistant, and my goal was to become the best coach in England. I was always absorbing knowledge like a sponge, like climbing Mount Everest. Then one day, a journalist who knew Sir Alex well told me over dinner that I might get a call in a few weeks. I didn't take it seriously at all, thinking it was just another rumor about David Moyes or someone else.

Then on Saturday night, the phone rang. It was him. I thought it was a joke. He said, "Do you want to come to Manchester United?" I said yes. He said, "Good, it's sorted." The call was very brief, sharp, and sudden. That's how he recruited me.

What was it like entering that legendary dressing room?

The first time I met the players was at a hotel, and the Manchester United chairman introduced me to them, but he mispronounced my name, calling me "Steve McClag."

I thought, "Oh, I'm done for." The players must have thought, "Who is this guy?" But the first thing Sir Alex said to me was: "That's why you're here. Because of everything you did at Derby County. Now go out and coach the way you did at Derby County."

That was hugely important to me. He empowered me right then, gave me a fresh start. Over the three years we worked together, he pretty much let me do my own thing. He was like that with all his staff, all his players.

What's his secret to setting such high standards?

He only needed one look. Giggs once said we used to hear that cough on the stairs, and everyone would be terrified. Like the headmaster arriving—quick, scatter.

His talks in the dressing room were full of emotion, straight to the heart. He knew every player, knew your grandfather, and would say, "Your grandfather will be watching you from heaven." It was always about that "magic touch"—for example, in the 1999 FA Cup, he would say, "There's a chance now, lads, a chance to fly to the moon." You'd sit there with goosebumps, and even now when you think about it.

What was it like dealing with players like Keane?

Roy was always at the forefront. He's someone I admired most. An extraordinary leader, an extraordinary captain. Never lost the ball in training. We'd play small-sided games, and I hoped he could shake off that fierce image, but he never lost the ball. He was the embodiment of standards.

Why could the boss set such high standards? Because he had a captain exactly like him, demanding the same standards. I remember after one match we won 1-0, I said "Well done, lads," and Roy said, "Steve, be quiet. We played terribly."

Has this job affected your mental health?

My family would certainly say so. I would say yes, of course. But it's fear, I think—fear of failure. It's like a test every three days, and I have to pass that test, or I'm in serious trouble.

So I have to work at it. All the great coaches are the same—Sir Alex Ferguson, Ten Hag, Jim Smith. You compete with them to see who can work earlier, later.

What's different about your return to Manchester United years later, working under Ten Hag?

It's different. I was fortunate to join Manchester United under Sir Alex Ferguson, when he focused on recruiting character. His main point was: you have to perform well in training and perform well in matches. That's it. Whatever affects that, you stop doing it.

So if you give your best in training and matches, even if you occasionally go out for a drink, he needs you. That's what I learned—it's all about recruitment, it's about people. Ferguson took three or four years to get the recruitment right, to clear out the deadwood.

When Ten Hag arrived, he also set high standards. But the players have changed. Some players wanted to change training times because they had to pick their children up from school. Erik said no. He clashed with Ronaldo, Rashford was a minute and a half late to a meeting and he simply shut the door and removed him from the squad. Sancho was also removed by him.

This is completely right, just as Ferguson fought hard and cleared out the deadwood back then. But the problem is, Sir Alex Ferguson did it in an era where you might play 40 matches, while Erik is trying to do it in an era where you're judged far more quickly, with just 4 matches. You don't have time to get to know your players.

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