On May 25 (CEST), McClaren stated on the "High Performance" podcast that Sir Alex Ferguson was quite lenient with off-pitch matters as long as players gave their all in training and matches. Erik ten Hag, since taking charge, has also enforced strict discipline, showing no leniency with Ronaldo, Rashford, and Sancho. However, in a fast-paced environment where his fate is decided within just a few matches, he has never had the chance to truly understand his players.

"Form" is one thing, but performing under pressure is another. Have you ever thought during your career, "Alright, I thought that was pressure, but this is real pressure"?

Managing England was certainly the pinnacle. I'll always remember my first press conference. With a microphone in front of me, 200 journalists, flashing cameras, and the first question was: "Steve, how does it feel to be the second choice for England's next head coach?" I thought, "Wow, welcome to the England job."

The noise and media scrutiny—no one can prepare you for that. It took me about six months to get over it, and those six months were really difficult. They even read our lips off the team bus.

How is coaching different when you decide to "burn your bridges" and just be yourself?

I always tell coaches later that a match is a theatre. You're part of it, but it's not just about you and your team; it's the whole performance that comes with it.

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

As an assistant, you think you're contributing, offering advice. But on your first day as head coach, you really have to make decisions. What colour kit? What shirt for travel? Which jacket do we need? You're completely overwhelmed by decisions.

I'll never forget the advice Sir Alex Ferguson gave me when I left. He said: "Don't go looking for conflict. You'll get enough of it. It will come to you." He also emphasized the importance of sleep and decision-making.

He said: "If you get seven out of ten decisions right, you're doing very well." He usually got nine right. "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 well.

The pressure on England's manager is immense, but relieving pressure on the players is equally important, because the pressure of wearing an England shirt far exceeds that of a club. How did you find the mental strength to help them cope with that?

I don't think we were truly successful, otherwise we would have done better in tournaments. We tried to communicate a lot, but it's very personal—you have to project that calmness. That's why Southgate has been so successful; he has that composure. 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 fit. In all three tournaments, we had key players injured—Beckham, Rooney. Third, and most importantly, everything must go your way. Red cards, penalties, the bounce of the ball—no one can control that. So England always has a chance, but you can never say they're certain to win.

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

It was Russia and Croatia. We only needed a draw to qualify. Playing Russia on artificial turf was complicated. We trained on dry grass, but before the match they watered it, and the ball moved like lightning. Against Croatia, we went down 0-2, equalized 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.

Standing on the touchline at that moment, did you think, "That's it, my England career is over"?

Without a doubt. That's the job. You're responsible for getting through the qualifying rounds, and if you don't win, you're out. I remember Terry said to me afterwards, "We'll speak for you, boss." But I refused. I felt it had to be my responsibility—I had to go out and face it alone, not let the players do it, because they still had to play for England.

I remember driving home, and the mile-long road from the main road to my house was lined with parked cars. Someone from Sky Sports told me to go out and invite them in for tea, answer a few questions, and they'd leave. So my wife and I actually went out with a tray of tea, handed cups through the gate, and answered a question or two. Ten minutes later, they were all 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 coaching job. No one can explain that kind of pressure.

During your time with England, was there any decision you later felt was too emotional?

That final match against Croatia. We equalized 2-2, and we had all the momentum, and then we suddenly seemed to run out of steam. At that point, I was thinking whether I should substitute Gerrard to add more drive to midfield. But then I thought, he's our best player—what if I mess up by taking him off?

I started overthinking the consequences. I hesitated for a minute or two, and just as I was about to make the substitution, they scored. I should have made that decision a minute earlier. That was a big lesson. Sir Alex Ferguson could get seven out of ten decisions right, but you have to make those crucial decisions decisively.

Where do you think Sir Alex Ferguson's courage in his convictions came from?

I think it's because he was a risk-taker. His decision-making process was, "If this doesn't work, we'll gamble." I saw him do that many times. He was perfectly prepared, and because of that, he had great confidence. And he never blamed anyone, and he never blamed himself for failure.

You said you'd take responsibility when you came in, and that seems a bit different from him?

That's right. I'd say, "Maybe our defence needs a bit more practice." And he'd say, "Shut up, Steve. It was the referee—the ref didn't add enough time."

I'd think, maybe we need to analyze why we lost, and he'd always say, "It was the referee's fault, the linesman's decision. Move on."

Can I take you back to when Ferguson first recruited you?

I was very happy working with Jim Smith at Derby County. I was a coach and assistant, aiming to become the best coach in England. I was 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—I thought it was just another rumor about David Moyes or someone else.

Saturday evening, the phone rang. It was his voice. I thought it was a joke. He said: "Do you want to come to United?" I said yes. He said, "Right, that's done." That call was very brief, sharp, and sudden. He just picked me like that.

What was it like stepping into that legendary dressing room?

The first time I went to the hotel to meet the players, the United chairman introduced me to them, and he got my name completely wrong, calling me "Steve McClag."

I thought, "Oh no, 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've done at Derby County. Now go out and coach like you did at Derby County."

That was hugely important to me. He empowered me in that moment, gave me a fresh start. In the three years we worked together, he pretty much let me do whatever I wanted. He treated all his staff and all his players the same way.

What was his secret to setting such high standards?

He just needed a look. Giggs once said we'd hear his cough from the stairs, and everyone would freeze in fear. Like the headmaster was coming—quick, run away.

His dressing room talks were emotional, touching your heart. He knew every player, knew your grandparents, and would say, "Your grandfather will be watching you from heaven." Every time he'd hit that emotional "hook"—like before the 1999 FA Cup, he'd say, "This is your chance, your chance to fly to the moon." You'd sit there with goosebumps, and you still get them thinking about it now.

What was it like working with a player like Keane?

Roy was always on a knife's edge. He's the player I admired most. A true leader, a true captain. Never lost the ball in training. We'd play small-sided games, and I'd hope he'd drop that tough-guy act, but he never lost the ball. He was the embodiment of standards.

Why can a head coach set such standards? Because he has a captain like that, demanding the same standards. I remember after a match we won 1-0, I was saying "Well done, lads," and then Roy said, "Steve, shut up. We played badly."

Did this job affect your mental health?

My family would certainly say yes. I'd say yes, absolutely. But it's a fear, I think—perhaps fear of failure. It's like taking an exam every three days, and I have to pass that exam, or I'm in serious trouble.

So I have to work with that. All those great coaches are the same—Sir Alex Ferguson, Erik ten Hag, Jim Smith. You compete with them to see who can work earlier and later.

After all these years, you returned to United, working under Erik ten Hag. What's different?

Simply put, it's different. I was fortunate to join United under Sir Alex Ferguson, when he focused on recruiting character. His key point was: you must perform well in training and perform well in matches. That's it. Anything that affects that, you must stop doing it.

So if you gave everything in training and matches, even if you occasionally went out for a drink, he still needed you. That's what I learned—it's all about recruitment, about people. Ferguson took three or four years to recruit the right people, to weed out those who didn't fit.

When Ten Hag arrived, he also set standards. But the players have changed. Some players wanted to change training times because they had to drop their kids at 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 dropped him from the squad. Sancho was also removed by him.

This is completely right—just like Ferguson fought and weeded out those who didn't fit back then. But the issue is, Sir Alex Ferguson did this in an era where you could play 40 matches, while Erik is trying to do it in an era where you're judged much more quickly, with just 4 matches. You don't have time to understand your players.

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