On May 25, Beijing time (CEST), McClaren stated on the "High Performance" podcast that Sir Alex Ferguson was lenient about off-field matters as long as players gave their all in training and matches. When Erik ten Hag took charge, he also imposed strict discipline, standing firm with Ronaldo, Rashford, and Sancho. However, in an environment where he was judged after just a few matches, he didn't have a real opportunity to truly know his players.

"Performing" is one thing, but performing under pressure is something entirely different. So was there ever a moment in your career when you thought: "Okay, I thought that was pressure, but this is real pressure"?

Managing England—that was absolutely the pinnacle. I'll always remember the first press conference. With microphones in front of you, 200 journalists, flashes, cameras, and then the first question comes: "Steve, how does it feel to be the second choice for England's next manager?" I thought to myself: "Wow, welcome to being England manager."

Nothing can prepare you for that kind of noise and media scrutiny. It took me about six months just to manage it, and those six months were really tough. They were even reading lips on the team bus.

How does your approach change when you decide to burn your bridges and just be yourself?

I always tell many managers later that football is 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 being second-in-command and being the head coach?

As second-in-command, you think you're contributing, making suggestions. But on your first day as head coach, you're actually making decisions. What colour socks to wear? What shirt to wear on the trip? What jackets do we need to bring? You're completely overwhelmed by decisions.

I'll always remember the advice Sir Alex Ferguson gave me when I left. He said: "Never seek conflict. You'll find plenty of it. It will find you automatically." He also emphasized sleep and decision-making.

He said: "If you get seven out of ten decisions right, you're doing very well. I usually get nine out of ten. But seven out of ten, you're doing well, son." I've always kept that in mind. So whenever I make a decision, I think, don't worry, you'll get it wrong 30% of the time, but you're still doing well.

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

I don't think we really managed it, otherwise we would have performed better in tournaments. We tried a lot of communication, but it had to be very personalized; you have to show that kind of charisma. That's why Southgate is so successful—he has that calmness. Eriksson had it too.

Based on my experience with three major tournaments, there are three key points. First, you need energy. Players are always fatigued 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 crucially, things have to 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 have victory guaranteed.

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

That was Russia and Croatia. We only needed a draw to qualify. Going to Russia to play on artificial turf was very difficult. We trained on a dry pitch, but before the match they watered it, and the ball moved like lightning. In Croatia, we were down 0-2, came back to 2-2, the momentum was with us, but in the last 15 minutes, someone took a shot from 30 metres... Things happened that you couldn't control. That's why you have to control what is controllable.

When you were on the sideline at that moment, did you ever think: "That's it, my England career is over"?

Absolutely. That's the job. You're responsible for qualifying for a major tournament, and if you don't succeed, you're done. I remember afterwards, Terry said to me: "We'll speak up for you, boss." But I refused. I felt it had to be my own responsibility—I had to go out and face it all myself, rather than let the players do it, because they still had to play for England.

I remember getting home, and the mile-long stretch from the main road to my house was lined with cars. Sky Sports told me to come out, make them some tea, answer a few questions, and they'd leave. So my wife and I came out with a tray of tea, passed the cups under 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 managerial position. No one can explain that kind of pressure.

When you were with England, was there a decision you later felt was too emotional?

That last match against Croatia. We came back to 2-2, and the momentum was completely on our side, then I felt we suddenly deflated. At that moment, I was thinking, should I take off Gerrard to inject some energy into midfield? But then I thought, he's our best player—what if I mess it up by taking him off?

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

Where do you think Sir Alex Ferguson's conviction came from?

I think it's because he was a risk-taker. His decision-making was: "If this doesn't work, we'll take the risk." I saw him do it many times. He had meticulous preparation, and because of that, he had great conviction. And he never blamed anyone, not even himself, for failures.

You said you'd take responsibility when you arrived, which seems a bit different from him, doesn't it?

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

I'd be thinking, maybe we need to analyze why we lost, and he'd always say: "It's the referee's fault, the linesman's decision. We move on."

Can I go back to how Sir Alex Ferguson initially recruited you?

I was happily working with Jim Smith at Derby County. I was a coach and assistant, with the goal of becoming one of England's best managers. I was always absorbing knowledge like a sponge, like climbing Everest. Then one day, a journalist close to the Boss told me at a dinner that I might get a call in a few weeks. I didn't take it seriously at all, thinking it was just another rumour about David Moyes or someone else.

Then, Saturday night, the phone rang. It was his voice. I thought it was a joke. He said: "Do you want to come to Manchester United?" I said yes. He said: "Right, then it's settled." The call was very brief, concise, and abrupt. He simply chose me like that.

How did it feel walking into that legendary dressing room?

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

I thought to myself: "Oh, I'm in trouble." The players must have thought: "Who is this guy?" But the first thing the Boss said to me was: "That's why you're here. For everything you did at Derby County. Now go out there and train the way you did at Derby County."

That was very important to me. He empowered me in that moment, gave me a blank slate. In the three years we worked together, he practically gave me free rein. He did that with all the staff, all the players.

What was his secret to setting such high standards?

He only needed a look. Giggs once said we'd hear that cough coming down the stairs, and everyone would go rigid with fear. Like the headmaster coming—quick, scatter.

His dressing room talks were full of emotion, straight to the heart. He knew every player, knew your grandparents, and would say: "Your grandfather will be looking down on you from heaven." Every time it was about that "hook"—for example, in that 1999 FA Cup final, he'd say: "This is your chance, lads, a chance to reach for the moon." You'd sit there with goosebumps on your arms, even thinking about it now.

What was it like dealing with players like Keane?

With Roy it was always like walking a tightrope. He's a person I admire most. What a leader, what a captain. He never lost the ball in training. We'd play small-sided games, and I expected him to drop that fierce image, but he never lost the ball. He was the embodiment of standards.

Why could the Boss set those standards? Because he had a captain just like him, demanding the same standards. I remember after a match we won 1-0, I said "well done, lads," and then Roy said: "Steve, shut up. We played terribly."

Has this job affected your mental health?

My family would definitely say yes. I'd say yes, absolutely. But it's fear, I think—probably fear of failure. It's like having an exam every three days, and I have to pass that exam, otherwise I'm in big trouble.

So I had to work a lot on that. All those great managers are the same: Sir Alex Ferguson, Erik ten Hag, Jim Smith. You compete with them to see who can work earlier, work later.

Years later, you returned to Manchester United, working under Erik ten Hag. What's different?

It's simply different. I was fortunate to join Manchester United under Sir Alex Ferguson, when he focused on hiring for character. His key points were: 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 get recruitment right and to get rid of the deadwood.

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

This is absolutely right, just as Ferguson fought hard battles and got rid of the deadwood. But the problem is that Sir Alex Ferguson did this in an era when you could play 40 matches, whereas Erik is trying to do it in an era where you're judged much more quickly, after just 4 matches. You don't have time to truly know your players.

Traducido por IA.