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Frank Lampard

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2023-07-13
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2023-07-13
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  1. As I said, the last couple of weeks were quite tough because it was seeing out of season. That's not for someone like me and for a club like Chelsea, it's not a nice place to be. You know, I want to challenge the things. And that's not nice. So relief probably, yeah.

    2023-07-13 · The Diary of a CEO · Frank Lampard Finally Speaks Out About What REALLY Happened At Chelsea (E264) · IDENTIFIED FROM THE TRANSCRIPT

  2. I don't regard if that sounds like I'm thinking I'm some superman that turned out not to be Superman. Do you know what I mean?

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  3. You know, someone, I would possibly have a view from the outside and someone doing what I did. I don't think it's like changed the world. I think I played for 13 years at Chelsea. I coached him before in the Champions League for two years on the trial. I don't think that whether people want to have a view on me, I don't worry about that. I went back for that challenge, that period. And, you know, we didn't get the results we wanted. I know a lot of the reasons why I'll take the responsibility for my reasons why. And that was it. I don't have a big issue with it. It's like, because it's Chelsea, it's so topical. You manage Chelsea, one of the biggest clubs in the world. And it's one of those clubs that takes so much, especially in the Roman and Brametry, so much interest because there's a turnover. You lose one or two games. And it's like, oh, what's happening here? So, you know, I'm big enough and strong enough to handle that stuff.

    2023-07-13 · The Diary of a CEO · Frank Lampard Finally Speaks Out About What REALLY Happened At Chelsea (E264) · IDENTIFIED FROM THE TRANSCRIPT

  4. Yeah, but I think probably, and you might think I'm wrong for saying this, but you would probably be taking some emotion out of it from my point and also just how I am about the challenge of going into that. So if you say, right, all the context is here, Frank, but you're not going to know what the results are yet. But here's all the context. Now, this player is disenchanted. I kind of knew that. This is how it's working. I would be like, okay, this is what I've got to work with. Can I get results? And whether I was misguided in my own thoughts, I probably would have gone, yeah, I would do that. If I've got to be honest, it's too easy for me to say I wouldn't have done it for that. And nobody gave me that, what you said. I mean, if we had that in an ideal world, I understand what you're saying. And again, that's why people might look at it. I generally don't have a problem with.

    2023-07-13 · The Diary of a CEO · Frank Lampard Finally Speaks Out About What REALLY Happened At Chelsea (E264) · IDENTIFIED FROM THE TRANSCRIPT

  5. Yeah, in reality, and I didn't get that because it would be results, you know, because everyone would judge me on results. So in terms of me, it would be success, it would have to have got better results in that period of time and come through their working at a high level club again. It's extreme pressures. It's the media, it's the players, everything is trying to get results in games. And in some games, we competed against Real Madrid. We competed against Manchester City. We competed. But that wasn't to be. But that was my version of success. But, you know, football is not that simple.

    2023-07-13 · The Diary of a CEO · Frank Lampard Finally Speaks Out About What REALLY Happened At Chelsea (E264) · IDENTIFIED FROM THE TRANSCRIPT

  6. There's certainly not much to gain for me saying that was so bad, or that was so bad now because when I look back, I'll probably just try and take my own thing out of it. I don't want to go there. I didn't work long enough with the players to be there to one go, and I can't believe that happened at the end of the season. You know, I walked into a position where some of them are a bit disenchanted or whatever. And I'm not going to tell that player that you shouldn't feel like this way. I'll try and drive them and drive them amongst the group, but it's not for me to go because a lot of players will sit with a couple of players sat with me and said, listen, I'm going to be leaving in the summer. I'm finding they're a bit difficult. I'm like, okay, I get that. I'm not going to change that in four weeks or whatever.

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  7. No, but is it? Well, put it this way, I don't want to come here and shout to much because in a short period, it's hard for me to make too many statements. What I will say is that I think I understood the role of being interim and I understood that probably there was not much.

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  8. Yeah, as a general it didn't hurt me because having worked in football for a period and having been a player a long time I've seen a lot of these instances and I'm not holding the players to my standard as such and a lot of them I did know the backstory and the side stories I could get that they were moving on so you know if a player's moving on they might just not you know they might not be ready for those last few games they might have a bit of an issue or something and you know

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  9. I enjoyed the first few weeks. I felt like I was back at Cobham. I know so many people there. I was like into the challenge. In the middle bit, I probably started to understand more that there's a lack of what we've spoken about. And then in the last week, we had Man City Away, Manchester United Away, and Newcastle at home as our running. And I was like, okay, let's get through this week because I could see that the players were ready for the season to finish. Again, some of it I got on a human level. Does that not hurt?

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  10. Not so much. And of course another reason why motivation come down. So I probably could have been a bit more ahead of the game in that, whether that would have changed my mind. I don't have a regret about doing it. I went back there. If people from the outside want to criticize or have a view on it from the outside for six or seven weeks work, I've got no problem with that. I worked at Chelsea before. I worked at other clubs. And, you know, it's another experience. It wasn't my most favourite experience in my footballing career. I won't lie, but it's an experience. And I have learnt out of it. Not so much, but I've mentioned a few of the things.

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  11. Then I told you after. Yeah, you told me after. But I'm not an idiot. I kind of inferred maybe that. Okay. So anyway, I mean, no, I think probably it's normal. Firstly, it's a club very close to my heart, as I said before, a challenge of working, and it was like we had two games against Real Madrid and we had the Seasons to Pan Out, difficult running, so I was fully aware of that. And I don't know, maybe like, you know, I do love a challenge. If that challenge had been probably any other club other than Chelsea, I probably would have said no. I was very happy to be at home as such in that period. I wasn't fighting to get a job at that period. So it was probably a bit of head and heart. I'm not sure what probably heart probably was a bit more substantial in this one than the head because I suppose if you look back again, we were in that hindsight position, but what were my positive outcomes? What were my negative ones the minute we didn't get through against Real Madrid, which probably a lot of people would have bet on, you're kind of into that zone of end of season and what you're playing for as a club like Chelsea. And that's not the norm at Chelsea. Should be playing for something. And in the end, we played.

    2023-07-13 · The Diary of a CEO · Frank Lampard Finally Speaks Out About What REALLY Happened At Chelsea (E264) · IDENTIFIED FROM THE TRANSCRIPT

  12. No, I can tell you for you, I was coming to meet you and I rang you to say, sorry, I'm going to become Chelsea manager. That meeting, you know, people arrived at my house that afternoon.

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  13. Me having a Chelsea head on it, and next year it's going to be great. Like, everyone else is moving forward too, you know.

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  14. That's difficult, isn't it? I don't know enough about Manchester United, but I can understand why after Sir Alex leaving and also some pivotal players will probably come into the end of their time at the same time as him leaving to replace that and keep moving forward. There might have been mistakes and it's not my thing. But I can understand why it feels like a long period for a club the size of Manchester United, but it just shows you that I think that how cutthroat and fast moving this Premier League is. Because if you come off the gas in terms of recruitment or whatever, or you have a bad time, climbing back up there, people think, oh, yeah, Chelsea being a Champions League again next year or Arsenal, you'll be there. Like, Arsenal had to work a long time to come back and challenge for the league last year with a lot of work and, you know, people were criticizing Michael Arteta in the beginning. And now, you know, they've worked together and stuck together and recruited really well. And now they're ready to go. So, I mean, it's not, I don't think we should expect even you being a Manchester United fan.

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  15. But I think in terms of those things, it's hard for me to sit here and kind of dissect other people's work in that period in between. I would have maybe had an idea. It wasn't my idea because I'd already left the club. So maybe like when I came in, it's really hard for me to kind of dissect all those moves. I came into what I came into. So, you know, I think I'd probably be a little bit casual for me to kind of go, they should have done this, you know, it's a hindsighty one that's...

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  16. Yeah, smaller squad, I mean some things are just a bit you know like there are there are phases, you know, and I think Chelsea they won the Champions League I left they won the Champions League like three or four months after I left and at that point you kind of go okay where's the next move and you kind of go how was recruitment then what things worked then and maybe some players left during that period maybe in terms of recruitment you wanted to bring in maybe some people be like the future in terms of when I was at Chelsea before I wanted to bring in Declan Rice. I was like, this kid's going to be the captain of Chelsea for the next 10 years. It didn't happen. But anyway.

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  17. Not to say you're going to sign James Milner's because their character is amazing and their professionalism, but you need to know that they're going to come in and the dress room is going to be good for the dressing room and they're going to help in terms of how you drive forward in terms of their personality.

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  18. And then once you get to that point, I think the recruitment has to be joined up depending on how active the owner wants to be. And I respect and appreciate active owners, their clubs, their prerogative. And then the sporting directors and the manager. And then obviously recruitment, which brings all the data analysis into the picture. And it has to be joined up. And you have to be all very confident by the time you want to bring in a player that you're going, yeah, this is the player we want to bring in. There are always one or two or three options because you may not get target number one. But I think you have to be able to recruit for the style that you want to be. So the coach really has to have a big buy into that as well. But you, as a coach in the modern day, you understand the process. I appreciate being aligned and having other people, not just responsible for who you're bringing in, but also like giving me something that I don't know. I'm not there siphing through the data. You know, they have to show you that data. And here's the reasons why the videos, people that watch them, and also the personality of the player.

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  19. Well, I think you have to understand what you want the philosophy and the identity of the club to be. So for instance, I think Manchester City are quite firm in the idea when the Pep Gallios come in and the sporting directors have worked at Barcelona previously with him that this is how we want to play. This is a manager that's going to deliver that style. So here's how we recruit for that style. Chelsea's always been a bit different for me. The beautiful game, the tick attackers you call at Man City has not been Chelsea's style. It's been more of a winning machine in a different kind of way. In my day, it was more of a powerful team that were good on the eye, but we were not that kind of, you know, part's past, past. We were like powerful and effective. So I think you have to understand what you want to be. And once you get to that point, you're probably the first thing is to recruit a coach that works within that. And that's the kind of coach you want because this is what you want to be. Those conversations are an interview process.

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  20. The strategy of bringing them all in at that time looks a bit excitable at the minute, as in terms of there's a lot of players for success. But I think probably there's. Huge clubs like Chelsea have had a version of what this period is, Manchester United. You mentioned their Arsenal for quite a long time, Liverpool for periods, you know. So I think we have to give definite, I think to overjudge now when I think they have signed some good players would be overcritical. I think at the moment, I think the proof will be now how these players develop once now it feels a bit more settled going forward.

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  21. I mean, I wasn't there for that period. Right. So that was in, I got there in April and like January was the last window and obviously they spent last summer. I think the change of ownership and then obviously some people moved on who were in the hierarchy of the club and so there was changes so there was a big change of structure so I think you have to give Some time and some leeway for the process. And there certainly now are sporting directors, recruitment people in there, having worked with them who are very talented, very hungry, you know, good to go. And I think now it will be. Up to them to take the club forward. They haven't signed bad players. I think maybe the...

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  22. Who are like absolute legends? Now, if you're asking those five, six, seven players to come in and hit the ground running in a difficult moment for the club, it's understandable. So I think as a Chelsea fan, you know, you look at it and kind of go, right, okay, that is positive. There's talent there. Okay, it needs to be worked with. Now I'm sure that you can see the squads getting trimmed. And as I can say, hand on heart, the intentions of the owners is absolutely, you know, they've spent that money because they want to do well. Now, if they're going to address the situation a bit, that's their strategy going forward. But I do think you'll see players like Enzo Fernandez, Mudrick, and these players, Madawiki, young players, they're going to develop and they're going to be big players for the club. You have to get the structure right and the strategy right going forward.

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  23. I think that's understood now in terms of what it's meant with those 30 players. And I think you've seen that now in already, I think, six, seven, eight players have left. So I think the intentions are certainly good. I know that because I work, the owners gave me an opportunity to go in there and I had a good relationship with them. Their intentions to do a good job at Chelsea are amazing. They want to take the club and be the best. They have great intentions. So now I think those younger players, now with a new voice, a new manager, the squad coming tighter, I think they'll have a greater chance to show what they've got anyway. And they're talented players. And, you know, I remember being in Chelsea when Ed and Hazard arrived in preseason it was like, is this kid? He was a bit lazy looking, you know, he was a bit kind of strolling around. Is this kid definitely? And then that first season, it was like, I know he's really good. And then on the second and Thursday, he's like, no, this kid's one of the best players the Premier League's scene or whatever. Thierry Henri, Didier Drog, but like, you can go through all these players who are...

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  24. Applier, eventually they'll probably go, I know I'm not playing. You know, like, stop telling me this shit. Do you know what I mean? So I think, you know, that was an interesting learning curve for me. Like an interim job is what it is. And I kept getting asked, you know, people, it was kind of frustrating at the time. I was like, are you finding this so hard? Are you finding this hard? I was like, you know what? I'm back home in a club that I love, you know, a fantastic training ground. I'm doing everything I can in this job to try and improve it. But there were, and I knew behind the scenes, there were a lot of things, you know, myself and my staff, we want to improve, we want to coach, we want to sort of, when you lack those basics, and as I say, I think there's an understanding of a club that it has to change now. I think it has to change. Then if you let those basics, then it's really hard. to get where you want to get to.

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  25. A few are always injured, probably, you know, so that comes down a bit, but it's a surplus and it's a surplus of the makeup of the squad is international pliers generally. There were a couple of young players, but when you try and build a squad, it would be like, this is, you know, this is my core kind of 15 or 16. And then you go and maybe these two experienced players that might not need to play every week. And then we've got these kids that are waiting and they're just happy to be there. They want to play. They're going to be training. And if you give them an opportunity, they'll be like, but when you have international players in a big number, then of course you're telling internationals you've got to stay at home. It's not easy. And, you know, to have the conversation every Friday with them and get them lined up coming in is also not easy for your own energy. Do you know what I mean? So that's not easy. I don't care how what kind of a manager you are. Like it's like next, you're not playing. Okay. Next, you're not playing. You know, like whatever, however you try and box that up to.

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  26. You cannot Know the modern day players play every few days sometimes. When I say that, it's not like show me how many sprints you can do every day. It's like, okay, if we're doing prep tomorrow, give me that intensity of thought about what this is for you. Let me see it in your face. But then at Chelsea, when you did that, you had to go, right, if I want to really focus on the 10 or 11 for tomorrow, that means I've got to have 18 players over there. And you can't have the body language as they walked off some of them. They were like, again, because they've been having it all season, some of them. So on a human level, I completely understood. And in the end, it was like, I came back here because obviously this was an opportunity to come to my club, you know, Chelsea, a club close to my heart. But as soon as I got in, I realized that probably I thought, you know what? 30 players, I can motivate in six, seven weeks because it's not like a long-term thing. I can come in and be fresh. But in terms of when I came in, I noticed very quickly that some players are probably thinking about the season's going to peter out and what's the future going to look like.

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  27. Peter Jones is going to do it. Cheers, do you know what I mean? How long are you going to go with that? So, and I think in football, that's a challenge with 20 or so players, which is the modern squad. But with Chelsea, it's got very big to the point where this is how I felt, where I can say, you know, I'm not criticizing that player for a dropping standards. I want to try and get something out of him because I had a short period. I want to try and get something out of him. So I would try. But then when you actually look at it, you kind of go, yeah, but he's had this for a long time where he's not playing. So he's now being competitive with that player who is playing. So that player is pretty comfortable too because he's not pushing him. So you kind of get this thing where you're like, you know, we probably took it for granted in some of my better days at Chelsea when we were successful of like this kind of thing that works. You know, it wasn't even a thing you said. You didn't have to sort of have a meeting every day and go, you know, one of those standards culture, you know, nice pie chart. And that's what that is.

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  28. I think when I was tongue in cheek, by the way, when I said, I'm not going to see them again because it was a bit like, as I say, I wouldn't say I've hadn't said it to them. And I've said it a few times. The position of it was that, and I think the biggest thing about the standards thing was the size of the squad. It was the motivation of players that you're going to not play or you're out of the Champions League squad or these things. It's like asking, I don't know, you maybe love doing this. This is like one of your great moments. You know, I want to sit and you want to speak to all these fantastic people that you speak to. Thanks for your prep, Steven.

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  29. If you don't have a building block of standards, then that winning culture that everyone goes, what's winning culture? You go, well, let me, I'll try and explain it to you, but it has to start with a basic standard, which for me is always like train to a level where you're going to push your teammate. He's going to push you, and then we're going to be as competitive as it can be. We don't have to win. Not every team can win. Manchester City pretty much win the league every year at the minute. So what's success for everybody else? For Brighton, it's coming sixth or whatever. For Newcastle, it's, wow, Champions League. That's huge success. So everyone has a version, but my guess is those teams that have overperformed, outperformed. They've got something there, which is a basic standard that they just build on. And, you know, to be fair to Chelsea, they're in a position now where that needs to be worked on again. It's a transitional time.

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  30. Personal understanding of like human nature. If I'm a player that's not been playing for the last seven months and I think I'm leaving in four weeks time, I'm probably going to struggle to motivate that player. You know, I'm not, I haven't got Magic Wand to motivate that player. So I think that's probably my biggest learning out of Chelsea was when you talk about standards and culture. I think people go, he talks about his standards. What he talks about is culture. Maybe I had to catch myself on and not say every interview. But at the same time, it was...

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  31. Yeah, I know, and it wasn't like trying to be clever and go, I'm just going, this is my line now standards, but it was like, it was very evident to me when I walked in because, you know, having worked at Chelsea as a coach before and as a player, I do know the standards. I do know that. And this is not a direct criticism of the players either because when I look at the player's situations where they were and I understood how it had been a long year, I walked in with 10 games to go. They've been there for the whole season and a lot of players were not playing. They were probably going to leave, which we're seeing now, whether they were going to leave or the club wanted them to leave or they or they hadn't been playing with the previous managers. And I could see in training that it wasn't, the level wasn't enough. It wasn't enough to go and get a result at, you know, whoever you might want to say, Brentford at home or let alone Real Madrid. It wasn't enough. And I can say this now because I said this to the players. And again, it's not an individual criticism of the players because I also, when you're trying to say you want to be a manager, you have to have a person.

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  32. If That's interesting because I think in football as well, because it's so topical, there's so much conversation around it. I managed Chelsea for seven weeks, I think I did. And I spoke a lot about standards. And I was a bit, am I saying standards too much?

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  33. If others aren't going to follow that, then very quickly it was like, you're not going to make it, regardless of the manager change. It's like you won't survive the dressing room. And that's kind of how it was.

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  34. People on the outside, I think, is very easy to look at the superstars and most sellers and that. I can guarantee you, and I know this firsthand from speaking to people, people like James Milner and Jordan Henderson have absolutely set the tone of that club for the last whatever years during great success. And if you don't have that kind of those drivers within that top six or eight, I think it's very hard to sustain success or get success. And again, back to my Chelsea days, we had that naturally. And we were actually quite diverse. So it was like John Terry was like the real captain like heart on his sleeve. You could see it in him every day. I was probably more quiet, but like a trainer and standards myself and trying to hope that that would bring people with us. Diddier was this sort of charismatic from the Ivory Coast and kind of brought in, you know, that section of the dressing room and he took petachek spoke five languages. Ashley Carl was such a nice lad in this best left back the country's probably ever seen. So we had this amazing group and like.

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  35. It shows you that the landscape's changed to the point where the manager will be culpable. And I think you have to come, you have to be at peace with that, but you have to try and get to the point very quickly where you have success. And that's tough because winning is, and the modern world of social media and reaction is like get him out, you know, get the next one in. You know, sometimes maybe they're right. Maybe the manager is culpable. But other times there are many things. And to come back to your original point about players and those stalwart and the Gary Neville's and the James Milner at Liverpool in the last years, you know.

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  36. A great manager again. I don't want to sit here and drop names that said to me when we finished my first things at Everton, we just stayed up, skin of our teeth. And he was like, rang me to say congratulations. And he went, Frank, don't rest. 80% of your work for next season will be done in the next month. So it was recruitment. So like 20% will be what you do next season. And now the 80% is like bringing the right players. So I think that alignment, as I keep saying there, is something that, you know, if you can get an owner and they're great owners and they're a great sporting directors and recruitment and the manager and the manager is so critical to it. But when you look at last season, 13 managers left their club, I think it's 13, out of 20 clubs. And you're talking about, you know, Antonio Conte and you're talking about Thomas Tuk, you know, managers had huge successes.

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  37. No. And that's the tough world of it is. And I think, you know, you probably have to earn the right as a manager to get to a club, maybe, when you look at the perfect models right at the top. Manchester City is a good one to talk about. Now, I work with a city group. I had one year playing there. And I could see when I was there, I hadn't arrived at that point, but I could see with the stability from above and how it run and the vision, it was like, we're going to get, they were going to get somewhere because they had a great structure. And it wasn't like it was going to get pulled and pushed and pulled for a small period of time that we're going to get there. And then they hired Pep. They had a not difficult first year, but the first year was kind of him finding his way. I need this. I need this. And then his fantastic coach and they have great players. But if you don't have that aligned thing where, as you said, the most important...

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  38. So that's something that I think I'm trying to improve on everything called the time and coming away sometimes gives you nice time to have perspective and just kind of going to put it in line a little bit and it looks a bit different to what I thought before that experience.

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  39. And you know that, so you know that there are going to be 65 or so percent of weeks, where it's not that great. The Bar Loweras can go and they lower it quickly. Whereas, you know, if you can get the Razors to take control, then I think generally you can kind of get there. So it's a really important thing. That's probably one of the interesting things that, as I say, that the transition from player to manager, trying to get that because whether you were one of the bar raisers or you're in the middle group or the lower group, when you become a manager, it doesn't matter what you were. You've got to kind of get that, get the scripts of what it is and kind of just push.

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  40. That's kind of my experience because that kind of when that kind of complicity or whatever it is, you know, like why are we doing this? Why do we have to do it or whatever, that kind of negativity, which can slip in, can be really contagious. And then in a winning sport, and as much as we're talking here about great managers, winning is everything, you know, and that's obviously relative to if you're a man city or in Everton, Everton will win kind of 35, 40% of games at best at the moment.

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  41. That's a good way of putting it. I mean, I think the bar raisers can take some time to raise the bar, but the bar lowerers can get you very quickly.

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  42. I'm a bit sore today, you know. That sounds simplistic to say, but you have to try and work if you want to work in a four direction and go, okay, those six are with me, right? You try and garner them. Those are the ones that can kind of pass the message. Those ones in the middle, okay, can we keep pushing and working between me and the staff to try and improve them? And then the ones that are there, come on, can we help them? Can they come with us? If not. Has to speak to the club, and that's where a club has to be aligned to go, okay, you want to go in that direction, and we're with you. Okay, we'll work that out. And that becomes a recruitment of players leaving the club. I mean, that's, you know, that's the reality of how it has to be.

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  43. Make a mistake in a game, I've got no problem with that. If you are going to not run for your teammate, if you're not going to train through the week with an idea that when I train on Monday, that's got a direct relation to what Saturday is going to look like. If that feeling isn't there, then I probably can either get upset with a plow or maybe kind of distance the player. And I think when you're working with a group, you have to be careful of that one because not every player has your mentality. So you have to either try and bring them up to the party or if not, then they're going to have to not be there if you're going to have success as far as I see it. And that sounds really harsh, but it's one of those things where you go, if you can work in a team and you're going to take it to exactly where you want it to be, out of that squad of 25, if you've got that kind of, I remember managers would say this, you have, you know, like, there's your six or seven. You know we're going to get every day. We're going to train. They're going to come in. They're going to be so active every day. You're going to have the middle group that was somewhere in the middle and you're going to have the ones that maybe, I'm just coming to training.

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  44. Quite a few things I would say because the overthinker thing comes in again, and I'm a bit of a perfectionist. So, you know, I always want to try and improve my tactical and the personal touch and those things. But I think when I came away from Chelsea, I realized I needed to delegate time better. That was something I was certainly not great at. You have your staff for a reason. They're there to support you and at times they'll be better than you at certain things. So give them it, you know, and give them that. You obviously oversee that thing. And I probably spent a lot of time trying to be across everything, whereas really I probably could have come back from that and saved my own energy. So I think I'm certainly trying to improve that side. I did between Chelsea and Everton for sure to try and save that. I can be pretty overreactive sometimes if I see things I don't like in terms of, and when I say that, it's always effort or standards. And I think that's one of the things I'm biggest on is that, you know, if you are going to...

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  45. And you can push them and try and push them and that. So I'm probably quite intense with the younger players. I try and be, as I say, inclusive and that. And I'm always trying to learn and try and just trying to be me. It's a hard answer to that one. I think you'd have to ask, you know, maybe a member of staff or a player, pick the right player because you probably get different answers because when you work with. I worked at Chelsea recently with 30 players. I pick 11 for a game and like eight subs. The subs, eight outfield subs. The subs don't really like you because they're not starting, let alone the other ten. So it's a really hard balance for the modern squad to get there. But you have to try and make it inclusive because if you're going to get anywhere, you've got to go all together

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  46. At the same time, I think I try and find a balance. I think the important thing for me was when I became a manager was to not expect anybody, any player to see it how I saw it or train how I trained or whatever. You know, for good or for bad. And that's, I think, a bit of a skill which, you know, Sir Alex probably had perfectly. So I try and be as close to the players. I try and learn all the time. I'm a coach. I want to coach on the pitch. I think my biggest pleasure is coaching and improving players and particularly young players. And I've had the fortune to work with some really good young players at Derby. I had Mason Mount, Harry Wilson for Cayo Tamori, and then at Chelsea obviously Tammy Abraham extra ones and Anthony Gordon, et cetera. So I think they are the real sponges that are a real pleasure to work with. And I love that part of it. Being able to speak to them. And you do find, and it's a reality. And I remember being an older player, you're a bit more cynical when you're a younger player. You're like, they're like a blank canvas.

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  47. Sure. And I think that runs into the modern day that we get very caught up in tactics and rightly so. The game's moved on from those days tactically, but those people, and you'll know yourself, you know, inspiring people. And as you say, to be bespoke and kind of individualize it and look within the group and have moments, because, you know, if you ask me about my career, you go like, Frank, what do you remember out of those 20 years? Like, do you remember the meeting where Jose played you a bit higher up? I wouldn't. He said, do you remember the time that Jose said those words to you that inspired you? And it could be like one sentence. I go, yeah, I remember that. Do you know what I mean? Like things that stick with me that I remember that made me run for this man. He's going to make me better, you know, and I had that. And I think so what you just said there about Sir Alex Ferguson, I think the great managers have, you look at, and they have it in different styles, Pepadiolo, J ⁇ rgen Klopp, everyone will have a different style of that. And that's a huge part to their success.

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  48. Do this, all these things that come together and give you that amazing moment. And I had that as Chelsea as a player. And so for future, say, go on, tell me what a great manager is and me to go, here's an answer for you in one minute. It's like impossible to say.

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  49. Bridge that gap of changing managers. And so I think when you come back to the question of great managers, I think sometimes it's the case of compromising with what you're working with. You have to get the people skills right. And that's the first thing I learned as a manager of the difference in plan is that you have to deal with people. You've got to try and inspire every player within that group and inspire the collective. So every player will have a different motivation. It might be money for one. It might be, I want to be the best striker in the world. It might be I want to be in front of him because I don't like him. Whatever that is, you're trying to tap into. And I think the greatest of managers, my opinion. And I played under, as you say, a lot. And I'm trying to be one is that they give you something that you believe in that you can strive for and you all buy into. And sometimes it's a messy process. You know, you watch Man City lift that treble just now and you listed the Champions League. There will be so many things that we don't know behind the scenes. This player is unhappy.

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  50. Is that accurate? It's very accurate. I agree with that. And Chelsea is a bit of a unique example because in my time there, they change manager a lot, as you say. And I don't think that's the most productive way to run a business in an idle way in terms of football, because in an idle way, you kind of go with trust in this manager. Let's work with it. Here's the idea. We're going to go with it. And of course, it's the prerogative of the owners to change that. What we did have at the time was a fantastic unit within the dressing room of high talent, high personality that led the dressing room. So we had a great team and a great squad. And when I say that, we had a spine of players, of John Terry, myself, Peter Chick, Didier Drober, Ashley Cole. I could go on. And there were personalities that sometimes would clash, but we knew our place. We knew we could rely on him. I knew that I would run for him and he'd run for me. And we also had high talent of player that Didio Droba would score in every final pretty much. So I think we kind of like...

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