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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. Pepodialo or J ⁇ rgen Klopp are fantastic coaches are doing, and it must be this amazing, complicated thing for sure. They're amazing coaches. But it's an active game. So if you can give a good message, then the rest is down to the players at the same time. So you just have to prep them as well as you can. But they will challenge you.

    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. And I remember reading Pep Galiola once said that even if you don't know the answer, pretend that you know the answer. And, you know, so there is a version of that because, you know, when you're getting things thrown at you sometimes, it's like, you know, football is an active game. And I think sometimes in the modern day, we look at, you know, on Monday night football, you see after the event, they should have done this or people are imagining.

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

  3. Yeah, no, I think when I say that, I think the modern day play particularly, I think in previous eras it probably would have been more vocal and, you know, but now the modern day player have a good understanding of the game. A lot of them have been coached in academies very, very well to a high level. When they get to the top, when you are setting out tactics, they will have questions for you. And you have to buy into that because the reality is what you want is them to understand what you want, or sometimes they say something, you go, okay, we might change that, or whatever it might be. And I think when you get to the top level in football, you have to understand that that's there. Now, they have to understand you're the boss and you have to make that very clear. But at the same time, there will be lots of players that will challenge you. What do you mean by that boss? But what about if that happens, you know, and you get a lot more of that?

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  4. And for all the, you know, you'll always get criticism, you know, you leave Chelsea, people are criticise you, you go to Everton, you stay up, you get relegated, people will criticise you. But at the same time, I am resilient enough to deal with all that stuff now. That's been probably the beauty of having a long career in football. And so my thing is I can manage Derby. I can go and manage Chelsea and do it to a good level as well because I've had successes as well as when it hasn't gone so well. I mean, that's the modern day manager. So I think I probably crammed in a lot of work in four years and working at a high end level with players that will test you and question you because Champions League players question you. So it's just my path.

    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 But that's my life. I know what you're saying. And I think I can say this. I think as an English ex-player, Stephen Gerard, others that have played at a high level, you know, played 100 times for our country, etc. I think the culture in this country is to sort of say, right, now you're a manager, go and earn your stripes there because being a player of that level doesn't mean you're going to be a manager. So I think that could have been a route where you can kind of get a lot of play. Fair play. He went down to Division II and he's showing what he's doing and there's a process. The reality is that path wasn't for me. And Mel Morris asked me to take the Derby job. It was a question challenge. Yes, please. I'll take the challenge. When I had one year there and Chelsea came to me, it was a difficult time. I had a transfer ban. You know, Ed and Haz was...

    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. You know what I mean? Because it's a really cool thing. I want the managers to be able to speak to me all the time. And when I said it, I was like saying what I thought I should say. And then, you know, you learn a little lesson. My door hopefully is still open now. But at the same time, I was probably playing the part of a manager. And then you kind of go now, what's real to me here? You know, like, do I have to say that? Is there another way of saying it or whatever?

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

  7. Days I also did that. I did my first meeting at Derby again, was like, right, I'm an ex player, so anyone who wants to knock on my door, come and see me and I'll tell you the truth and we'll have it out or, you know, I'll give you the answer that you want. And I remember the first three weeks, they kept knocking on the dog. I was like, I had to do another meeting. So, lads, if you're going to knock on my door, come to me with facts of why you should play. You know, how's your training? You know, come this stomach. I don't want you just, I didn't play on Saturday, Monday morning. It's like five on the door knocking. And, you know, open policy in the door is good, but at the same time, it was like those are like learning curves for me. I probably said that phrase because I thought I needed to say it.

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  8. And what I learned from Jose, and as I then went on to managers after that, was the thing that impressed me about Jose, there was a real authentic nature to him. Like when he was self-confident, overconfident, kind of brash, Jose, that's him. You know, that was him. And, you know, maybe he's playing up a bit now and again, but I saw him behind the scenes. And then when I've worked with other managers that maybe were probably striving to be something like that, and I think after Jose, there were a generation of managers that were a bit like, okay, I'm going to wear this, I'm going to wear the scarf and I'm going to tighten or act a bit kind of, you know, say those things he used to say, I does say. And I didn't buy it as such. And even from outside when you're watching manager, you know, you have that impression. So I think probably you go, okay, can I take things from all these managers for my journalist question? Yeah, I did from some and not from others, blah, blah, blah. But when you come to it, you have to be yourself because you'll get found out. And you're probably right in my ear.

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  9. Completely get it. I get asked it a lot, and not in exactly the way you get asked, but I get asked it by football journalists who say, so what did you take out of all your managers you play and all this stuff? And just to jump to one would be Joe's Emmerino. It's a good one to jump to because he had a huge effect on my career, as many did, but he came and probably elevated me in my playing career to a different level.

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  10. Thing to do always, and I just probably have found mechanisms to be able to go right, you almost go into the character. I don't want to sound like an actor too much, but you go, no, I'm just going to go into it. And the more I think you do that, the better you can be at Copen with that thing. And then you just kind of also have to get a realization that, you know, you can feel a bit like that. You can feel a little bit like, I'm out of my comfort zone. You can make mistakes. I think showing that you can make a mistake in front of a group of players is not the worst thing. You know, they're there to players will get it. You make the smallest mistake. One of those 25 at least is going to go. Well, about when he said that, you know, but I think you've got to come to peace with that and you can even joke about that after the event because you'll keep making them. So I probably come.

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  11. I think I probably managed to get coping mechanisms along the way that have put that to the side. And in simple sense, I've become much more confident in myself, away from work, actually, at home, much more content in myself. Again, that probably comes back to being really settled in a relationship. I am 45 now, just turned. But in the workplace as well, that first year I remember feeling it a lot. And when I moved to Chelsea, like it should be a huge move, it's a huge jump to the Champions League Club, even though I knew the club very well. It was a huge jump to deal with players of a different stature, etc. But I found that imposter syndrome thing much less. And I had just had coping mechanisms where I could kind of just go, okay, you're nervous taking this meeting because you're a bit out of your comfort zone. You've got to be critical of a player. So you're going to go in on someone. You're going to show a video of the game the other day. And it's like, that's not a comfortable.

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  12. So I had a lot of those, and it was, you know, we got to the playoff final, we got to Wembley, we lost a final against Aston Villa to get to the Premier League. And I was so disappointed for the club of Derby and the owner who had given me, you know, put everything into me. And we'd had a really good year and got there and we lost it. But in terms of that first year of management, yeah, my drive took me into it. And it was just a huge learning curve. And it was a really enjoyable year.

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

  13. Clearly, help as you go along, you learn from mistakes, but I understood his point when he said that because I walked into Derby Fresh and I made a lot of mistakes because you always will. But I also had a freshness and a bounce and a feeling inside me that was kind of like, I want to take this on. And even though those moments of fear, you know, that kind of when you feel like a bit of imposter syndrome, should I be doing this and you've got to hide it? Like I remember having the whistle for the first day in front of the training pitch gang. I'm going to blow this at the end of training. And I've been used to hearing that coat.

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  14. And he was old. He was old. And he said to me, I think I was a better manager when I was young in many, many ways. He said, because as I got older, I started to really sort of overthink things and become a little bit more cynical. And, you know, you kind of go over these things. When I was young, I just make decisions and I was kind of free to do it. Now, I think there's a balance to that. Experience is obviously a clear.

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

  15. As much as you can think, hey, I'll do that the minute you walk in and you see those 25 faces, and then you walk to say hello to Jeanette, who's your secretary, and this one and the player liaison. I'm like, oh shit, have I got to manage all this as well? And you do, you have to sort of, you know, the building is yours to kind of set the tone. So that first year, some of it was good. You know what? I think sometimes in management, a great manager said to me this.

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  16. I wanted bomb. I wanted to get on the grass. I wanted to work with pliers. I wanted to try and improve players. I wanted to see if I could do it. It's probably more. If I'm on it, it's probably, can I do it? And can I do something? And I was probably naive at the time because the minute I walked into Derby, I was like, wow, this is different. I've got to hold them. I am now holding the meeting rather than one of the 25 players sitting listening.

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  17. Kristen has a say, and it's like jump, and the net will appear. And we sat in my front room, and I was like, you know, I did my coaching badges, but this is a proper job. I go to Derby. They've got some problems and it's going to be a difficult job or whatever as all jobs are. And I jumped. That inner probably drive that I have that inner desire, you know, it wasn't something that I am an overthinker. So that probably made that process of those couple of days where I had to make a decision really intense. But at the same time, I like a challenge. I love a challenge. And as much as I enjoy punditry, it was challenging. You want to do it well and you want to do it like, you know, the top boys do it. You have to put everything into it and do it really well.

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  18. Well, I did punditry for a year, so I spent a year working mainly on BT and doing some different things, BBC. I did a few bits And I really enjoyed it. It was great. I was working a lot with Rhod Fernand, Stephen Gerard, Jake Humphrey, who had him recently, and just really good people. And it was like a step in the game and a step I've retired so I can do other stuff. You know, the life of a pundit is, you know, much easier than the manager. We all know that. So I kind of put my eggs in both baskets at that point. I did that and I did my coaching badges. And I wanted to kind of see how I felt a little bit. And I didn't want to be a manager in my 20s. When I got to my 30s, I was like, that's interesting. People, managers, what are they dealing with? I just thought about myself in my 20s more. And then when I finished, I did my coaching badges. I started to quite like it. And then I got an offer out of the blue to go and manage Derby, Derby County, the owner, Mel Morris, kind of went out on a bit of a limb. He was speaking to Harry Reddnapp, who's my uncle. Harry said, speak to Frank. We sat for two hours in Chelsea in a hotel, and he offered me the job. And it was like...

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  19. Not get too unhealthy and unfit, whereas when I was training and playing, even when I finished playing for a couple of years, if I went for a 5K, I need to beat my 5K PB. I have to try and beat it. Now, when I do a 5K, I'm just going to complete it. Do you know what I mean? I'm completing it in like 20 or 30 seconds less. So I've dropped that one slightly and maybe I transfer it into other parts of my life, I guess.

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  20. I don't know. I mean, I went to the gym this morning and I really didn't want to go and I'd walked the dog and my time limits getting shorter. I'm going to go in. I don't want to go. I'm going to go in because I know the buzz that will get off afterwards. And that's kind of my drug. And it always has been. And it probably starts from all those early days of, you know, you must work hard. You must push yourself. You must be as fit as you can be. And it probably just stuck. And it's probably a little bit of a lifer for me. But I do, thankfully. I enjoy the stress of hard work and physical work less now finish. You know, now it's more to...

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  21. I weirdly likely grown to like the stress of what it brings. And you might start thinking I'm a strange person. I don't know, but I loved stressful training, you know, to put it on the physical side, for instance, I loved that feeling of like almost feeling sick on a preseason run or, you know, really intense training sessions. I really enjoyed that. Maybe not always in the moment, but when you get to the end of it and you go, I got through that. And that was so intense and hard. And maybe in life sometimes I set myself challenges. And maybe I make it more complicated than I should, but I don't mind that stuff. And that's probably when I started off talking about that relax when you were your children. I think I'm still juggling that one. And I think probably a lot of people are. I don't know. I think, you know, I've been overthink is not something unique to me. It's completely everywhere. But I don't know what else to say, and that's what I am.

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  22. Probably gets quicker to the solution. So that one's just a struggle that I put up with. But as I say, I think it's just part of my makeup. If I wasn't an overthinker, if I didn't have that sort of obsessive sort of perfectionist training drive, I wouldn't have got to where I got to because I was not Leonel Messi who has got this God-given talent that's there. Wherever my talent was on the spectrum, I needed to push it and I constantly tried to.

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  23. All the other thinking thing is maybe a cost, and I think that can be a positive too, but I think it can be quite taxing on yourself, you know, for anyone who thinks like that and sometimes I would, I've tried to make myself, you know, not an overthinker, however you do that, I don't know because I've not found a solution to that one. I think it's when you are that it's in you. So probably the negative or downsides have been probably a bit texting on myself, but I think you learn to live with that too. And I think you understand it. I think it's something that I'll never master. And it can probably cause you to overcomplicating situations like you're saying about, I don't want to get into that, but if you do get into something and you really overthink and you have to get into something, I now try and step back and simplify and say stop overthinking it, simplify it because for me, anything in life, if you can simplify the basics,

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  24. Made me not try things that I should do, but in terms of my footballing career, the fear of failure was a huge driving force, and I don't think it's a bad thing because I think there's a certain humility to it. And my mum would certainly have been the driver of me as a young person to stay, stay humble, son, stay humble, never get too high, stay there, and you'll be fine in your own head. So I think I had a real understanding of my weaknesses. And I thought, well, if I can work on these constantly. And then I started to see results really step by step. Sometimes you go back, you go forward a few. But I can certainly say looking back at my career from start to finish, I didn't leave anything on the table in terms of work ethic and training. I don't want to sound like an absolute machine. There'll be days when you get older where you come off it a bit or you start to find life affection different ways but I when I look at my peers in football I certainly had a training ethic that at least right at the top whether you know others can say the same maybe but I felt that

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  25. I don't know. I don't know. I think it's in my makeup, maybe. I don't know. It's probably just how I am. I probably have it still these days. I think it can be really positive. It was in my footballing career and it carried on throughout, probably still in my management career. It can probably be the flip of that in my life because if I fear of failing something, I won't approach it. That's me. I don't want that. You know, my wife will always Christine jokes with me when we go on holiday and you want a paddleboard or something. I'm like, I'm not going near that because I know I'm going to fall off a lot. So she will laugh at me. So I'm like, you paddleballed, I'll lay on the beach or I'll lay on the lilo or something like that. I actually use the paddleboard as a lilo. That's like that's the joke. But in the biggest sense in my life, you know, that fear of failure is, and it can probably maybe...

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  26. Probably like the second or third best kid in pretty much every team that I played in, in whatever I did cricket or football. But I had a real desire to and I also had a fear of failure. And as much as that doesn't sound like a nice driving force, it can be a really strong driving force, I think.

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  27. You had in those days, and I remember like I know I needed to get fitter and get stronger. And then being pushed by my dad particularly and encouraged by my mum probably gave me this real desire and an understanding that if you don't work, you're not going to get there. And that, you know, that's what I would try and pass on to my children now. But it really stuck. And it became me. So by the time of being, you know, 16, as I remember it, probably been at West Ham my early years. I'd probably been forced into a bit by my dad, but I took it on board. So, you know, I wanted to get faster. So he put me in running spikes and I had to run after training and go and run over the back. And I used to hide my spikes, go out the backs. I didn't want the other players to see me because I felt embarrassed. I'd go in on days off. I would practice extra shooting. I would do everything I could to improve. And it probably was looking back a desire to be the best and I was never the best.

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  28. I'm sort of really interested in this kind of nature versus nurture thing. What was in me already was ingrained in me maybe to be this kind of very work ethic-y kind of person. I think I had physical capacity. I was a chubby kid, to be fair. I was quite chubby. I do cheeks, curtains.

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  29. Of myself as a person. So, you know, this isn't a sub story, it's just a reality of what I went through. As I said, I had a lot of other comfort. So other people don't have it as good. And it was without that, who knows, in a football sense if I'd have got to where I got.

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  30. I stick by that quote. I think you'll probably find it. lot in stories similar to mine. And in the modern day, I think it's changed because I think parents now, the thing with my story then in a different era was it felt pretty organic. My dad had played. He saw probably a bit of talent in me and pushed and drove in an old school way. I want you to be a player son, you know, and it was like, I think he found a new sense of pride in pushing me there. Now I think some parents get excited about the bright lights that may be. And they push their children. And I think that's another story. But I think mine was real. You know, my dad was a tough man, is a tough man. And he pushed me. And I remember being over a park and it was raining. It was crossing balls for me to head. Heading's never been a strength of mine then and now throughout my career. And I couldn't, you know, I couldn't connect. I was missing them and he was shouting at me. And I remember sort of stomping off and being emotional about it. And those things stick in my head. And again, they were the building blocks.

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  31. On the way home, and I would be a bit emotional. And fortunately for me, when I think about sort of fate and how things work together to maybe get you to where you end up being, my mother was the flip, the emotional support, the arm round you, the quiet word. I was a mummy's boy. And that was completely my upbringing. So as I say, it was pretty comfortable. And in the end, it led to me leaving school with my GCSEs, getting decent grades, and then going to sign on as a YTS at the time an apprentice at West Ham.

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  32. That means that probably when I was probably started. Kicking the ball when I was at four, or maybe as soon as I could walk, but you know, like remembering my early days would be four or five. And then so that was me in terms of I loved the football. But probably by the time I was eight or nine, I was probably getting like coached or pushed in what a 15 or 16 year old might be when they're sort of going into an academy at West Ham, say where I ended up as in work on your weaknesses, go over the park. You need to have more stamina. Your left foot's not good enough. Your agility is not good enough. So I was like, used to put down the cushions in the front room and have me doing reaction through a ball against the one reacting jump. I'm a kid. I loved it. Don't get me wrong. But there were times when I didn't love it. And it got probably a bit too much. I'm not going to cry about it because it made me what I was and gave me the career I got in the end. And then on the other flip of that, so I had that pushy kind of thing. And so after a game on a Sunday, we would lose and I would get, he would give me some criticism.

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  33. I grew up in Rumford in Essex, so I would call it probably a middle class upbringing in terms of my dad had been a professional footballer. And so I went through a pretty I was playing cricket. I was playing for Essex as a child. So that was on Monday night having nets at Chelmesford. And then on Saturday, I went to school because I went to school on Saturdays, so I was devastated with at the time as we all were. But that was how the school worked. And on Sundays, I played. So my week was so busy, but it was content, very content. In terms of relationship of my family, I had a...

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  34. Know it's very hard to jump too far into the future because everything looks different there. So, how can you stack yourself up as good as you can now?

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  35. I think if you don't get to peace with the 70%, I think you can get yourself in a bit of a mess. I think you can go over everything and correct yourself and then what is the answer going forward? So I think kind of understanding what you are and then going, no, no, that was fine. Whatever the result for a win or for a loss, I've had games as a coach and as a player where we've won a game and I know I got something wrong in the game, but you take the plaudits afterwards. But inside I know I got it wrong. I've had games that we've lost and you get criticism from the outside. And I know my prep was right in my head. So I think those sort of things you can kind of stack up and go, no, well, that's fine. But then there's always the 30%. And we'll always strive for, and it might be less. I don't know, 30% sounds a big number when I say it. Sometimes it's 10% to try and make you as good as you can be. So I kind of go over that stuff because when you're out of work, when you're not working and you don't know in football, you don't know what your next gig is.

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  36. You know, I should have done that. So I suppose I had moments where I go over things like that, but they're all with a yearning to sort of be a bit better or learn that you might have done something wrong or actually you come to a conclusion, I maybe did it right. So, you know, I did in and out of that stuff. And that probably is, you know, as I say, I wouldn't say I'm the only one, but I certainly am someone that is, you know, I can never control when those moments come. I can be pushing the swing, you know, with my killing. My mind goes back to something or thinks ahead to something. That probably means that I'm absolutely invested in what I do.

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  37. You think a lot in management about people so if I reflect on situations like leaving Chelsea or leaving Everton and those things, there are a lot of things that are out of your control. You get to a point where you kind of can get probably 70% of them and lock them away and kind of go, I'm all right with that. You know, results you can't control, but 70% you kind of, you're okay with. And there's 30% that you kind of niggles at you. That's how I am. And a lot of those things when you become manager may be sort of like people things. I think there's tactics and all these things are huge in the modern game. And I'm certainly a coach. I'm not a manager. But when it comes to managing 25, 30 players managing a building because you are the figure head of a building when you're the head coach or manager, I think sometimes when you're reflecting, you can reflect on things. Was that interaction right? Would I have dealt with that right? Could I dealt with it differently? In hindsight, it's like the best, best thing. You know, it's so simple to sit there with hindsight and think.

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  38. I'm doing really well. I'm currently on a break, I suppose, from working, which is a pleasure in ways because obviously the work of a manager, I was going to say Premier League manager, but any manager in football is intense. So at the moment I'm on a break, sort of holiday time for me a little bit, family time. And probably when I'm out of work, I learned this when I left Chelsea actually. I had a year out after that and I really learned, I tried to improve my appreciation of when you're out of work. You're fortunate enough to be able to be out of work, whatever that circumstances, but try and enjoy your family and be very, very present. So at the minute I'm pretty present at home, which is a good thing, hopefully, for my children and wife. And I'm in a pretty good place.

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  39. I was a mummy's boy. I lost the closest person to me, you know, everything to me, the emotional support. I want to say something more and couldn't.

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  40. I came back here because this was an opportunity to come to Chelsea club close to my heart, but I could see in training the level wasn't enough. The size I described with players that will test you and question you.

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  41. My dad was a tough man, pushed me very hard on the football front, and it got probably a bit too much. But the fear of failure was a huge driving force that made me what I was and gave me the career I got in the end.

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