As a player, you just pick up your kit, go out, and train or wait for the ref to blow the whistle.
I always wanted to win, but I only used to get upset if I hadn't done myself and the people around me proud - that was my motivation for always wanting to do better.
Management is not about shouting and bawling, because some guys will not like that. They take it personally.
I remember Ron Atkinson used to play in the sessions at Manchester United when he was the manager. Rated himself as a player.
When I first signed schoolboy forms for United, as a midfield player, I felt for a while that I was just treading water.
Clearly, there comes a point where you have to demand from your front guys; goals is what sustain attackers.
I've never tried to artificially create distance between myself and the players.
Sometimes you have to park things you're not happy with, because there are more important things to be done.
Players' moods change on a daily basis, so it depends how you find your players, and up to you to get the best out of them.
They say that pace is the first thing to go, but my game was never based on pace. It was about strength and power and withstanding challenges and getting in the right position.
I try, when I go into places, not to belittle what's gone before, because I know how difficult it is to manage, and everybody does it differently.
You've got two huge clubs in Manchester that have got 'celebrity' managers, huge resources, massive turnovers. They can generate resources the rest of us can only imagine, and that's before the TV money even kicks in.
My job as a manager is to get the best out of your players. Sometimes you get it wrong, and you won't get the response that you want, but we all face that every single day.
If Ryan Giggs was plying his trade and been the player he had been here in a foreign league, he would go straight from playing to an AC Milan or Inter Milan or any top European club out of the mix.
When I come away from the ground, I'm quite quiet, but I like match day - that's when I come alive.
You have to win football matches, and if you don't, you allow people to criticise you.
The perception is that the Stoke players were one-dimensional: that they could only play in a certain way, and that was the top and bottom of their capabilities.
Football's become a non-contact sport, and that's spoiled a lot of the fun for a lot of the people, including spectators.
In my last years, I was conscious how I used to play the game when I first broke through. It was absolute chalk and cheese. I probably finished at the right time. There won't be many players like me in the future.
As a player, when you get beaten, you can comfort yourself by saying you did reasonably well. As a manager, when you get beaten, you think it's all your fault, but 70,000 people and all those watching on television know it's your fault.
