I live 100 per cent for the boys, with the boys,
what we do for the club and all that stuff.
I try everything to be successful as possible.
I have a lot more information than I give to the players,
not because I want to keep that,
just because they have to play a football game, and football is a game,
and you have to play it with freedom.
In the beginning, for example, when a new player is coming in
I don't give them any information, it's like, "Let them play",
I learn about him, what's he doing naturally,
what we want to adjust and what we want to leave with him,
what we want to stop him doing and stuff.
So you learn more about your players each day
and you know how to treat them, how to deal with them.
A lot happens in one-on-one talks actually,
but that's with the player, and with the team there are more things to do,
when they are all in the right shape and the right position
and you try to help 11 players do the right things in the right moments.
There are two reasons why I'm so energetic on the side-lines.
One is my character, obviously, I'm already much calmer than I used to be, to be honest.
I'm kind of the reserve tank for the boys, when I feel the energy level goes down a bit
then I'm still there and can kick their butt or whatever,
whatever they need in this moment.
It's better to be angry with me than to think, "It's too intense today."
You always need something like a response, how I understand,
I needed that as a player as well.
So for the boys I think they are used to it now,
because if I give some credit or some compliments they look exactly the same way
as when I shout something not so positive.
That's my problem, with the face, but meanwhile they are used to it.
It was absolutely a conscious decision to go to England,
to another country, to learn new things, to improve a new language and all that stuff,
so that's all only positive. We met a lot of good people here.
No, I don't miss anything. The world is - in Europe at least -
small enough that we can reach everything in a couple of hours.
This club is so unbelievably big, it's incredible.
It feels really good and it gives us a lot of power.
For me, absolutely no pressure,
I sometimes try to imagine how it is in all the living rooms all over the world,
millions and millions of people, when we are playing,
are completely concentrated on what we are doing.
During the week they follow us wherever we go,
they read everything about us, and it's very positive.
It's like the best thing you can do in your spare time, actually - if you love football.
And so I like it a lot that we have such a positive moment
and the people have a lot of good, good moments during the season,
and hopefully it may continue like this.
All that we do in life - how I understand it - is about relationships.
Because otherwise you live in a forest, alone, on a mountain, alone,
and if you want to be alone and want to be responsible only for the things you do
and no responsibility for anything else, you have to live alone.
Otherwise, always when you enter a room
you have a little bit of responsibility for the mood in the room.
There's a football team, we have to work really close together.
Each player knows the name of every person that works at Melwood,
it's not down to me to create an atmosphere, each person is responsible for that,
in a football team especially.
It worked out well, we all win for each other meanwhile,
we do it for Carol and Caroline,
we do it because we know how important it is to them,
and that just makes it more valuable and worthy, it feels different.
If you have a bigger group to do it for, the better it feels for yourself, that's how it is.
I try everything to be as successful as possible.
I live 100 per cent for the boys, with the boys,
what we do for the club and all that stuff,
and I think that's leadership in the first case.
As a leader you cannot be the last who comes in and the first that goes out -
that's how it is. You don't always have to be the first coming in and last going out,
but you have to be an example as well, that's how it is.
We have enough confidence, and that's very important for a leader,
because if I would expect from myself
that I know everything, and I'm the best at everything,
I couldn't have confidence - but I don't expect that.
I know I'm good at a couple of things, really good at a few things, and that's enough.
What I can do, my confidence is big enough that I can really let people grow next to me.
That's no problem, I need experts around me,
it's really very important that you have empathy,
that you try to understand the people around you
and that you give real support to the people around you.
And then everybody can act. That's what leadership is -
have strong people around you
with better knowledge in different departments than yourself,
don't act like you know everything, be ready to admit that,
"I have no clue in the moment, give me a couple of minutes then I will have a clue."
And that's exactly how I understand it, but it's not a real philosophy, it's just my way of life.