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All my career I have done that, worked with talents, improving 19-year-olds, 20-year-olds, 17-year-olds, 18-year-olds.
My days tend to be packed, but I wouldn't have it any other way. I enjoy my work, and it is a privilege to do what I do.
You always want to win games and to develop the team, so it's very important that you have encouragement from your fans.
I've been fortunate enough to work with lots of really good players, so it would be disrespectful to single out the best.
Statistics and numbers are no good unless you have good people to analyse and then interpret their meaning and importance.
I think I've proven I can build a team that plays a way of football that excites and challenges at the top end of the table.
The experience of travelling, getting familiar with other languages, other cultures definitely helps. It makes you a better person.
I dictate entirely how the team is prepared, and I am a hands-on coach; I love to be out there with the players taking the sessions.
If you look at the world-class performers at the top of the game, their numbers are just exceptional and that is the level he is at.
I'm enriched by all my experiences, good and bad, but I've always tried to remain committed in my life as a coach and always positive.
When you're so young, it's important to understand exactly what your role is. Not just look good - you have to be efficient and effective.
I enjoy my work. The reason I worked so hard all my life is because I want to be making big decisions and managing at the very highest level.
You can go to Old Trafford as Liverpool manager and get a draw, and it's not a bad result. At Celtic, there's an expectancy to win home and away.
I know how quickly it can all change. I nearly won the title at Liverpool, and everybody's saying, 'Sign him up' - then, very quickly, I was out.
I don't see coach job stressful, I really don't. Of course, there is pressure and expectation, but I wouldn't necessarily equate that with stress.
Even more important than statistics is then having the staff that can take the data and ensure it's presented in a way that improves individuals and teams.
I hope when my time as Liverpool manager is over, I'm remembered as someone who improved the team and left the club in a better position than I inherited it.
I will leave no stone unturned in my quest - and that quest will be relentless - to try and get Liverpool back on the map again as a successful football club.
You can have X amount of pounds in your bank every month, but if you're not happy, and you're not finding peace in what you're doing, it doesn't really matter.
I always felt that by the time I would leave Chelsea I was ready to be a number one. I'd had a long apprenticeship so when I was to go, it would to be a No. 1.
The analysis of statistics is a big part of the modern game, and it's important as a modern manager to embrace areas that can help your team and players improve.
Celtic are one of the great clubs of the world. There's a pressure here that's different. You have to win every game. There's not a club in England that has that.
What I learned was it does not matter how much support you have in the boardroom, from the directors, the executives: you have to get results, and you have to win.
In football there is very rarely a "typical day" - there are always issues and challenges that arise from nowhere, and as manager you have to be ready to deal with them.
I love the Premier League, the quality of the players, the quality of the coaches. There are great challenges. But there are arms and legs flying off managers down there.
When I went in to Liverpool, my job in the first season was to cut the budget. You only need to look at the players who left. Maxi Rodriguez, Alberto Aquilani, Pepe Reina.
I always say to the players, 'You can either create or wait.' If you're waiting, you're relying on someone else, as simple as that. But if you create it, you've got to do it.
I think my history as a coach shows I like players who are gifted technically and have courage when it comes to being in possession of a football. That is a key quality for me.
Liverpool is one of the great institutions of the world, and you understand that when you see it from the outside, but you only really get to know when you go inside as manager.
He's a big player, and the big players score the big goals and make the big contributions in the big games. That's what determines a great player. That's what Steven Gerrard is.
What you have in Scotland is an unpredictability with surfaces - and I've already said you don't get good games on artificial turf - and that can affect performances and results.
If you are going to be successful, there is no point in having three or four top individual players, because those players will win you games, but they will never win you titles.
I'm not arrogant enough to think that I will be in a job through anything. Any manager will tell you that you have to win games, and you have to get results. You have to perform.
I've studied Spanish, but I need to improve. I'll probably improve when I work in the country one day. For most people, when they travel to a country, their language becomes better.
It's very difficult to say that a player is irreplaceable because the nature of football means that someone always steps in to take the shirt and provides different elements to your team.
Refereeing is always an issue where you want to have the best officials, and I think the referees do their very best in the games, but we always want to improve standards across the league.
I've always been one to arrive early for work; preparation is a big part of how I work, and I like to be in my office going through plans for the upcoming training sessions or meetings I have.
When I was at Liverpool, I asked about Van Dijk when he was at Groningen and then at Celtic. But I was told he wouldn't be for us at the time. Van Dijk could have jumped from Celtic to a Liverpool.
A player's character is a crucial factor I look into before committing to signing them. They also need to show a willingness to learn, regardless of age and experience; that's very important to me.
I meet regularly with my staff to ensure they are aware of what I want, but also to make sure they have the chance to influence the process and use all of their knowledge to help prepare the group.
Of course, as manager, the selection of the team is very much one of the biggest responsibilities I personally take, but I come to that decision thanks to advice and support of the people around me.
My template for everything is organisation. With the ball you have to know the movement patterns, the rotation, the fluidity and positioning of the team. When we have the football everybody's a player.
I think football management has obviously changed and evolved in terms of practices and methods, but I would say the values we strive to hold are the same as great men like Bill Shankly and Bob Paisley.
I believe a young player will run through a barbed wire fence for you. An older player looks for a hole in the fence, he’ll try and get his way through it some way, but the young player will fight for you.
My decision was that after nearly three years at Celtic - with everything we'd achieved and the success we'd had on the pitch, the improvements off the pitch - then it was time to move on to my next challenge.
Status does not matter. It is what you are like as a player. It doesn't matter how much money you have come for. That doesn't matter to me. I will play a 17-year-old if he fights and he has quality. It is quite easy.
It was important for me, when I left a club like Liverpool, to one, have a breather, but then my next job, I needed pressure. And there's a pressure at Celtic. It's a huge club; there's an expectancy to win every game.
The quality of people you have around you as a manager is so vital. There are various factors that influence that process; fitness, form and the tactical approach to your opponent are all areas I review on a daily basis.
They have a choice as a club. They don't have to sell. Maybe Southampton's objectives have changed. They were looking to be a Champions League club, I believe. They obviously wanted to change... I don't have sympathy, no.
I am better when I have control. I am not a power freak. But my point is that I need to feel that I can manage the team and have a direct, clear line through to the owners. Once that becomes hazy, for me, there is a problem.