Sir Alex Ferguson has unveiled his managerial blueprint - whilst admitting the conditions that allowed him to be so successful at Manchester United are unlikely ever to be replicated.
5. Match the message to the moment
"No one likes to be criticised. Most respond to encouragement. For any human being - there is nothing better than hearing 'Well done'. Those are the two best words ever invented. At the same time you need to point out mistakes when players don't meet expectations. That is when reprimands are important. I would do it right after the game. I wouldn't wait until Monday, and then it was finished. My pre-game talks were about our expectations, the players' belief in themselves, and their trust in one another. In half-time talks, you have maybe eight minutes to deliver your message, so it is vital to use the time well. Everything is easier when you are winning. When you are losing, you have to make an impact. Fear has to come into it. But you can be too hard; if players are fearful all the time, they won't perform well. You play different roles at different times. Sometimes you have to be a doctor, or a teacher, or a father."
6. Prepare to win
"Winning is in my nature. There is no other option for me. Even if five of the most important players were injured, I expected to win. I am a risk taker and you can see that in how we played in the late stages of matches. If we were still down with 15 minutes to go, I was ready to take more risks. I was perfectly happy to lose 3-1 if it meant we'd given ourselves a good chance to draw or win. So in those last 15 minutes, we'd go for it. We'd put in an extra attacking player and worry less about defence. We knew that if we ended up winning 3-2, it would be a fantastic feeling. And if we lost 3-1, we'd been losing anyway. All my teams had perseverance - they never gave in. It's a fantastic characteristic to have."
7. Rely on the power of observation
"Observation is the final part of my management structure. One afternoon at Aberdeen I had a conversation with my assistant manager and another coach who pointed out I could benefit from not always having to lead the training. At first I said no but deep down I knew he was right. So I delegated training. It was the best thing I ever did. It didn't take away my control. My presence and ability to supervise were always there, and what you can pick up by watching is incredibly valuable. Seeing a change in a player's habits or a sudden dip in his enthusiasm allowed me to go further with him. Sometimes I could even tell that a player was injured when he thought he was fine."
8. Never stop adapting
"When I started, there were no agents, and although games were televised, the media did not elevate players to the level of film stars and constantly look for new stories about them. Stadiums have improved, pitches are in perfect condition now, and sports science has a strong influence on how we prepare for the season. Owners from Russia, the Middle East, and other regions have poured a lot of money into the game and are putting pressure on managers. And players have led more - sheltered - lives, so they are much more fragile than players were 25 years ago."