The reason I became a manager was to have full control over training. If you are a coach, you are bound by what the manager wants you to coach. The other reason is that I just like the company of football people.

Paul Scholes has been the best England midfield player for 30-odd years. You'd probably have to go back to Bobby Charlton to find someone who could do as much as Scholes. When the ball arrives at his feet he could tell you where every player on that pitch is at that moment. His awareness is superb.

People talk about how you make team spirit - is it golf days or going out drinking together? That doesn't count. When you drink, you just tell lies to each other anyway and talk rubbish.

It wasn't an easy decision to leave out Bobo, because I could have done that with two or three from the back four. But there's a limit to the players you have and the changes you can make. The reality is we're not defending well enough. But we just have to plug on. There's no magic formula.

I tried to talk to the ref but it is easier to get to see the Pope. If I'm in London again and I get mugged I hope the same number of people turn up to protect me. There were six police, four stewards and even a UN peace observer out there.

I've had to take a lot of stick down the years but the one thing that really got to me was when someone questioned my integrity. It's the one thing that really grates with you.

I think what I've actually achieved as a manager does sometimes get a bit overlooked, because all people think about is the media side of things. They tend to forget I've not done so bad.