Gareth Southgate

And it was basically a prioritization exercise.

No, we all, I mean, I had a go.

No, you know, there are some things where you have to put your marker down.

You know, so the culture I want to set, that has to come from me because I've got to live that.

But every other thing, you know, I've got people that are better than,

at those individual areas than I am, more experienced, greater knowledge.

My job is to gather all the information and make the best possible decisions with what they're telling me.

So I need to give them the most open forum possible to feel like they can speak, that I'm not influencing them.

I talk in the book that if we're in team meetings, I try to speak last with my staff because as soon as I've given an opinion...

that risks influencing someone else's, not their thinking, but their willingness to share.

If they're thinking differently to the leader, who the perception is holds the power in the room, then they're going to be reluctant to go in a completely different direction.

I've just seen that in so many businesses and so many environments I've been in where

Jake, I love it.

And now let's go back to the real world.

Completely.

And that's why...

internally when you're coaching you've got to create an environment where you're balancing all of that noise that they're getting externally so you've got to allow them as much freedom as you possibly can you know I talk to my players regularly about

If we're not trying things, if you're not making mistakes, then we're probably not really going for it.

I'm expecting you to make mistakes and I'm not going to criticise you for making mistakes.

I will criticise you if you make a mistake and then you don't look for the ball the next time.