Quotes from Guillem Balagué

Guardiola signed for Roma in the summer of 2002, motivated less by the opportunity to play for a bigger club than to be coached by, and to learn from, Fabio Capello, a manager he greatly admires despite their differing approach to the game. Pep was eager to experience Capello's defensive rigour and discover his secrets in terms of how to apply pressure upon an opponent.

some key principles were quickly instilled in him: 'Don't stamp on anybody but don't let anybody stamp on you; keep your head high; two-touch football; keep the ball on the ground.

I'd love to work with the youth side, with the kids, because I've no pretensions that I'm ready to work at a higher level yet. You have to respect the fact that this is a process, a learning curve. The first steps are vital and there are no second chances once you step up.

He was given one more chance, invited back for a third day. The coach moved him into central midfield where, suddenly, Pep was a magnet for the ball, directing the forward play and dictating tempo. He'd done enough. Barcelona decided they wanted him to join them.

La vida, tal como se ha dicho a menudo, es aquello que pasa mientras estamos haciendo otros planes. También es esa cosa que te abofetea en plena cara y te derrumba cuando crees que eres invencible, cuando olvidas que caer también forma parte de las reglas.

In the end, Pep won most of the doubters over with a clever ploy, a few well-chosen words and a single bold decision.

Barça had finished the league eighteen points behind Madrid the previous season and, at times like that, sportsmen typically need somebody to show them the way, point out to them how to correct mistakes.

place an emphasis on preparation and player recuperation; maintain discipline in the dressing room while being respectful of all opponents and possess a sound knowledge of the Spanish league. Furthermore, the next manager of FC Barcelona would have to have a feel and understanding for the club, its values, significance and history.

He cleansed the dressing room of players who were uncommitted and oblivious of the club's core values: prioritising good football and hard work ahead of individual talent. Before they met for pre-season, Pep received messages from key players in the squad backing his bravery; the squad's leaders were effectively opening the door to the dressing room for him.

Ronaldo also dropped deep to receive the ball, turn round and run towards goal – and he always found space as the centre backs didn't follow him closely.

He continually learnt from everything he saw around him, from other teams, from coaches, from older team-mates. On one occasion, he asked a couple of his colleagues to repeat a free-kick routine he had seen the B side perform the previous weekend. The move led to a goal and their coach asked, 'Whose idea was that? And where did you pick that up?' 'From the grown-up players,' responded a fifteen-year-old Pep Guardiola.

Pep and Bielsa have much in common: they love teams that dominate, that want to be protagonists on the pitch, to seek out the opposition goal as the main priority.

Ingla and Txiki set out a plan for the rest of the season which saw them working and consulting simultaneously with both Rijkaard and Pep, talking about players, injuries and recoveries and principally how to shake up the working model of the club. The primary goal was to professionalise the first team.

Bielsa's teams 'can play badly or well, but talent depends on the inspiration and the effort depends on each one of the players: the attitude is non-negotiable', Marcelo, 'el loco', told him, adding that his sides cannot win if he cannot transmit what he feels. Pep agreed, taking notes all the time.

The ball runs faster than any human, so it's the ball that has to do the running!' which, in seventeen words, just about encapsulates his philosophy.

Ferran Soriano, who said privately at the time: 'The Mourinho brand, added to the Barça brand, has the potential to make our product enormous.

At the end of his spell in Argentina he felt that he was better prepared than ever before; not totally, because Pep will never allow himself to be completely satisfied, but he felt ready enough to start putting everything he had learnt to the test.

Look at him! Him, that one there! He's hiding! Your team-mates need to know that you are always available!' he'll shout, pointing a finger at the culprit. 'Before passing the ball, you need to know where you're passing it to; if you don't know, it's better to keep it; give it to your goalie, but don't give it to your opponent

he explained that elements of his behaviour in front of the media were a necessary evil: a vital cog in the psychological machinery that he used to win football matches.

that coronation of the team's achievements paradoxically heralded the beginning of the end for Rijkaard's Barcelona, as the first signs of indiscipline became apparent.

anxiety to become good enough for Johan Cruyff to notice us cannot be put into words. Without that desire, none of us would be who we are today.

During this period, Pep perfected other weapons that were going to be used during the rest of the season – and from then on. A high defensive line, quick pressure after losing possession and allocation of space for each player was the order of the day.

From his very first day in the job as coach, Pep went out of his way to appeal to the feelings of his players: demanding solidarity and effort from everyone. Those values represent a reflection of himself. He knew that in order to lead the group he must be consistent, manage the little details and big egos – and convince everyone, not only to do as he asked, but to believe in what he was asking them to do.

he'll tell you the road to success in that particular match. He will make you see it, visualise it.