A significant aspect of a manager's role is the work that takes place around a match, including the preparations beforehand, the events during the game, and the analysis that follows.

For me, the process of preparing for the next game would begin approximately two hours after the conclusion of the previous one.

The lengthy drive home after a Saturday match, which could take over three hours, provided an opportunity to make phone calls and utilize the quiet time productively.

During my tenure at Stoke City, chairman Peter Coates would often contact me after a loss, whereas he would not reach out after a win, recognizing that I would not require reassurance in such instances.

Regardless of the outcome, I would always discuss the game with my assistants, David Kemp and Gerry Francis, to gain a more nuanced understanding of the match, often doing so away from the stadium to gain a fresh perspective.

I would also touch base with my chief scout, who would have attended our upcoming opponent's game, to gather information on their strategy, strengths, and weaknesses, as well as any injuries they may have sustained.

By the time I arrived home, I would have already begun analyzing our opponent's previous games, which I could access through recordings, and would often watch these while having dinner in front of the TV.

Sundays were typically spent with family, but I would return to work either late that night or early the following morning, with a clear understanding of what was required for our next match.

A photo of Tony Pulis working with West Brom on the training ground in 2015 serves as a reminder of the importance of preparation in football management.

The players' schedules are also built around the next game, with Mondays featuring a light training session for those who played on Saturday, accompanied by a debriefing and a match-related game against the reserves.

Throughout my managerial career, I have always sought to clearly communicate my expectations to the players, using a combination of positive and negative examples from the previous game to illustrate my points.

If further clarification was needed, we would address the issue directly on the training pitch, with the players who did not start on Saturday participating in a more intense session afterwards.

This type of work was essential to our success, as it allowed us to refine our strategy and ensure that every player understood their role within the team, regardless of whether we were at Stoke, Crystal Palace, or West Brom.

Although our approach may have varied between clubs, our objectives and the challenges we faced remained largely the same.

Establishing a clear team identity and implementing a system that suits the players is crucial for success, but a manager must also possess the confidence and courage to lead and make tough decisions.

Players will inevitably test their manager, but they will respect a leader who remains resolute and composed under pressure, which is particularly important on game days.

A notable example of this is when we were scheduled to play against top-tier teams, and I would make a concerted effort to exude confidence in our abilities and tactics.

While this approach did not always yield the desired results, I believed that it was essential to convey this confidence to the players, as it would have a positive impact on their performance.

A photo of the West Brom dressing room before a game against West Ham in 2015, featuring Tony Pulis's iconic baseball cap, serves as a reminder of the attention to detail that is required in football management.

After a week of intense preparation, during which every player's role and responsibilities were meticulously drilled into them, I would focus on identifying potential weaknesses in our opponents and developing strategies to exploit them.

Set-plays have long been a key aspect of football, and we would work extensively on both attacking and defending these situations, recognizing their potential to significantly impact the outcome of a game.

Each player was aware of their individual challenges and responsibilities, whether in attack or defense, and we would work tirelessly to ensure that they were adequately prepared.

On the day of a home game, I would arrive at the stadium around 11am, and in my earlier years, I would also engage in personal training sessions before the match.

As the players began to arrive, I would review everything one last time, and once they were all settled, I would deliver a brief, low-key talk before leaving the dressing room.

Upon receiving the opposition's teamsheet, approximately 75 minutes before kickoff, I would carefully review our assignments and ensure that our players were aware of their marking responsibilities, as I have always been a proponent of man-marking.

I would then take this information into the dressing room, before exiting once more, until the players returned from their warm-ups, at which point I would focus on conveying confidence and positivity.

The actual team talk and the final messages conveyed to the players could vary significantly depending on the circumstances, and it was not always me who delivered these talks.

On one notable occasion, at Stoke, I asked Ricardo Fuller to address the team before our FA Cup semi-final against Bolton at Wembley in 2011.

Despite being injured and unable to participate in the game, Fuller delivered an inspiring speech, quoting Nelson Mandela, which had a profound impact on the team.

We went on to win the game 5-0, and to this day, Fuller believes that his speech played a significant role in motivating the team to achieve that remarkable result.

This experience highlights the importance of adaptability and creativity in football management, as there is no one-size-fits-all approach to success.

During my early years at Stoke, we often found ourselves as underdogs, and the atmosphere at our matches was electric, regardless of the opposition.

As the team became more established, our opponents began to prepare more effectively for our matches, and our supporters' expectations evolved, recognizing that we were no longer the underdogs.

To counter this, I began to employ more psychological tactics to generate a positive atmosphere in the dressing room, which would help motivate the players.

This might involve referencing recent criticism or negative media coverage, or even drawing on memories from our earlier days as a club, to inspire a positive response from the team.

This approach proved highly effective, particularly in matches where we were favored to win.

A photo of Tony Pulis and his long-time assistant Dave Kemp discussing tactics during a game serves as a reminder of the importance of collaboration and strategy in football management.

The messages conveyed at halftime are also critical, as they can significantly impact the outcome of the game.

I would typically focus on two or three key points, but it is essential to be cautious in what you say and do, as the halftime break can dramatically alter the flow of the game.

I have witnessed my team dominate the first half, only to lose control in the second, and conversely, I have seen them struggle initially, only to regain their composure and go on to win.

A key concern for managers and coaches is something that I, too, had to be mindful of during my tenure.

I recall a particular match where Stoke were leading 2-0 at halftime against Blackburn, and as the team left the pitch, I sensed a hint of complacency among the players, who were congratulating each other.

To address this, I decided to take a firm approach in the dressing room, singling out my captain, Ryan Shawcross, who had put in an outstanding performance in the first half, and giving him a stern talking-to, which caught everyone off guard.

By the end of the match, we had secured a well-deserved win, but Ryan Shawcross approached me on Monday, still upset and seeking clarification on my actions during the halftime break.

I explained to him that my intention was to counter the anticipated strong response from Blackburn in the second half, led by their manager, Sam Allardyce, by putting our team on high alert.

Although this tactic was effective on that occasion, it was not always the case.

As a manager, one has the ability to make adjustments during the game as well.

When I first started managing, teams were only allowed one substitute, whereas now, up to five players can be replaced.

This means that half of the starting outfield team can be changed, and with the large squads that exist today, this can be a significant advantage for coaches.

Looking at the top teams' benches nowadays, I am often struck by the exceptional quality of players available, which is a notable difference from 30 years ago.

Making substitutions is often a pre-planned strategy, although I have removed players from the game due to poor performance, or to protect a lead or push for a goal.

As I mentioned earlier, the game has undergone significant changes over the past 30 years, with computers now playing a crucial role in providing managers with valuable information, including scouting reports.

This technological advancement also extends to in-game analysis, where computers on the sidelines can provide data that influences a manager's decisions on substitutions and overall team strategy.

However, I have always relied on my own observations and experience, despite the impressive advancements in team analysis and live game data.

The right decisions can have a profound impact on the outcome of a game, and I have heard commentators praise managers for their clever substitutions.

While I have received similar accolades, the truth is that sometimes I had selected the wrong starting lineup to begin with.

If I were truly a genius, I would have chosen a different starting XI and gotten it right from the start.

Dealing with the media is an integral part of a Premier League manager's job.

Following a match, I would typically move on quickly, regardless of the result, and address any concerns with the players on Monday.

The manager is often the focal point of media attention after a game, with questions about tactics, substitutions, and performance being posed, often with a focus on the result.

In the aftermath of a Premier League fixture, managers are subjected to intense scrutiny, with questions about their decisions and team performance being asked, sometimes in a high-pressure environment.

The losing team's manager, in particular, is likely to face more challenging questions, which are often predetermined.

For the winning team, there is praise, but regardless of the outcome, the focus must be on moving forward.

After a match, I would promptly leave the stadium, already thinking about the next game.

My attention would quickly shift to the upcoming match, as I drove home.