I remember playing against the great Manchester United teams when I was a player.
Graham Potter
Ostersund has marketed itself as a winter city. But that's changing now, with the success of the football team.
When it is 1-0 and you have been dominant and you have restricted the home team to pretty much nothing, if you do not score the second goal then that is football. Any action can happen in the game.
I got a job as a football development manager which meant I could coach the students and work with the sports sciences department, all the people in university sector.
From a football perspective, putting young footballers into art, or singing - you're doing something that's not so familiar. It has helped us build a team and build a spirit.
I had five years in the university sector which was a time where I could make my mistakes, develop with the students and players there. I also worked with the people at the university to put some concept and theory on my own experiences.
If you identify those guys - something we have done in the past - who are not as valued in the current market for whatever reason and you look to get them to play at a higher level than where they have come from. That's how you develop the team.
Sometimes it helps to see the world through someone else's eyes.
Without those experiences in higher education I wouldn't have been able to do this job. It taught me a more holistic approach and prepared me for the experience of working abroad, where your cultural beliefs are challenged and, sometimes, turned on their head.
I improved enormously, on and off the pitch, over that year at Swansea.
Football is quite easy when you're doing well and winning games. It's when things aren't so good and they get tough, that's when the character and attitude stand up.
We try and play football in a positive way. Any team has to be defensively organised, but you have to look at the attributes of the players and play to their strengths.
My mum had always pressed on me to continue my education, and it was just the volatility of sport in terms of not being able to control the result.
But concepts around how a team functions, the importance of the relationship between football and the person, how you develop both, are always valid.
I can't sing, I can't dance, I can't do much else to be honest.
I played football because I loved the game - but I didn't enjoy the focus on not making mistakes and the culture being essentially one of blame and a little fear.
My playing career that was a bit up but mostly down. I played in the Premier League at Southampton but most of my career was in the lower divisions.
It was a huge move for me to leave Sweden, because I was really happy there. It was a club we thought we could carry on developing and try to win the league with. And my family were really settled.
What you've never had, you never miss.
I was at Leeds Carnegie, the ninth tier. And I was coaching students. There would have been hundreds of managers with more experience. So I had to go to the fourth tier of Swedish football, pretty much in the Arctic circle.
We want to help the players be more comfortable in their own skin, a bit braver, a bit more aware and more understanding of each other.
The profile is to find if someone can perform in the Championship and help you win, and also play in the Premier League because that has to be the goal.
I was used to football supporters hammering me and I thought my name was Graham Potter-Boo at one point.
They're human beings before they're footballers and it's important to understand how can I help them. What do they need? How can they feel part of this? How can they feel they're improving in their career, because my job is to help them get better, play better football, earn a better contract, whatever it is.
I'd read a classics book on the bus when I was at York.
I want to take people out of their comfort zones and teach them to rely on their team-mates.
You always need a bit of fortune in life.
At Ostersunds, we had half the players who were part-time and working and the other half were full-time.
The pressure of the Premier League is huge but so is moving your family across the world to a club where they had sacked the manager every year for the last five.
You have to respect and understand the environment. So I don't think it's a case of taking anything from Ostersund and transferring it to somewhere else.
But the concept that it's important to understand the individual and the person, as well as the footballer, is a helpful concept, regardless of the competition.
My unglittering football career came to a halt at the age at 30, and I had to embark on a coaching career: 14 years of hard work and sacrifice, learning and mistakes.
You make mistakes at the results end of football and you can be out on your ear pretty quickly.
I was only picking up short-term contracts in the lower leagues. I thought that rather than the game kick me out, I'd be proactive about it.
Educating players and being part of the community are very important.
We are our own worst enemies and as a coach you can help people recognise that, raise their self-awareness and then see if they change or do anything about it.
We thought of cultural activities as a way of taking players out of their comfort zone and building team spirit, helping them be braver, and a bit more comfortable in the uncomfortable situations.When you involve the community in that they get interested.
It's hard to get opportunities anywhere. There are a lot of coaches out there and a lot of talented coaches too. It's not easy. Quite often there's no perfect situation that emerges.
I was fairly rubbish as a player.
Players are fundamentally the same - regardless of what they earn. They want to improve and want to be part of something.
But any squad needs players who are hungry to do well, with their careers ahead of them. That's important for the dynamic of the group, but it also needs a balance of guys who have seen it, done it and have that quality of leadership. It is all about the quality of the player.
Whenever you start a new job, it's always a bit daunting, the unknown.
I remember doing my first coaching sessions at Macclesfield, when I was still playing, and I was just terrible. I felt really uncomfortable standing in front of people, and it felt very odd. It was not something I was naturally comfortable with at all.
It is about building the best team you can, not just one to play in the Championship. You look short-term because you need to be competitive, that's the nature of the business. But it's exciting to have players whose potential is exciting.
The competition that is the Premier League is the biggest challenge in itself. It's my job to get the players to believe that they can go in to every match and win.
Any coach in my era will reference or look at Guardiola's teams. If you look at the style of play, he has had a huge influence on football. And he has innovated it again.
Ultimately, good players need to play and they don't always at a young age in England.
People think that coaching is about winning football matches - which, of course, it is - but throughout my career it has also been about helping people become better, more able to deal with life and be more successful in their lives, on and off the football pitch.
You cannot win all the time and, often, we don't win that much. You have to have something and I think if we can create an environment where people genuinely think that we are trying to help them, trying to improve them and make them better, then OK, maybe they will try a bit harder, and do a bit better for the team and the club.
I needed to learn to be a coach initially. I think if I'd gone into professional football when I stopped playing when I was 30 years old I'd have failed because I'd have made too many mistakes because I had no real idea at that time.
