It was strange leading the team out for the League Trophy final at Wembley. Lee had managed them through all of the previous rounds, so I felt a bit of an imposter.
Winning that trophy was so important to the rest of our season, though. Not only because of the lift it gave the team, but also because they got to experience playing in a big game at Wembley.
Five weeks later, we were back at Wembley for the playoff final against Millwall.
I’d seen the occasion get to a few of the players in the Johnstone’s Paint final. This time, there was none of that. We’d been there before; knew what it took to win. All I had to say to the players before kick-off was: “Don’t let this opportunity pass you by.”
In the build-up to the game we’d been on such a strong run of form; we talked about having the players on a leash. Holding them back and holding them back. We didn’t want them to go too early.
So, on the day, it was – bang. They were straight out of the traps.
When the third goal went in, I almost dived into the Barnsley fans sat to our right. That day is one I’ll never forget.
"If a club is run perfectly, it doesn’t matter quite so much who’s in charge, really, as long as the club is making good decisions"
That summer was a big learning curve for me.
We were really strict in terms of who we were recruiting. Under 24 and hungry, from the leagues below.
I learned that if you’re being that narrow in what you’re looking for, you have to work fast. There might only be three players in that bracket who are suitable. We have to get them. You can’t be losing that player over £100k, or £500 a week.
Otherwise you find yourself paying even more for a player who wasn’t even on the list – or, worse still, one who fell outside of the initial parameters. I struggled to get my head around that. I still do.
That was my takeaway for the club that summer. We couldn’t let it happen again.
It comes down to the running of a club, and what it takes to be successful. Yes, you need a good head coach or manager. But if a club is run perfectly, it doesn’t matter quite so much who’s in charge, really, as long as the club is making good decisions.
A few months in to our first season back in the Championship, I understood more about the consequences of that not happening.
Paul Cooper
We hadn’t renegotiated contracts with the players early enough, so come January the club was scared we were going to lose them on free transfers at the end of the year. It was like a firesale. Goals went; assists went.
We lost four of the starting XI in January, with another four wanting to leave.
It was tough. But I was proud of how we worked through that period, and I include the players who wanted away in that, too. They handled themselves well during a challenging time.
We said we were going to learn from it, but we didn’t really. We kept making similar mistakes.
As a manager, you’re the one who has to front everyone up. Whether it’s your decision or not, you have to make out like it’s the right one – especially when it affects players and dressing rooms, because they’ve got to believe in you. They’ve got to follow you.
We finished 14th in the Championship that season. It felt like we’d taken one step forward and two steps back. We needed to get to the point where we weren’t taking any steps back – we had to learn from all the mistakes.
But then you start to feel like it’s happening all over again and you’re not being listened to. You wonder: 'What’s the point?'
Things I was told, the reasons I’d stayed – it’s a principle thing. Signings were being made without me even knowing.
I couldn’t have that. Otherwise you just become a puppet.
Ultimately, you have to be happy with yourself. I loved every minute of my time as Barnsley manager and learned a great deal from everyone involved. For that, I’m extremely grateful.
It should have been hard for me to walk away, but it wasn’t. That’s how I knew it was the right time to go.
Sometimes change is the only option.