Part II of an interview with Steve Coppell, by Callum McFadden for WFi. Part I can be found here.
Reflecting on your managerial career, particularly your early tenure with Crystal Palace, what was it like to take the club into the old First Division (now the Premier League) and lead them to an FA Cup final. How significant was that first spell at the club for you personally, and what are your reflections on helping shape the careers of players like Ian Wright?
“Special times, you know, getting the job. I was just 28 years old, and my first year in management was, as I often say, a case of the blind leading the blind. I didn’t have a clue what I was doing, really.
“As a player, you watch managers, and especially at the top level, you get the sense that managing a team like Manchester United is about assembling top-quality players and then letting them express themselves. At that level, much of the work is done in the recruitment phase. But when you drop down the divisions, I quickly learned that you don’t have that luxury. The players aren’t quite good enough, and your role as a manager is far more hands-on—you have to develop them, make them better, and instill belief.
“I hadn’t experienced that side of the game before. Even at Tranmere, where I was briefly involved, I hadn’t been part of the squad in the traditional sense because I’d had to retire early. So, I went into management with a burning desire to stay connected to the game, but I wasn’t fully prepared for the reality of the job.
“I had this vision in my head of playing like Manchester United—passing the ball around with purpose, being aggressive, dominating games—but it became painfully clear that the players simply didn’t have the ability to execute that. After defeats, I’d walk into the dressing room, and the players would look to me for answers as to why we weren’t winning. And the truth is, I didn’t have those answers at first.
“That first year was a steep learning curve, to say the least. It was mentally, emotionally, and physically exhausting. We finished seventh from bottom, which, ironically, was the highest position we’d managed all season. It was a tough year. Back then, there was no M25, and resources were minimal—my scout was part-time, so I was driving all over the country myself to scout players. It was chaotic, really.
“But surviving that first year was a turning point. I began to acquire knowledge, recognise where the squad needed strengthening, and understand what it took to succeed. With little to no budget, we turned to the non-league scene and developed good relationships with local managers. That’s how we unearthed Ian Wright.
“Billy Smith, a local non-league manager, told us about this young kid—“sensational” was the word he used. We brought Ian in for training, and after just three days, we offered him a contract. I remember telling my chairman, Ron Noades, “This will sound crazy, but this lad has the ability to play for England.” And he did. He was a raw talent, a rough diamond, but incredibly determined. In his first year, he earned the nickname “Super Sub,” which frustrated him immensely because he wanted to be starting. But he was a quick learner—about football and about life.
“Ian became an integral part of our journey. We built a team capable of earning promotion to the First Division, and he was central to that. Of course, there were tough moments—like the 9-0 defeat to Liverpool at Anfield. That was a humbling experience, but in hindsight, it was a catalyst for change. Ron backed me, released funds, and we brought in players that made us a better, more competitive team.
“Eventually, we reached the FA Cup Final, another huge milestone for the club. Unfortunately, Ian had recently broken his leg but still made a massive impact when he came on. He was just six weeks post-injury, which speaks volumes about his character and determination. Looking back, I wish I’d started him in the replay, but I didn’t, and we lost 1-0 to Manchester United.
“That era was defined by resilience. We relied on non-league players and cultivated a mentality of proving people wrong. It was very much a “we’ll show them” attitude. That spirit allowed us to punch above our weight for a time.
“Ron Noades used to say that Crystal Palace was a “yo-yo club,” and I’d like to think the foundations we laid helped the club move beyond that label. It’s still not a massive club in terms of income, so everything has to be managed well, but I hope that determined, never-say-die mentality has endured. Looking at Palace now, surviving and competing in the Premier League, I’d like to think some of that mindset remains part of their DNA.”
Your second promotion with Crystal Palace, achieved in the play-off final, was nothing short of dramatic—culminating in that unforgettable late goal from David Hopkin at Wembley Stadium. Winning promotion in such a thrilling fashion must have been an incredible moment for you and the team. How special was it to experience that kind of success on such a grand stage, and what did it mean for the club and its supporters to triumph in such a dramatic way?
“Well, I came into the team late that season as manager, inheriting a side that was already functioning well. It had stuttered a little, but the core of the “machine,” so to speak, was working.
“The play-off final itself looked like it was heading towards a stalemate—it was another tense and finely balanced occasion. But fortunately, I had players in the squad who were genuine match-winners, and David Hopkin was certainly one of them.
“David was an incredibly uncomplicated individual who simply loved playing football. He had real skill, a fantastic attitude, and a natural understanding of the game. Physically, he was outstanding, and when Chelsea had shown interest in him earlier, I could see why. Working with him, it was clear he had something special.
“When he picked up the ball in those final moments and curled it into the top corner, it was a sensational moment—not just for him, but for the entire club. Running out onto the old Wembley pitch to celebrate that goal remains one of the greatest moments of my managerial career.
“It was a truly iconic way to win promotion, and sharing that with the players, the staff, and the supporters in such a historic setting was unforgettable. Moments like that encapsulate what football is all about.
“Reflecting on my time at Crystal Palace, I often think back to the year after the FA Cup final when we finished third in the old First Division. It was an incredible achievement, especially considering the context.
“At that time, English teams were banned from European competitions, so the top clubs weren’t distracted by midweek European games—they were fully focused on the league. For us to finish third in such a competitive environment was remarkable, yet it earned us nothing tangible. Unfortunately, that marked the beginning of the breakup of the team. Ian Wright, for example, decided he needed to leave to pursue his ambitions, which was a critical moment for the club. It was a hugely successful but bittersweet period.”
Your time at Reading stands out as one of the most remarkable managerial achievements in English football over the last twenty years, in my opinion. Leading the club to a record-breaking 106 points in the Championship, securing promotion to the Premier League, and then finishing eighth—just one point off European football—was extraordinary. Looking back, especially given the financial disparities in today’s game, how do you reflect on that achievement, and does it feel even more significant with the passage of time?
“To an extent, I’d agree with your assessment because, with Reading, that chapter of my career was extraordinary. When I took the job, I immediately knew it was a special club. Sir John Madejski was the perfect chairman. On the day I signed, he told me, “Steve, I know nothing about football, so you take care of the football, and I’ll take care of the business.” I told him that was music to my ears—and it really was.
“My first season, we finished ninth, then seventh in my second. It was a gradual build, developing the team step by step. By the start of my third year, I knew the pressure was on. If we didn’t at least make the playoffs, my contract would likely be allowed to run out, and the club might move in a different direction.
“From the very first day of pre-season, there was a clear sense of urgency. We had a fantastic pre-season, including a trip to Sweden where we dominated every match. The team felt ready. When the fixtures came out, I thought our opening match against Plymouth at home was ideal—a long trip for them, a good chance to start strong. But football has its own ideas, and we lost 2-1. We were dreadful, and I remember driving home thinking, “All my expectations have just crumbled.”
“But then something extraordinary happened. Over the next 45 games, we lost just once—a thrilling 3-2 match away at Luton that could have gone either way. For the other 44 games, we were unbeaten. That squad was young, hungry, and determined. None of the players had Premier League experience, and there was a shared drive among us all to reach the top level—for the players to prove themselves and for me to manage at that level again.
“I often call it the season sent from heaven. Every manager knows the anxiety of a Saturday morning, wondering how the team will perform. But that season, I often had the quiet confidence of knowing I had a team capable of winning almost every game. We secured promotion in March and clinched the Championship title shortly after. It was an incredible feeling.
“Even now, I take quiet satisfaction every year when no team in the Championship manages to reach 106 points. It reinforces just how unique and special that achievement was. At one stage, Burnley a couple of years ago looked like they might challenge it, but it just goes to show how difficult it is. Dominant teams often do just enough to secure promotion and then relax, but my team had a relentless hunger to win every week.
“Our first year in the Premier League was brilliant, finishing eighth and just one point off European football. But in the second season, we were hit by the infamous “second-season syndrome,” and unfortunately, we were relegated.
“Still, that promotion season and what we achieved with Reading remain some of the proudest moments of my career. It was a testament to the mentality and quality of that group of players, and I’ll always cherish it.”
In terms of the season you finished 8th in the Premier League. What do you think was the key to that success?
“We approached the big games by deliberately taking the pressure off. At the start of the season, I told the players there were three “leagues” within the Premier League as I saw it. I said, “When it comes to the top four or five teams—that’s 10 games—we’re budgeting for zero points. There’s no pressure. If we’re playing Manchester United, Chelsea, Arsenal, or any of the top sides, anything we get from those matches is a bonus.”
“This mindset allowed us to approach those games with a carefree attitude, and while I can’t recall the exact number of points we picked up against those teams, we did manage to get results. However, our real focus was on the other two leagues—the teams we needed to compete with directly. By finishing eighth, we effectively “won” or came very close to winning those two mini-leagues, which was exactly what we aimed for.
“It’s worth noting that not one of my players had Premier League experience, so there was a collective hunger to prove ourselves. The attitude was, “Let’s show them. Let’s really embrace this challenge.” That relentless desire to succeed meant no one in the squad was ever complacent.
“I had a group of excellent players—Kevin Doyle, Dave Kitson, Leroy Lita, a solid defence, and an outstanding goalkeeper. But more importantly, the team had a strong mentality. While Reading’s nickname is “The Royals,” we didn’t carry ourselves with a superior or entitled attitude. Instead, we had a fierce underdog mentality—a drive to earn respect and make a reputation, rather than resting on one.
“That hunger, focus, and determination were crucial to our success.”
Finally, Steve, looking back on your successful playing and managerial career, how do you reflect on your time in football overall?
“When I reflect on my career, I do so with a sense of gratitude and a recognition that, like anyone, there are a few things I might have done differently. That said, I wouldn’t change much. My playing career was unconventional—I entered professional football at 18, bypassing the traditional apprenticeship route at 15 or 16. I’m deeply thankful for the diverse experiences I had, including my time at university, which was rare for a footballer.
“I feel fortunate to have played in an era without the pervasive presence of camera phones or social media. Back then, players had more freedom and privacy, which allowed us to enjoy life in ways that today’s players might find difficult. For example, during my university days, I played in goal for my interdepartmental football team, “Comic-Con” (Commerce and Economics), to stay fit without risking injury in an outfield position. That kind of spontaneity and camaraderie wouldn’t be possible in today’s hyper-scrutinised environment. Modern players face enormous pressure to maintain their image, both on and off the pitch, which creates a significant divide between them and the fans.
“I’m especially grateful for my time at Manchester United, even though it came later in my career and wasn’t marked by great success on the pitch. It was an extraordinary period when football began to change dramatically, particularly with the financial transformation at United. During my tenure, the rules shifted so that home teams retained all gate revenues, which allowed United to capitalise on their massive crowds. This financial edge laid the foundation for the club’s dominance in the years to come.
“As Sir Alex Ferguson took over, United began to invest heavily—he spent £13 million in his first season, which was an extraordinary amount at the time. It still took him three years to win his first trophy, ironically against Crystal Palace, but that era marked the club’s rise to unparalleled success. I feel privileged to have been part of that transitional phase in football’s history.
“As for management, my first year was incredibly challenging—a knife-edge experience where I wasn’t sure I’d even continue. But with time, I gained the knowledge and resilience needed to succeed. My time at Reading was the pinnacle of that journey, where experience, ambition, and opportunity aligned perfectly. The “season from heaven,” where everything came together seamlessly, stands out as the ultimate highlight of my managerial career.
“Looking back, I’m incredibly grateful for the opportunities I had, the lessons I learned, and the unique moments I was fortunate enough to experience.”