IT IS a job like no other - and one that you can only learn the hard way.

“There’s not a coaching course on the planet that can prepare you for football management,” said Derek Adams.

That’s why the City boss is so pleased that Mark Trueman took up the role as his right-hand man when the Valley Parade change was made in the summer.

Relieved of the leadership duties along with Conor Sellars after last season had just dribbled away, Trueman opted to stay on while his former co-manager walked away.

The 33-year-old wanted to stay involved at the club and was willing to step back into the assistant’s position to work under Adams.

It is a move that the Scot believes is working out well so far and can benefit Trueman’s managerial ambitions for the future. Taking a step back now offers the insight and practical experience from watching how Adams operates.

Adams was a similar age to his number two when he was given his first appointment at Ross County in November 2007. He learned fast from recruiting established football people to work alongside.

Even earning the UEFA pro licence in his first season, the highest coaching grade, could not ready him for such an all-consuming position.

“I started in management when I was 32 and always took experienced people along with me,” said Adams.

“I used to employ managers as my assistant - Neale Cooper, who used to be manager at Hartlepool, Ross County and Gillingham and Craig Brewster, who was at Dundee United and Inverness.

“They knew the role of manager and until you’ve been in that hot-seat you never know how difficult that role can be.

“We can do all the pro licence courses in the world but it never prepares you for the day.

“Every day you’re dealing with 40 to 50 people just in one building.

“You’ve got the players, the staff and then you’ve got other employees you come into contact with as well.

“You’ve obviously got media duties, the supporters you have to deal with well – there’s a whole host of things that take up a lot of time that you can never, ever prepare for until you get into the hot-seat.

“The biggest thing is when you get in the office and can sit down and prepare and focus on what is next at hand. Unfortunately, there’s always an issue somewhere along the line that you need to deal with.”

After last season’s whirlwind and being thrust into the role in December, coming back as an assistant could have been awkward for Trueman.

That potentially tricky issue was addressed by Adams the first time the pair met face-to-face in June.

The Bantams chief insists there have been no problems in building a relationship as a management team.

Adams added: “I’ve been delighted with Mark and I’m glad he accepted the role.

“I really enjoy working with him. I think he is a fantastic individual, a hard worker and wants to progress in his career.

“He’s been very good while I’ve been in the post.

“As I said to Mark at the start, he was given an opportunity at a very big football club.

“Sometimes you go in and assess everything and get the opportunity to step back and can learn so much from that period of time.

“I’m sure he has and then he gets the opportunity to do that again. Then, when the day is right, he will get that chance again.”

Decisions will ultimately come down to Adams but he welcomes the input from his number two. Trueman’s inside knowledge of the club has been vital in helping the manager get to grips with his latest challenge.

Adams said: “When you’re in that role as an assistant manager, you learn so much.

“You think you’ll do something this way or think, ‘no, I wouldn’t have done it that way’ when you go on to become a manager.

“That’s the learning curve you can have as an assistant.

“For me, Mark already being here knowing a lot of people around the football club and some of the players as well has been very useful.

“Then me giving him the experience of knowing the league and different managers, players, can only help.

“It is important you have that trust. As a manager, you’ve got to ask opinions and then make the decision by yourself.

“That’s all I’ve ever done. The opinion might be different to what you’re thinking and you’ve got to analyse that.

“Why has a first-team coach or assistant manager come up with that solution? You ask them and then you decide the best way forward.

“It’s no different from leadership or management in big companies.”