A lot has changed for football managers over the past few decades but Vincent Kompany’s recent health scare was a reminder it is still an all-consuming occupation that takes its toll physically and mentally.

From the tragic death of Scotland manager Jock Stein after a World Cup qualifier against Wales in 1985, to the different heart issues suffered by Graeme Souness, Sir Alex Ferguson, Gerard Houllier, Joe Kinnear and Harry Redknapp down the years, I’ve always been aware of the dangers of my job.

It is 25 years since then Leicester boss Dave Bassett and Bolton manager Sam Allardyce took part in an experiment that saw them wired up to heart monitors during a game between the teams, and both their heart rates reached critical levels.

It’s not just during games when management can have an adverse effect on your health, either.

The stress you are under is relentless and you have to find a way of looking after yourself. Fortunately this was something I realised very early on in my management career.

I had worked under and alongside managers for my entire working life as a player and then coach, but it was only when I got my first management job – at Bournemouth in 1992 – that I realised the workload you undertake and just how time consuming and stressful a job it is.

In those days, and in fact throughout my whole career, I wanted to be the person who made all the footballing decisions at my club.

That meant I did everything from scouting players to signing the ones I wanted, and organised my staff at every level from first-team to the reserve and youth teams, all within the club’s financial restraints.

I saw the first-team performances as being my main responsibility so I never wavered from my work on the training ground either, coaching a certain way that suited the players and gave them the best chance of winning games – which would ultimately determine my future.

All of the above was generally the way most English clubs were run so it was not just me doing it. But the demands were relentless, and I had to learn how to look after myself properly to cope.

During those early days, my management of myself personally was really poor.

It starts with your diet. At that time I would be driving up and down the motorway to watch players, trying to find a fish and chip shop or fuelled only by a half-time pie or a sandwich from a local shop.

I was young and could deal with it, so it never crossed my mind that I wasn’t eating well or getting the exercise I needed to retain my own fitness levels.

But, at the same time, the pressure on the team to win games ultimately fell on my shoulders so the pressure of being the person responsible for results and performances every week really built up.

I had never realised how stressful that part of management was until we started to lose a few games and every bit of criticism was directed on to my lap.

That part has not changed for managers now.

They may have less to do with the way their clubs are run now but they still have to deal with people they have never met criticising their ability to do a job they love to media outlets, without taking into consideration any other factors that might be contributing to those performances and results.

That’s why it’s so stressful. All the arrows and guns are pointed in your direction, and you have no way of protecting yourself, apart from by winning games.

Many a young manager will have experienced these factors, which could and would affect their health and wellbeing.

The turning point for me came when I spoke to an Australian triathlete just before I left Bournemouth in 1994.

His advice was pretty blunt and straightforward. He told me doing my job was physically hampering my own fitness levels – but more worrying were the stress levels that came with it, because they could have a major effect on my life itself.

It was only after having that conversation that I realised the compromises I was making for my career at the cost of my own health.

I came to the conclusion that in my next job, if I got one, I would dedicate myself to a more manageable lifestyle and put my own fitness first.

I decided I would work out early every morning before breakfast at the club I managed, so I could then dedicate the rest of my day to my work.

Yes, there were days I would be empty and would only walk and stretch, but generally I stuck to that rule and worked hard to keep on top of myself physically.

At Gillingham in 1999, I decided to run a marathon – my first London Marathon – which got me focused during the season in respect of my physical health.

That was my first challenge of many I have taken on for charity down the years. I have also cycled from John O’ Groats to Land’s End, walked up Mount Kilimanjaro, and rowed from Tower Bridge to the Eiffel Tower.

All of this exercise also helped my stress levels, especially in respect of sleeping. Being tired going to bed really helped my sleeping hours and meant I was never kept awake worrying about what was going wrong at work.

There were other ways I looked after my mental health too. Even as the internet exploded, I have never read any press, good or bad, about me or my team.

I always worked as hard I could at every club I was with, and picked good staff who I was able to confide in, but I was able to switch off too, thanks to my family.

I’ve written in previous columns about my routine after games and how I would often drive home to the south coast on a Saturday night, reflecting on our result and starting my preparation for our next game.

But Sundays were always about spending all day with the family.

Whether it was watching my son Anthony playing football as a young boy, or just being around the children full stop, that was how I relaxed and that day with them became a release valve which was an important part of my routine.

When I speak to young managers now, I give them the same advice I followed.

You have to maintain your enthusiasm for looking after yourself, because this is the time when you will need it the most. Under the constant stress you will put yourself under, it is dangerous not to.

But, while everyone knows the risks of the job, many are prepared to take them. I always was.

Years ago, managers’ health was never much of a concern to clubs – we probably drank too much and ate too many of the wrong foods, at all hours of the day and night, but that was just part of the lifestyle that went with it.

Now, there is lots more support – the League Managers’ Association offers frequent health testing under its ‘Fit To Manage’ programme, and most clubs’ medical staff will now ensure that not only are their players properly looked after, the coaching staff is too.

A manager’s life can still be a lonely place, but thankfully the help available is on a different level to where it was at the start of my career.

Tony Pulis was speaking to BBC Sport’s Chris Bevan.