There are no real team sports anymore….every significant moment in a team sport competition is decided through a one on one contest. This post discusses how rugby has evolved from a team sport to a game where success is dependent on the optimal preparation and performance of every individual in the team.
You read right – improve your coaching by NOT coaching.
Coaching improves performance.
But too much coaching – over coaching – can have a negative influence on performance.
Who OVER coaches?
They don’t call it the Hot Seat for nothing – the coaches’ box!
The coaches’ box is the place where the coaches sit during the game and make important decisions about tactical, strategic and technical issues that have the potential to impact on the momentum of the game and even change the end result.
Some coaches’ boxes work well.
Some coaches’ boxes don’t.
So what’s the difference?
Time to be honest about this whole Leadership concept in high performance sport – it is not working.
And why?
It’s not working because of the Accountability Myth: The Accountability Myth is the reason why the current Leadership models in High Performance Sport are failing (badly).
Typically the end of season means a well earned rest, a few quiet drinks with team mates, some time with family and then… the end of season review.
Every team does some kind of season reflection or review – in most cases motivated by one or more “P” – Performance, Politics, Pressure.
By far the most effective review is one that is deliberately and strategically placed in the team’s “performance cycle” each year and is embraced by coaches, players, staff, Management and Board as being an important and positive aspect of progressive performance from season to season.
Here’s a typical football Club scenario. Pick a club – any club – any code – it doesn’t matter.
The team loses a few games, has a couple of bad seasons and the decision is made to sack the head coach.
In fact, Legend AFL Coach David Parkin once said, “There are two types of head coaches. Ones who have been sacked and ones who will be sacked”.
So the club sacks the coach, goes through a search process, finds someone else to be head coach and prepares for the next season.
Next season the team loses a few games, has a bad season and surprise surprise – the Club starts looking for another head coach.
Some Clubs have recruited and sacked several coaches over the past ten years and have not had a change in their on field performance.
Many of these same Clubs have had the same Board, CEO and management team in place throughout that same ten years.
So what they are saying is, “we are doing everything right, we have all we need to win a title, we have a great culture and leadership – all we need is a great head coach and we will be back on track”.
Is it just me or is this a really silly way to run a business?
The sporting parent has some incredibly important responsibilities within the “performance partnership” – i.e. coach, athlete, parent. A sporting parent, for example, is responsible for developing values like honesty, integrity, humility, courage, discipline, a sporting parent can help a child develop time management and a sporting parent can teach an athlete to be more responsible for their own behaviour. This feature article discuss sporting parents and talks about how sporting parents can help their child realise their sporting potential.
Coach education has shifted from being Content Driven to Context Relevant. Gone are the days of delivering boring, non-specific, content heavy coaching courses. Coaches are looking for smarter, more efficient and more effective ways of learning and most importantly, they are looking for information to help them coach more effectively in the coaching environment (context) they coach in. This article discusses the need for coach educators to seriously and radically change the way they deliver coach education, training and development programs.
There is no one thing that you can do which will guarantee success: no single change which, in isolation will create and sustain a winning culture in high performance sport.
There are however a combination of things that you can do to increase the likelihood of success: “The Culture Combination”: 5 People and Positions You Must Get Right to Build a Winning High Performance Culture in Your Sporting Organisation.
In high performance sport, there are three groups of people. One group who think they get “it” but don’t. One group who will never get “it”. And one group who really get “it”. The trick is in understanding what “it” is. This article discusses “it” and challenges sports coaches to think about whether or not they have “it” and if not how they can get “it”.
Here’s how it goes.
Your club has had another poor season.
People looking for answers come up with a lot of ideas on how to improve next year.
The management team determine that what the Club needs is a new high performance facility: new stadium, new meeting rooms, new computer lab, new medical facilities, a new gym and of course the obligatory new recovery facility.
Wrong. Wrong. Wrong.
Dumb. Dumb. Dumb.
This is the Facility Fallacy.
We’ve all had “The” Talk. You know the one. The one where mum or dad or a coach or a teacher or a religious leader or a good friend looked you in the eye and told you the secret to success. Do you remember “the” talk?
It went something like this didn’t it? “You know (insert your name here). You could really be something special. If you find that one thing that you love to do and that you are passionate about, and if you believe in yourself and work hard and never give up and if you give all you have to relentlessly pursuing your dreams, nothing is impossible for you”. Remember “that” talk? Some people get “the” talk when they are just kids. Others hear it when they are teenagers. Some get to hear “the” talk as young adults while others don’t hear it until they are in their middle age. And most people get “the” talk over and over and over and over again throughout their lives as they move through school, sport, university and employment.
