in some sports “the defense” scores points, although their main role is to stop the other guy from scoring points. In some, like softball and baseball, there is no way to post on the scoreboard when your team is in the field.
You can only win when you attack. On offense. Find a way to have a strategy on offense that you love, that everyone is bought in to, that speaks “we’re in control”.
Defense is a tone setter, but not scorer. Even if you’re great on D, you can only be totally in control if you have a strategy that allows you to control on attack.
Get to work.
“It’s going to be even better next year,” is dangerous thinking.
Too often we forget how hard we worked. We forget the struggles and disagreements, the fights, even. We forget the pain of workouts or the disappointments of injuries.
Our brains opt to deemphasize the hard parts and glowingly highlight the good times and success (wow, what fun!).
This is results-focused thinking without any real definition of “better”, or a goal to reach for and the process that it will entail.
We want to feel all of the glory, the excitement, the upsides and the wins. We want this as individuals and as teams. We love the feeling that success will be easy, but we know better.
It was hard the last time, and it will take a similar bit of hard work the next time. Go.
Making decisions is much easier if you commit to being a decision-maker. Telling yourself: “I am a decision-making machine,” will allow you to spend less time on the idea of committing.
Sure, you’ll want to get the facts and weigh the options while you prepare a big decision, but most just need you to say, “yeah, i’m good at picking between the specials on the menu,” or “watch me pick out a shade of white for the ceiling”.
If you can do that–making a reasonable, quick decision often runs no more risk of being wrong than does a protracted process–that you’ll be able to save time and brain power for determining the next steps after that decision.
In coaching there are tons of decisions to be made, and all can be second-guessed later. Usually, the opposite choice could be debated just as much as the one made, if the outcome is not what was hoped.
Taking the time to get the information you need is important, and being committed to being good at the act of decision-making will make it an even better process.
So they say. For most, “the time is now”, means that pretty soon we’d better get ready to try to act. Pretty soon, as in: not right now, but sometime soon.
Mindfulness is the word of the moment (get it?), “live in the present” is something we encourage and cajole our future selves to do, and yet things don’t get done. They get thought about, planned, to-do listed…but done?
It’s time to start doing. Share it, invite comment, see what others think, see if it works. I’ll go first.
Understanding that getting the right people in the room to start a project or season is key. We know that.
Taking the time to understand that you, as a leader, have much control over who’s there is not as common.
It’s not chance. You get to pick, even when it feels as if you don’t, usually you do.
Teams are made, not born. Go.
How many things are on your list, agenda or practice plan that are simply carryovers from yesterday, last week or your first year in this job?
What are the things that you do without question?
Why would you do anything without the simple question: “is this going to make me/us/the situation better?”
The absence of testing, or even just thinking about the purpose of some drills, exercises, ideas or plans, is prevalent. We tend to go with what we think we should do rather than those things that we know add value.
Too often it’s that fear of being different that keeps us from being, well, different.
Things are not getting done well, games are being lost or played poorly, your business or team culture is not moving you forward…but at least you have your health.
This phrase is also commonly expressed as, “it’s not like it’s life or death…”.
These are excuses of the highest order. What do those statements actually mean in this context? What does death have to do with it? Mostly it’s a way of finding something–anything–positive in a crappy situation.
The reality is that saying these things does not make you feel better, but you can pretend it does. It’s a way of taking something totally irrelevant and giving it importance so that the failures are minimized.
It’s a coverup.
Of course your life and your health–and that of those around you–is important. The sentiment is real, but not in the context of a coaching or team failure. It’s the failure itself that you should be examining and celebrating as a catalyst.
Do the challenging work of planning, working the plan and then assessing the result, and get to work on making a better plan, or improving the execution. The PEAR process is a crucial, underutilized tool for improvement. Stay away from the coverup.