Who gets to help shape your program?
Who doesn’t get to? Who is supposed to show up and shut up?
Who MUST contribute?
Think about how you want your program to be, to become, to feel to those who come near it.
Think about it, write it down, and share it.
You’ll probably think today’s version is lacking, or even terrible, at some future date. That’s ok. Think about it, write it down, share it and see what happens.
Look at the littlest things when things are not going well.
What small components need a tweak?
Start with the little things. It’s easier and more effective than dismantling the big things only to find that it’s the little things that needed the work in the first place.
Each time you state what you’re all about, what you stand for, you set yourself up to fight for that moment to moment.
If you are “all about” discipline, for example, you then need to be ready not only to be disciplined in your actions but to fight for the belief that discipline is important.
It has to work.
Coach, do you rank your players on various metrics? Maybe even as simple as “he’s an A player, but has a B (or C) attitude”. If you use numbers, does a “1” player with a “3” attitude equate to a kid who’s a “2” in both in your estimation?
Putting aside the fact that I’d like to know your qualifying standards (how do you measure??!?), is averaging the way to go? Do you have a number that you’d like your team to be at?
What’s the optimal combination of traits and of players?
Why not define the standards and hold everyone to all of them instead?
Coaches, be boring.
Spend the time to know-really know-what you care about, what your language is, what the standards are…what’s this thing all about?
If you have a simple set of terms that work for you on and off the field, a glossary that everyone knows, it doesn’t matter if people have a variety of accents.
Coaches who say the same thing over and over, in a language that people understand are not boring, they are consistent and easy to play for.
And they often win.
What are the “rules” of coaching?
Do you need to have a handbook? A playbook?
A set of 4-10 pillars that you stand by/live by/teach by?
Is player buy-in the most important thing?
What about “knowing yourself”?
Are you allowed to change your mind? Do you have to change your mind?
You do know that there are secrets out there that only a few have access to, right?
Some of any of these things is probably a good thing…and the wrong ones only invite you to keep working on being better. Isn’t that what we ask our players to do?
No wrong answer. No right answer. I’m just going to keep asking questions.
The English word COACH is deemed to have been derived from the coach that was pulled by horses decades ago. The town in Hungary that is credited with this invention was called Kocs.
So, the word as we use it in sports and other types of coaching is a metaphor for getting things or people from one place to another. This is the job of a coach.
There are skills involved, mostly really, really human skills like listening, planning, caring, listening (yes, again) and figuring out how to get people to work to make themselves a more highly functioning person, either on their own or in a group/team setting.
Those skills are often overlooked when considered alongside knowledge sets like “knowing the game”, strategy and sport tactics. This second group of things is important, but without the first it’s challenging to really grow people to help make the world a better place.
How will you move people along?
As a raging extrovert, I get sad and tired when I’m alone for too long.
It’s a status that some have a hard time understanding, and I have to work to get it when people say that they are overwhelmed with the act of being social.
There is no right nor wrong here, and working to understand what you need and celebrate that is a key to happiness.
Creating a team of people who share culture, language and a common lens, as well as goals, is easier when you realize that it’s not about the “kind of person” that’s a fit.
The kind of person a good team needs is the kind that commits to the culture, language and goals.
Simple, not easy.
- Pour the foundation. What are you all about, Coach? ID your drivers, your values, the things that you insist upon, or wish you did.
- Frame it. Determine the language and lens that you’ll use to see the creation of the program and team. What are the critical pieces? There is no shame in asking your people here either. Get consensus, have great conversations.
- Get the tools in line & get everyone to agree on the floor plan. Determine what the finished product will look like if it’s great.
- Decorate. What’s this season’s slogan? Do you have a hashtag? A secret handshake? A goal that everyone can get in line with?
Number 1 is mostly driven by the leader. The head coach, the person at the top. YOU must have an idea of the central principles by which you’ll drive the program and from there you can, and should, include all of the important people.
Start there. Simple. Not easy.
Or, put another way, only people who believe are likely to be followed.
As a “leader” one must have the values and principles of the program or organization not just committed to memory, but embedded in the fiber of their being. They must get energy from these things, and thus will transmit energy to others in their world.
To believe you must know, and you must work to be sure that ALL of the people important to the organization also know; that they look through the lens of the values and speak the language of the principles and standards.
True belief in an action, even if the outcome it uncertain, is a mark of a real leader.