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.
Compass or map, which is more important?
Is is the goal? The plan? Maybe the execution?
Which way is the way for you? Who gets to decide.
Think about how or who draws your map, and who calibrates your compass.
- 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.
Checking boxes, feeling productive when you get thru a pile of emails that have no real impact on your work, taking a deep breath and being relieved when the “workday” is over…FEELS GREAT!
We often celebrate “getting %*&@#$ done” without assessing whether or not we are actually moving forward.
What if we spent more time considering the bedrock concepts that drive us and our business/team/operation? If we dug into the why, the reasons behind, the what-if-it-worked, we might have more impact.
Spend time working on the plans, working the process (sound familiar?) to create a great plan and the execution itself will be easier.
If you are currently dissatisfied, what’s the downside to making changes?
There are a lot of reasons why we don’t change. Mostly they have to do with fear.
We fear losing standing or losing face if we admit weakness, and change is seen as admitting weakness, a fact that makes no sense yet consumes us in many areas. What if we change and lose a game? On the way to improvement we may be seen as “less than”, somehow.
But, if you’re currently not happy with the situation, you are already “less than” a future you may be able to create.
Why not make a change?
Most people have at least two voices, often competing ones. We have internal debate. We have the “little voice in my head,” and we have “me”.
The “me” is the Big Me. The one that others see, the one that takes action, makes speeches, plans practices and leads the team.
Little Me is the internal Me, the one that has doubts, or, sometimes, confidence; the one who wonders if that is a good idea, who tells us we might not be good enough.
For many of us, the Little Me is too often a negative voice, the one that says, “this might not work”.
This JV me often holds us back. Don’t let the little me have too much control. Be honest with yourself.
It makes sense to read what champions have done, to follow the drills posted by those who have had great success, to “do what the best do”. Following a proven path can lead one to success.
But, nothing is automatic. Simply because it worked for her does not mean it will work for you. There are lots of possible reasons for this:
-she has more resources than you do…
-his players have more physical tools than your players do…
-her team is better shape than your team is…
-he has four assistants and you work on your own…
One person’s ideas do not always easily translate to another’s situation. That coach’s ideas just might seem like a fish out of water in your practice plan, or you might not be able to pull it off relative to other things you say and do.
Instead, read and watch things that the successful coaches do and say, value them, and spend time making them your own. How can you take their concepts and make them work for you, with your team, in your situation?
It’s the time YOU spend thinking about YOUR program that is most valuable.