Questioning Learning

Leading is much more than showing, or telling, what you know. It’s allowing others to learn, or to know what they can, at this moment.

Questions are among the most powerful tools in your kit. Authentic, “this is what I’m wondering” questions lead to amazing insights.

And, the asker is often not the primary, and certainly not the only recipient of knowledge.

In fact, questions almost never stand alone. Nor does the asker. Someone else almost always has a version of the same inquiry. By not asking out loud, opportunities are missed.

A leader among peers will find ways to encourage questions rather than stifle them with a barrage of answers.

Questions are unifying. In this unprecedented time, coaches can use strong questions to bring groups together when they can’t be together, to unify thru forcing a shared experience. Learning, together, is powerful.

Leadership can look like the solo, up front, figure, the one with the microphone, at the podium, all eyes on them. It can also look like living the values, being curious about the future and asking questions that others might be afraid to ask.

Rather than saying, “Google it,” ask, “what do you think?” and see how it goes.

Controlling

In my many years of coaching (and living) I have incorporated a lot of ideas taken from others. I’ve stolen, borrowed, repurposed, tested out, internalized and discarded many strategies. You have to, I’m sure.

We adopt and customize.

The things that have stayed with me for the long haul are the ones I’ve made time to stop and think about, the ones in which the customization is more impactful than the initial adoption; when I’ve front-of-my-mind considered what this idea means to me.

One key nugget like this, that many people talk about is quote control the controllables. This is a concept that’s been talked about and written about for millennia, yet many of us first heard it on a team in college or read it in a book, from a therapist or a friend.

It’s a foundational idea: don’t waste energy, or time on things outside your circle of control. Super simple, obvious even, yet a philosophy violated more than followed.

On the first day of the year, when many of us are moved to think about our lives, our jobs, and our place in the universe, I bring this idea, control the controllables, to the forefront of my mind.

This is a great place to start, a fitting reminder of the most basic of concepts. For me, the customization part means that I have to actively take stock to decide what I actually have control over. To remind myself that it’s my approach, my ethic that matters. Nothing more.

For generations I’ve told players that it’s effort and attitude. That’s all they have control over, how they respond to what happens. I’ve preached it, I’ve practiced it even, but I know that I need the reminder.

Happy New year.

Local Rule #14

Every culture has one or more languages. Food is often one of them.

On our team we value eating well and healthy on balance. It’s like practicing the game fundamentals.

We also believe in testing. Figuring out what each person’s body needs, in quantity, timing and content, is an important part of nutritional knowledge.

That’s movement screening and positional work.

And then sometimes you work on your bat tricks, behind the back tosses and home run trots.

Have the Nutella, just don’t share spoons.

Does Everyone Know?

Oh yeah, everyone thinks that’s the right thing to do.

Everyone says it’s true.

I’ll get everyone together and we’ll get it done.

Is “everyone” really all of the people? Who’s important, and who is optional to be in the group of everyone?

If you need everyone on board you better be sure that everyone knows what’s happening. And if you don’t need everyone then just ask the people who are crucial.

Building Culture is Simple

  1. Pour the foundation.  What are you all about, Coach? ID your drivers, your values, the things that you insist upon, or wish you did.
  2. 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.
  3. 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.
  4. 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.