3 techniques of good coaches
We all want to be good at what we do … that’s the basic level, right? Well, then great, then great. Besides knowing your stuff and being a good skill teacher, there are some less specific places where good coaches excel. In this article in the current issue of Psychology Today Called “Dear Leaders: Mastering the Art of Being in Charge,” they talk about those less tangible aspects of leadership. While her focus was bosses in a corporate setting, I was able to extract some “good boss” advice that can certainly be “good coach” advice as well.
Good advice from boss n. 1: They know themselves and their situation. “Being in power is an impediment to self-awareness,” making it difficult “to determine the impact your behaviors and policies have on your employees.”
Good translation of Coaching: Whether the adjective before your name is “assistant”, “boss” or “volunteer” … you are still a coach. I’ve met too many coaches who think they are friends with their teams … you can’t be their friend when determining their scholarship money or playing time. Please listen: your team members are not your friends and not everyone loves you. As coaches, we need a friendly relationship with our teams (or maybe just our captains) in order to get real information about what is happening with the team. If your captains say the 6am practices are killing them because everyone is taking 8pm classes that don’t come out until 10pm, that’s something to keep in mind. You may not change your policy, but they must believe that you heard them and that you have a good reason for those morning practices. When one person (the coach) has all the power, it is quite difficult to be friends, but a friendly The relationship with your team is essential to be the best leader in your group.
Good advice from boss n. 2: They consciously come out of the bubble of power asking for direct comments and opinions. Good bosses “are more sensitive to the thoughts and feelings of their managers.”
Good translation of Coaching: As difficult as it is for us controller coaches to admit, we don’t know everything and we are not always aware of how we impact the team. Instead of ranting about how horrible the practice was, how about asking the team? They no doubt realize how bad the practice was and will probably be just as eloquent in making that point understood and it will mean more to their teammates coming from their teammates. Or maybe you can meet with your captains and find out how the team dynamic is shaping up … are people getting on and off the pitch? Who are you most comfortable with on and off the field? This knowledge (which most of us are unaware of) will go a long way towards bringing together the right group of people to ensure successful competitions. The most difficult and essential thing is to ask them what they need from you as a coach. Sometimes you will find that they want more or less discipline or feedback … or maybe you will find that they love what you are doing with the team. Regardless, it is very important to find out.
Good advice from boss n. 3: They are decisive rulers. Employees don’t want “sensitive group therapy leaders.”
Good translation of Coaching: As long as you consider the thoughts of your team, they will want to believe that you know what you are doing and that you believe in what you are doing. As coaches, it is our job to explain the benefits of a decision and follow it. If we believe that a certain defense, offense or lineup is the best for the team, it is our job to “sell” it to the team in a way that they understand and can support. We need to alert them to the strengths and weaknesses of our plan, but also be enthusiastic and authoritative about our decision.
What do you think of these tips? I thought they were a good starting point and could help us become a coach who “continually and constructively pushes [players] to do your best. “