Letter to self (part 2) - Leadership

The power of leadership!

Another of those post-pandemic years has come and gone, and I am starting to think that time has warped altogether. Nevertheless, I have finally found some time to write a few more things down that are helpful lessons from my lived experiences. So here I am, surrounded by snoring dogs, sitting on my comfy chair, staring into 2023, thinking about what I have learned this year. But, more notably, the wisdom I have gleaned from my experiences that I wish I would have known as a young(er) coach. I have always believed that it takes a lifetime to become a good coach. There is just so much to experience and learn throughout your career; the game itself, the players you coach, the environments you manage, and the staff you mentor. But, like anything worthwhile, you must commit to lifelong learning to be any good. This can be a humbling endeavour; It requires steadfast consistency and a hefty dose of self-effacement.

So, lucky you, here is another episode of Jack's thoughts written from the present day to a younger, leaner, slightly less cynical version of myself.

The second of this three-part series reflects "the power of leadership." A more detailed account of some behavioural observations that have stood the test of time. Before you sigh, I know what you're thinking, "not another self-aggrandizing coach espousing wisdom in leadership." I don't claim to own these leadership principles or declare I have found the secret sauce to management. My motivation for writing about this particular topic is to "give forward" so I can help empower the next generation of coaches, managers, and leaders to BE…MORE…HUMAN! These two lessons are the foundation of my leadership and have served me well over the years. Leadership is service, and it is incumbent upon the individual in a position of power to wield their influence with great intention and care. One of my favourite experts on the topic, Simon Snek, speaks about this repeatedly on his podcast. "There are entire rooms within a bookstore dedicated to self-help and self-development, but only a small section dedicated to helping others."

…To me, that's all leadership is. I hope you enjoy.

Lessons 5-6

1.????Credibility

Let's get one thing straight from the get-go – Control of a program doesn't presume effective execution of the responsibilities that go with it! You cannot do this by yourself, Jack. The perennially successful athletic teams are the result, to a large extent, of talented players. Now, that being said, your efforts as a leader play an integral role. If the leadership is misguided, the followers will get lost in several ways; or choose not to follow (worst-case scenario). Make no mistake about it, young people not only need effective leadership, but they also crave it. They want consistent parameters, direction, structure, organization, and discipline. They need it, whether they know it or not. It gives them a sense of security which, in turn, helps them to be more confident. Therefore, one of the first job's when leading any group is to provide clarity so that the team members understand what you believe in, what the vision is for the future, and what the expectations are for the working relationship.

Make it ABUNDANTLY clear how the authority will be used (you have made this mistake before)? Having articulated your leadership philosophy, now comes that hard part; the conduct of your leadership. This is the most accurate test of whether or not you can back up your words.

You will be watched…constantly. We can't fool our athletes, though we may think we can. We more easily deceive ourselves. They see us for who we truly are. Think before you speak; speak with intention rather than thinking you can arbitrarily say whatever comes to mind because you have the power to do so. Your athletes remember what you say, so be mindful of how you use emotion in your communication and take stock of the context when addressing your players. If you want to turn up the heat, do so with intention, control and a goal in mind but do not allow frustration and anger to power your communication. You will make this mistake a few times too, but that's ok, have the courage and humility to admit your shortcomings whilst remaining steadfast in your convictions. You are passionate, and you will get carried away at times. Remember, you are good - not God. By recognizing your fallibility, you can stay consistent with your messaging to your team. To create an environment that promotes risk, failure and learning, you and your support staff must be more human. Your athletes want you to know what you are doing; this is how you establish respect. But the proof is in the pudding – not in the position of power. They want to see that you are putting the work in to ensure they are successful. Your commitment to lifelong learning will be invaluable; keep striving to be better for your athletes. In all my years of coaching, the most consistent feedback I have received after every season review is this, "the team sees how hard you work daily, and we appreciate it."

Do your best each day; that's how you build credibility.

2.????Consistency

Most failures in leadership come about because of a lack of consistency in process, behaviour and expectation. Without continuity, your athletes will become distrustful and guarded. We touched on the importance of credibility in leadership; this is where the rubber meets the road. How will you reward high achievement? Will it be consistent across the board? How will you punish and reprimand? Will that be consistent as well? How will you react?

When it comes to your athletes feeling safe and supported, they must know where the boundaries are and what the consequences might be if they overstep. The most consistent thing about young people is that they will be inconsistent. They will make mistakes, but acting as a rule-maker is not your job. Articulate your expectations and keep things simple and positive. Yes, you drive the standards, but you will diminish your influence if you act as the behavioural police. Instead, help your players understand their role in creating a high-performance culture. Align the ambitions of the individuals with your collective goals as a program; "if we want to achieve this, then these standards need to be met and maintained…"

If I could share one piece of advice from all my experience in coaching teams, it is that consistency pays dividends! It doesn't sound sexy, nor will it be adorned on locker room walls and executive board rooms, but it works. In 2010, Dave Brailsford (GB cycling's GM and performance director) implemented a concept called "the aggregation of marginal gains." His approach was unassuming; if you improved every area related to a cyclist's performance by 1%, those small gains would lead to dramatic improvement over time. It seems simple in theory, but It's easy?to?overestimate?the?importance?of?one?defining?moment and?underestimate the value of?making?better?daily decisions. So often, we convince ourselves that the only change worth implementing is significant and visible and has some immediate reward. But after a while, these marginal gains compound. Minor standards, behaviours and performance improvements have now aggregated into something quite extraordinary. This messaging is everywhere regarding sustaining success at the elite level. Yet, many people fail to replicate those environments because it demands so much from us as leaders. To be human is to be inconsistent. We aren't supposed to be at our best each day. So how can you sustain an environment that demands unnatural consistency whilst supporting well-being?

The answer is simple… unwavering support of personal development!

Your athletes must feel your investment in them. It must be palpable. You cannot fake this with "an arm around the shoulder" once in a while and a few pizza nights. Consistency requires complete commitment. Your athletes need to know that you are invested in how their lives turn out. There is no shortcut in this relationship endeavour. It takes time to earn trust, and you must be willing to go the distance. One of my most trusted friends once spoke about love and its prerequisites; It's messy and challenging and sometimes doesn't work out. But what if it does? What if, in committing fully to your relationships, you can achieve something together that you wouldn't have ever conceived? What if, in dedicating yourself to the support of someone else, you empower them to fulfil their potential? Is it worth your time, then?

If you are looking for uncommon performance, you must give an uncommon display of support…