1 invincible teams and winning partnerships by bill sweetenham

1

INVINCIBLE TEAMS AND WINNING PARTNERSHIPS

by

Bill Sweetenham

3


SUPERIOR IN EVERY POSSIBLE WAY

INVINCIBLE IN ATTITUDE!SUPERIOR IN SKILL!

TALENT IS A GIVEN!

4


WHEN IS THE LAST TIME THAT YOU DID SOMETHING FOR THE FIRST TIME?

Leaders of Change(Life is not fair and 60% of all plans can change)

5


• Is winning important to you?

• Is it your only considered option?

• Can you create “winning”?

• Can you make every staff member a winner and a leader?

• Can you make a difference with those who will make a difference?

• Timelines on everything

6

WINNING PARTNERSHIPS AND INVINCIBLE TEAMS

7


20%

40% (1%)

40%

Leaders - Managers - Organiser - Logistics

8


ATHLETE AND STAFF MEMBER WINNING PROFILE

9 ESSENTIAL ELEMENTS OF WINNING

9

PRECISION, CLINICAL EXECUTION, ACCURATE DECISION MAKING, PERFORMANCE IN ADVERSITY - CHANGE - UNDER PRESSURE

10

“Well Rehearsed Performance Day Planner”

Will you be the best prepared at the Olympics?0.03 ; 0.02 ; 0.01Ask Phelps, Adlington, Belmonte

TAPERPositive Negative9 Points 9 Points9 essential elements of winning 9 elements that cause failure


11

“Record and measure and control. Measure the measurable and control the controllable”

-Plan-Prepare-Present-Rehearse and research-Perform-Win-Repeatable excellence(If is not done in the training pool then it will not be achieved under pressure in the competition pool)

• Stress adaptation and strategies

-Physical-Mental-Emotional


12

Extraordinary and exceptional!Absence of normal and the presence of abnormal!The facts are: the biggest event in the world is an unrelenting, unforgiving environment where any flaws in your preparation are exposed in the spotlight of the Olympic flame like never in any other event. If you haven’t prepared for that second day in the Village, when all the doubts come pounding down around your head and throat, if you haven’t been invincible in your preparation, if it hasn’t been above what you’re prepared to do in the Olympic race, failure is guaranteed. It’s not like any other event. It is not a stepping stone. It is the end of the line, the pinnacle! It is the only competition in the world. Everything else is a pretender. There is no other area where moral, physical or mental weaknesses will be exposed like they are in the Olympic environment.

13


> Unconditional trust between the athlete and coach

> Unconditional belief from the coach to the athlete

> Time at task

> Knowledge of product

> Attention to detail

> No leakage

> Only one chance

> Very few have done it before

> Conversion - training to competition, 3rd to gold, 9th to 8th, 4th to 3rd

14


TRUST:

• Are you more energised than your hardest working athlete or staff member?

• Can you make a difference when it counts?

• Do you display by example? - Thinking outside the box, calculated risk-taking, taking the untrodden path, being what you want to be, daring to be different etc.

• Communicate - upwards, across and down

• Innovation

15

“LORD HELP ME DO THE HARDER RIGHT THAN EASIER WRONG”

(West Point)

“WE ARE WHAT OUR THOUGHTS MAKE US”

(Marcus Aurelius)

16

DONE? SUBJECT DEADLINE WHO’S RESPONSIBLECAMPS, COMPETITION & RECOVERY ACTION ITEMS

Domestic and international competition program finalised for 2012 considering:Quality pre-event competition arranged if possible e.g. top ranked non-qualifierTiming and frequency of peaking(s) – major events, qualification, selection, the eventAlternative activities to enhance competition experience (if international competition unavailable)Clinical, well rehearsed, precision-based, flawless heat and semi-final performance

Camps program finalised, including:Final pre-event camp/residential periodSpecific purpose campsAdaptation stimulusAll competition/camps commitments clearly communicated to athletes and staffRecovery planning, including:Pre-determined rest periods throughout the yearRecovery management plan – determining access to recovery facilities during the event and , camps and arranging alternatives if required

Preparation Checklist*

17


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLEFACILITY PLANNING ACTION ITEMS

Use of event training and competition facilities planned (pre-event) – if not possible. At least familiarisation with facilities through maps, video, visits etc. Event training facilities:Consider if facilities provided by organisers will be adequateArrange alternative training venues if necessary (quiet preparation facilities)Event transport :Consider if transport provided by organisers will be adequateArrange backup/alternative transport if necessary e.g. for travel to alternative training venues or for travel at different times to the transport providedPlans for specific event-day routines etc. based on knowledge from (pre-event) familiarisation with venuesOrganisation for entry to village:Date of entry finalizedTransport to and from village (time and routes etc.)Guidelines for items allowed/not allowed into villageEffective communication of information in lead-up and during eventsPlan for meetings (team and staff) throughout the event , considering access to and location of meeting roomsRooming plans for athletes and staff (personalities and/or behaviors, ease of access etc)

18


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLEATHLETE PREPARATION ACTION ITEMS

Prepare for “village life”, such as:Familiarisation with daily routine “Practice” walking longer distances than usual in lead-up to eventPlan to rehearse event procedures/policies prior to entering villageActivities planned for possible long waiting periods and more generally for killing timeThorough psychological preparation plan, including:Relaxation strategiesMechanisms to cope under extreme pressure Realistic expectationsEmotional highs and lowsPressure – medal expectations, mental imagery, hype etc. – how to cope?FoodDiet for athletes during event – “temptation” of food provided in the village, perhaps develop guidelines?Athlete/team free time organised/structured – timing, activitiesDate identified for athlete ‘release’ (from team, village etc.)Post competition code of behaviour for athletes remaining in village after completion of their competition i.e. respect and consideration for those athletes still competingFull event dress rehearsal in the year prior to the event

19


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLETEAM MANAGEMENT ACTION ITEMS

Arrangements in place for attendance at official Team Manager sessions“Visible” team unity activities, might be:Practice national anthemDevelop team motto/mascot/chant etc.Maintaining a balance between preparation for event and other commitments (e.g. media, sponsors)

20


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLE LIAISON OFFICER ACTION ITEMS

Ongoing close liaison with the official organising committee regarding roles and responsibilities of each organisation during the eventAccess for personal coaches and support staff, considering:AccreditationCo-ordination (by sport) of additional personnelAccommodation and transportArrangements in place for handover for accreditationsArrangements in place for attendance at official information sessions

21


22


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLESUPPORT STAFF ACTION ITEMS

Communication is the keySchedule of regular meetings between coaching and support staff to discuss preparation mattersCase management of athletes in place and ongoing, including systems to monitor athletes’ physical, medical, psychological, social and well-being status leading up to the event (illness and injury free)

23


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLELEADERSHIP, ORGANISATION, MANAGEMENT, LOGISTICS ACTION ITEMS

Orientating “new” competitors/staff (individual cover support)

Experience of “new” staff – ‘B’ Plan – support Handling the unexpected Event selection/withdrawals Village/homestyle What has changed since the last time the event

was held? What are the changed or new issues? What strategies are required? Handling travel Response to adversity Role clarity of support staff Strategies and protocols (sport specific) Changes in environment

24


DONE? SUBJECT DEADLINE WHO’S RESPONSIBLEGAMES PLANNING ACTION ITEMS

Responsibilities determined (i.e. Clearly identified job descriptions/duty statements for all personnel) and circulated (i.e. List of who’s responsible for particular tasks and contact details) Strategy to “educate” the media in relation to

expectations, team athletes etc. Media training for athletes, coaches and key

support staff Specific sport contact for Media Liaison Officer Media policy document – specific

guidelines/responsibilities for sport personnel, including what to say/not to say in interviews

Who will be the media - view previous interviews

A directory of contact people (i.e. who is responsible for what) in the event of advice or support being required. (Both before and during the event)Issues addressed relating to timing of event (e.g. out of season, athletes travelling back from overseas)Ticketing issues addressed (sponsors, associations, families etc.), specific ticketing liaison officer identifiedIssues relating to athletes’ family and friendsPre-event meeting(s) plannedInformation sheets for “significant others” Arrange dedicated family liaison officer to deal with family and friends related mattersEncourage athletes to address issues with their own families

25


Scouting other competitors organisation, including:Access to video/notational analysis equipmentPersonnel identified, trained and experiencedQuality access and communication between coaching and scouting staffContingency plans in place for unexpected occurrences e.g. injuries and/or illnesses, equipment malfunction, transport delays, isolation necessary due to contagious illness, drug testing procedure delaysDecision made regarding marching in opening ceremony or not. If marching, plans to minimise discomfort/fatigue for personnel during waiting time and meal arrangements etc. for immediately following the ceremonyAccess to audio-visual equipment for team debriefs, scouting etc, such as video players and TV screens, overhead projectors, telephone lines, consumables (e.g. DVD tapes)Local contingency plans for acquiring/repairing specialised kit – access local contactsArrangements made for non-village accommodationKey event information received from official organising committeeMedical screening arrangements in place

26


27


Management of Potential Distractions Media attention “Village life” Develop policies for athlete/staff use of mobile phones, laptops etc. Concern for “life after the event” before event is over “Superstars” (other athletes, village entertainers etc.) Families/friends/hangers on Sponsors commitments/professional managers Minimise distractions for coaches also –need to be free to focus on preparing athletes–

time at task Commercial/media obligations – impact on training? Strategies to isolate athletes from adverse publicity, political issues, unrealistic

expectations etc. Other (Identify) Where possible. e.g. limit personal distractions during the year eg moving house,

changing relationshipsAthlete Responsibilities Self-monitoring with regular communication with coaching and support staff Injury/illness notification immediately to medical staff Adhering to behavioural standards, taking responsibility for own actions and

demonstrating respect for others Be aware of, and prepare for potential distraction and event pressures Focus on performing at Games, not just making team. Adhere to planned Olympic

preparation and maintain focus Address issues relating to communication and needs of family and friends during the

event well before entry into the village Sponsors – balancing sponsor commitments with training/preparation commitments

etc. Familiarise self with obligations/responsibilities contained in Team Agreement,

Selection Agreement and team behaviour protocol etc. Have a well rehearsed race/match day plan ORDER OF EVENTS AND EARLY SUCCESS – EVENT WAR OF ATTRITION,

MAINTENANCE OF ENERGY AND FOCUS THROUGHOUT COMPETITION PERIOD

28


6 KEY PRE-EVENT ISSUESConsideration for Performance DirectorsHolding camp strategy resolvedStrategies for dealing with climate in placeSafety and security reviewed and plannedHome facility issues reviewed by appropriate organisationsStrategic approach to research and developmentArrangements in place for sharing of best practice in event preparationMinimise mental and emotional stress

29


Step 1: Campaign Group

Step 2: Camp Team / Support Team “B”

Step 3: Competition Team / Support Team “B” Mock Olympics

Step 4: Retain 70% of “winning” staff and athletes

Step 5: “Winning Diaries”

30


NO “BILL SAID” - (Guidelines for the intelligent and rules for the stupid)

Consensus, consultation and negotiation

Phase 1 - Campaign group

6 years to 2 years out from competition

Group Performance Audit

Phase 2 - Camp team/Support team ‘B’

2 years to 18 months out from competition

Performance Camp Team Audit

Phase 3 - Competition team/Support team ‘B’ - Mock Olympics

12 months out from competition

Performance Competition Team Audit

Phase 4 - Retain 70% of “winning” staff and athletes

Phase 5 - Review “Winning Diaries”

31


•Team performance audits after each phase would be carried out by an independent international podium achieving coach with appropriate experience to identify that the Preparation Checklist items and KPIs, along with a Gap Analysis have been achieved prior to the beginning of the next phase.

•The “Auditor” would normally be someone from another sport and would assess the progress independently from the programme.

•Identifiable and winnable events, athletes, coaches and programmes

•The coach is the CEO of the athlete’s preparation where they surround the athlete with the best and good people to provide and service KPAs (key performance activities) and preparation. KPAs facilitate KPIs.

•The final team must be man for man the world’s best and this cannot be compromised for any reason.

32


NINE ESSENTIALS FOR EFFECTIVE LEADERSHIP:

1. Purpose2. Commitment3. Trust4. Capability5. Accountability6. Principles7. Creativity8. Responsiveness/reaction9. Recognition/reward

33


NINE ESSENTIAL ELEMENTS FOR HIGH PERFORMANCE

Engaging:

The essential elements for engaging to create the foundation on which high performance can be built are:

1. Purpose: The fundamental reason behind creating the team and committing valuable business resources to support it in achieving its goals.

2. Commitment: A conscious decision, taken individually and collectively by the team to dedicate time and energy to achieve the purpose and goals set by the business.

3. Trust: A decision by all those involved in meeting the team goals to rely on each other’s competence and integrity to achieve success.

34


NINE ESSENTIAL ELEMENTS FOR HIGH PERFORMANCE (continued)

Enabling:

The enabling stage provides the core requirements for how the team will operate and how individuals and stakeholders will contribute to that operation. These core requirements are:

4. Capability: The skill, knowledge and capacity of the individuals, stakeholders and team to perform the required tasks to the agreed timescale to ensure the goals are achieved.

5. Accountability: The acceptance by all parties of the responsibilities of individuals, stakeholders and the team in the achievement of the team’s goals.

6. Principles: The agreed “rules”, processes and norms which help shape and govern how the team works together to achieve its goals. These principles provide the glue which keeps the team together, and the necessary clarity and structure from which greater creativity, efficiency and risk-taking can emerge.

35


NINE ESSENTIAL ELEMENTS FOR HIGH PERFORMANCE (continued)

Energising:

The elements of energising provide the team with the fuel to overcome obstacles and create innovative solutions on the route to success. These element are:

7. Creativity: The fostering of a team culture and environment which stimulates the creation, captures and implements innovative ideas.

8. Responsiveness: The capacity of individuals and the team to react positively andeffectively to unforeseen obstacles or changes.

9. Recognition: The continuous appreciation of individual and team efforts whichcontribute to the building of the team and the achievement of their goals.

1 invincible teams and winning partnerships by bill sweetenham

Documents