COACHING MATTERS

Professor Frank Dick OBE

A Climate of Constant Change

Performance Standards Technological

AdvancePerformance Sciences’ Performance Sciences’

Accelerating Growth & New Status

Personal Attitude Shift Social/Cultural

FluxRedefining in Perception

of Achievement

Development in Coaching/Training Practice

Rules Change

Relationship Dynamics

To win the game of change,

be adaptive

and be

creative

There are no certainties in this game; only uncertainties

Be prepared for that.

5 Critical Influences in Effective Coaching

1. Technical knowledge

2. Coaching methodics

3. Synthesis of performance science

4. Leadership of process and people

5. Decision making

1

2

3

4

5

Technical knowledge(study/experience)

� Rules

� Techniques

� Training

� Tactics

� Performance support

� Technology

1

Coaching methodics(study/experience/mentoring)

� Skills

� Styles

� Systems

� Philosophies/concepts

� Values/code of conduct

� Learning & teaching media

2

As coach you take people form who they are to who they are

capable of becoming.

Athlete Development Pathway

Excite

to practice

Practice

to

participate

Participate

to

prepare

Prepare

to

perform

Perform

to

compete

Compete

to

learn

Learn

to

win

Beginners Developers Performers

Regular activity for life

3 4

22

11

1

2

3

4

MOTIVATION

Winners Are Made Not Born

the coach is the lightLearn (to repeat . . . To learn)

the coach gives light

Learn (to learn . . . To do)

the coach reflects light

Learn (to do . . . To be)

the coach stands out of

the light

Learn (to be . . . To become)

wingsroots

Roots to grow & wings to fly

Direct (provide teaching)

Coach

Mentor (facilitate learning)

Counsel

Take personal ownership of every moment to turn it into opportunity to make a winning difference

Take considered risks in decision making to turn opportunity to advantage to be a winning difference

Just do it effectively and excellently every time to go for a win

Do

Decide

Own

Challenge

Support

MANAGE THE DYNAMIC

ESSENTIAL TENSION

MANAGE THE DYNAMIC

ESSENTIAL TENSION

Escort

Transfer

Partner – Athlete

- Coach

Coaching Systems

G OAL

R EALITY

O PTIONS

W ILL

L EARNING

GROWL MODEL

GOALS

� What is the target result by the agreed

date?

� What performance will bring that result?

� What is the performance structure?

� What KPI & KPD scores give that performance?

REALITY

� What is the current performance?

� What is the current performance structure?

� What are current KPI & KPD scores?

OPTIONS

� What is your gap analysis?

� What could you do to bridge the gap?

� Who do you need to support the process?

� What resources are there/do you need?

WILL

� What is your plan of action to deliver the

win, working back from the result date?

LEARN

� What controls/monitoring will you use to

learn faster?

� What is your review/debrief process?

� What will you do for your personal

continuous learning?

Be prepared to learn

- attitude

- systems

Reflect - review

Monitor - debrief

3 Things a coach must know

� Know what you know

� Know what you don’t know

� Know someone who does

Doctor

Coach Led(Decisions)

ATHLETE

COACH

SYNTHESIS

PERFORMANCE

SCIENCEAthlete Centred

(Action)

Performance Science Supported

(intelligence)

Selection criteria

� Technical

� Coachable

� Balance

� Will to win

� Chemistry

Select

Select (potential not history)

Diversity

>Competencies>Capacities>Mind sets

BuildHarmony

Talk selection

Think succession

How far you go in life depends on your being

tender with the young, compassionate with

the aged, sympathetic with the striving, and

tolerant both of the weak and the strong.

Because sometimes in life you will have to be

all of these.

George Washington Carver

Unleash

StrategyThe team has clear common purpose and a plan to achieve it.

RolesTeam members are clear on roles and responsibilities, knowing how they need to support each other and what support looks like.

ProcessThe team has good processes and systems to enable efficient and effective delivery of objectives.

Highly functioning teams

PeopleIndividuals trust and respect each other and enjoy performing together

Performance/Results

The team focuses on delivering personal and collective performance excellence in all things.

Unleash

Highly functioning teams

TEAM COACHING TIPS

RELATIONSHIPS ONLY WORK IF YOU WORK AT THEM

CONSTANTLY COMMUNICATE

LISTEN

VALUE QUALITY SUPPORT

NEVER KNOCK AN IDEA

FIT STRATEGY TO TEAM THENTEAM TO STRATEGY

TEAM COACHING TIPS

SPARK PLUG

MICROSCOPE & RADAR

CELEBRATE ACHIEVEMENT

SUPPORT ENDEAVOUR

CHALLENGE UNDER PERFORMANCE

CANDOUR

Synthesis of Performance Science (study/experience/mentoring)

Reading the Game

Does the performance-related intelligence exist?

Is this intelligence available/accessible?

Is it accessed?

Is it synthesised to inform your decision making or can you synthesise it yourself?

1.

2.

3.

4.

3

Can you translate it to a

solution/action requirement?

Are there solutions/courses of

action to choose from?

Can you make the right decision?

Is the solution/course of action the right decision?

5.

6.

7.

8.

Leadership of process & people (study/experience/mentoring)

� Process

� Performance support

“team”

� “Conductor”

� Ownership and teamship

4

Decision making (experience/apprenticeship) (subconscious intelligence)

� Evidence based v judgement to address specific performance & development needs of athlete/team/nation

� Big stuff (culture change, long term strategy)

� Mainstream (day to day)

� In a blink (pressure moments)

5

Big stuff 1

� Prioritize decisions that build value in the

organization

� Buy-in is the result you need

� It’s right people who make right decisions

� Clarity is essential in making people

accountable

Big stuff 2

� The organisation must support andreinforce these principles

� Grow and regularly use a network of people with different expertise, or whothink differently

� Those who will live in it should be involved in building it

� Adapt fast or die

Mainstream

� Climate – right people / how / involve

� Define – nature and issues

� Options – all ( differently – different)

� Assess – risk analysis/best

� Decide – focus! Then action

In a blink

� Experience

� Apprenticeship

EXPERIENCE IS THE

TOUGHEST OF TEACHERS

SHE GIVES THE TEST FIRST

AND THE LESSON AFTER

(VERNON LAW)

You are each unique in all of time.You are each unique in all of time.

So in your time, you alone can make your

difference change our world.

when?

who?

If not you,

If not now,

Professor Frank Dick OBE

twitter.com/frankdickcoach