Divergence of opinion has traditionally been viewed in less than positive terms: when x and y don’t see eye to eye on a particular subject, this is generally seen as problematic. By extension, we hear of the virtues of assembling a group of ‘like-minded’ individuals. Organisations typically promote compromise and conformity as virtues to foster harmony and unity within the group. Contrary to this, the wisdom of crowds illustrates the benefits of aggregating judgements from a broad and disparate group of individuals. To further strengthen the case for diversity of thought and experience, ‘cognitive diversity’ is in fact found to be the major factor that differentiates successful teams and organisations. In this Informed Blog, we explore the paradoxical ways diversity and divergence are conceptualised, and see what lessons we can take on a group and an individual level in the context of sport.
In this latest offering we explore some of the traits that differentiate the best coaches and practitioners in their fields. One disclaimer before we start is that this post is based on observational study. To some degree the themes we explore reflect wisdom shared by prominent individuals via different forums and media. However, I unapologetically give more weight to traits and behaviours that I have directly observed. I have been fortunate to interact with a representative sample of these exceptional individuals across multiple sports in various contexts; this has provided the opportunity to see how they approach their work with ‘live’ athletes in different scenarios, as opposed to how individuals claim they act and operate in practice. The themes we explore are therefore more a product of this direct observation, rather than simply distilling what has been presented elsewhere.
Practitioners across different domains will be familiar with their field of practice being referred to as an 'industry'. We frequently hear mention of the strength and conditioning industry, the sports physiotherapy industry, even the sports coaching industry. In this post we consider these trends for terming our professions in this way, and explore why an 'industry approach' might be problematic. From these discussions we can attempt to plot a path back to cultivating our craft, and restoring pride in our chosen profession by rejecting this ‘industry’ mindset.
The word 'culture' is often thrown around in the context of teams and organisations. Everybody is talking about culture. Despite being a nebulous term and intangible in nature, culture is cited over and over again by teams and organisations. Everybody seems to be in agreement that culture is critical to success in different realms, even if we are not necessarily clear on what it is. Culture is simultaneously cited as both the root cause and universal solution to all ills. In this post we will try to get a handle on the 'C' word. More importantly we will attempt to get to the bottom of what creates culture, and explore how we might go about effecting a change in team or organisational culture.
In a previous post on the topic of what it is to be 'elite', we identified that willingness to challenge and readiness to being challenged represent critical traits. True reflective practice is predicated upon a readiness to ask yourself the hard questions. Not only that, we must resist deluding ourselves and answer the hard questions in an honest fashion. To develop requires stepping out of the comfort zone. Becoming better requires being unflinching in self-assessment and reflection. In reality, despite the best intentions the majority pay lip service to this; it is easier (and far more comforting) to lapse into telling ourselves falsehoods or half truths. You are your most important ally in this process, but you are also the biggest potential obstacle. Ultimately, for the process to elicit meaningful change, self-evaluation and reflection must have teeth. As a coach, practitioner, or indeed athlete, if you truly aspire to being elite you must be unflinching in asking and answering the critical questions, no matter how unpalatable the truths you uncover may be.
Athletic talent and sporting potential are hard to define and harder still to capture. Such ambiguity presents a major challenge for 'talent identification' and 'talent development' programmes in sport. Marking out a youngster as 'talented' is not only fraught with uncertainty, doing so can also carry negative consequences for their development moving forward. In this post we will explore the topic of 'talent' and discuss the challenges inherent in the processes of talent identification and development. In light of these issues we will examine how we might best nurture and develop young athletes whilst avoiding the pitfalls that can result from labeling them as 'talented'.
The term elite appears incessantly in the sporting domain. But what do we mean when we say elite? What does 'elite' mean to you? For many when the term 'elite' is used what this calls to mind is more akin to 'elitist'. The interpretation of 'elite' is often synonymous with 'exclusive', and a domain reserved for the chosen few. In this post we will dig a little deeper into these misconceptions and explore what differentiates elite from elitist. By the end of this discussion we hope to provide an outline of the hallmarks that constitute truly elite practice in sport.