“Coach Kim Kyu-bong and team captain Jang Yun-jung have been handed life bans by the Korea Triathlon Federation (KTF) after team-mate Choi Suk-hyeon took her own life.” Link
“The death of a young South Korean athlete has sparked public uproar after allegations she was abused emerged during police investigations.” Link
Reading the two articles above, not only made me feel extremely sick to learn of Choi’s tragic death and devastating to hear that this is still occurring in sport, it also reminded me of the responsibility we have as coaches to not only be accountable for our actions and behaviours, but also those of others in our industry.
As coaches and key influencers it is important that we demonstrate appropriate behavior, values and set an example for not only our athletes, but humanity.
Our decisions and actions create a ripple effect that, for the majority of time, we are totally unaware of.
We hold a high level of power in our ability, whether you are aware of it or not, to influence the behaviors and actions of others.
As Spiderman famously quoted the proverb “with great power, comes great responsibility”.
More than 90% of the people we influence, remain silent! Are you aware of how your behaviours and actions influence the silent ones?
Remember, it is also our responsibility as coaches to protect the whole industry and ensure that inappropriate behaviour and actions by coaches, athletes, parents and other stakeholders in your sport, which are having a detrimental effect on athletes are called out (in an appropriate manner).
Our number one priority as a coach should always be the health and wellbeing of each individual we influence.
In the search for greater or the ultimate performance, coaches have been known to overstep the mark.
Growth requires taking people out of their comfort zone to become faster, stronger, more powerful and perform longer.
At what price does the search for performance become too much?
Coaches can end up wearing many hats, but it is important to know when you are stepping out of your scope of practice where emotion rather than evidence controls our decision making and the actions we take.
The mindset and psychology of a person or athlete dictates how effective they are utilising their natural talent and gifts.
Is your approach to enhancing the mindset of your athletes healthy, not only from a sport point of view, but a long term human being mental health perspective?
I would encourage all of you to consider the way you help (or may even hinder) athletes build resilience, mental toughness, winning mentality and grit.
What are the side-effects and long-term consequences of our approach?
MORE THAN SPORT
At present we are facing a global pandemic, that is not going away anytime soon, which is impacting all our lives whether it be financially, mentally, socially, relationships, mortality and/or liveability.
As coaches it is important that we lead by example, respect all COVID-19 restrictions that apply to our physical and legal jurisdictions, and portray a life that is focused on the global human race rather than our own individual desires.
We all want to be able attend sporting events, embrace the people we interact with and crave the freedom we are missing so much.
Human connection plays a huge part in our lives.
I would like to encourage all of you to ensure that you are displaying a global humanity approach, leading with responsibility and setting the standard high when interacting publicly and when posting on social media.
This is not a moment in time for testing the boundaries and challenging the status quo, when it comes to society.
We are all in this together. Are you playing the responsible part?
4 Ways To Overcome Coach Loneliness Link Beyond The Comfort Zone Link High Performers Cultivate More Powerful Traits Link Are Leaders Born? Link A Step Ahead Of The Game Link I Make No Apologies This Is Me! Link
The type of life you lead is absolutely, one hundred percent, a direct result of the choices you make. There is nothing more annoying than someone continuously telling me they are ‘so busy’, ‘life is so crazy’, I can’t believe people keep ‘asking for more’, my team are ‘on edge’ right now, it’s not if ‘they will break’ but when.
So why do coaches, the captain of the team, continue to make choices that overload the system in the belief that the more we do, the more productive we will be and that the athletes and team will be better for it? It is all fine if you want to just be mediocre, develop a tired culture and see talented people flow through a revolving door.
Have you ever noticed that highly successful people, in general – as there are some crazy outliers, seem to have it all together? They remain calm under pressure, are great at juggling a hundred balls at once, manage a cohesive team, time is effortless and success seems to follow them like a magnet.
You might think highly successful people have no life outside of work, they sleep less than five hours a day and must have a real disconnect with their family. It is generally quite the opposite and they live their lives like a high performance athlete.
In general, highly successful people are rock stars at delivering efficiency. They are extremely effective at cutting out worthless and non-practical aspects of life such as watching reality TV shows, attending every meeting, accepting all invitations that come across their desk, and indulging in activities that don’t support the end game.
Time is used wisely and effectively. They set small goals each day that have a definitive time period, which creates urgency and a drive for completion. You will find that they keep goals and projects less than three months to ensure they are highly motivated and are less affected by other distractions.
Successful people are in control of their schedule and methodical about balancing their calendar. Scheduled meetings are limited to less than twenty percent of their week. They are very particular in setting aside blocks of time with no distractions so they can absorb information, allow their creativity to flow and focus their attention on the most important action items.
They are accountable to themselves and take control of situations rather than laying blame on someone else or something external.
The strengths of their team are established, gaps are identified, and everyone in the team knows their role. Team members are empowered to use their strengths for the good of the team and ensure everyone is paddling in the same direction.
So what’s next for you? First you need to identify what are the non-negotiable’s in your life and at work that if you took them away would reduce performance and affect the desired life.
Then take a hard look at yourself and identify the things in your life and work that if you took them away would not have a negative effect on the way you want to live your life and the goals you have set? Once you have identified those, set out a plan to slowly eradicate those aspects one at a time.
Next establish what could be taken out of daily work activities to free up more time for growth and innovation, or to enable your mind and body the adequate recovery time so that everyone can turn up every day and deliver high performance. As per the first step, you need to work out a gradual plan, with an end date, to remove the activities.
To ensure that you become a ‘Rockstar of Efficiency’, you then need to form consistent habits over a period of 6-12 weeks, so they become ingrained in your every day life.
Life is short, maximize your time on this earth and make a small difference every day. Remember everything you do and every decision you make comes down to a choice. A choice that you have total control over!
What’s your efficiency secret?
4 Ways To Overcome Coach Loneliness Link Beyond The Comfort Zone Link High Performers Cultivate More Powerful Traits Link Are Leaders Born? Link A Step Ahead Of The Game Link I Make No Apologies This Is Me! Link
The people who stand out from the crowd and change the world we know, are remembered most for breaking the rules. There are those who break rules for evil and there are those who break the rules for good. Obviously, you want to be on the side who breaks the rules that change the way we think, act, live and move for the better.
We were all put on this planet for a purpose. Many people don’t fulfil their purpose, because it is uncomfortable to break the rules and taking the leap into the unknown tests our emotional fortitude.
Life is about realising who you are, trusting that you have what it takes and allowing the fire inside of you to roar loudly. Your inner drive is the key ingredient to your recipe. Without lighting the flame, you will not know if you are cooking at the right temperature.
You need to take charge, put the pen in your hand and begin writing your own story. Too often people live someone else’s dream, or don’t even have a dream to live. It’s all about owning the dream and not allowing other people to interrupt it.
Until you have become the path itself, you cannot travel the path. You must become one with your story and write it with true conviction. Everything you do and say tells the world about what is going on inside of you. Remember, a tiger hunts best when it is hungry!
The most powerful people in the world are the storytellers. A storyteller gets to set the view, the values and the way we achieve it. They get to set the agenda for the way next generation get to live in the future.
If you own your own story, you get to write the ending. If you leave it to others, you can only be the subject. If you believe in it, you get to narrate it.
How do you want to be remembered?
4 Ways To Overcome Coach Loneliness Link Beyond The Comfort Zone Link High Performers Cultivate More Powerful Traits Link Are Leaders Born? Link A Step Ahead Of The Game Link I Make No Apologies This Is Me! Link
COACH loneliness is a real problem affecting the sport industry. Have you ever felt lonely, isolated and there is no one you can speak to, as a coach? Well, you are not alone!
COACH loneliness does hinder your job performance and productivity. As a COACH you have a high level of responsibility, pressure to deliver results, expectation to remain calm, relentless rigour to turn up and an increasing level of confidentiality. Has COACH loneliness invaded your life?
COACH’s may find it difficult to speak about their biggest challenges, complex problems or strongest fears with their co-coaches, committee members or if working in national sport organisation, the high performance manager. They also struggle to confide in their friends outside of the coaching environment as they feel they don’t have the depth and breadth of understanding the challenges that they face. There is also the risk of sharing information and doubts as it could catalyse rumours.
The lack of privacy that has occurred, as a result of technology, has opened the door to greater public and media scrutiny, and therefore a grey area of what is and isn’t private and public life. To compound this, there are also developing expectations that COACHes should increase their transparency, vulnerability and openness to become a better coach.
“With great power comes great responsibility”. SPIDERMAN
As a result, COACH’s quite often experience social isolation as the number of people they can confide in shrinks. Sometimes the number of people COACH’s confide in reduces to a level where they don’t feel comfortable speaking with anyone about the important topics, things that keep them up at night and the tough decisions that need to be made. This occurs because they find it difficult to make it relatable to people who are not experiencing the same challenges and also the risk of confidentiality being breached.
When pressure comes on and issues arise, many COACHes will try and fix them without reaching out for help, both internally and externally. Poor decisions and escalated problems can occur, and it is at these times when you need to depend on people you have built trust and relationships over a number of years.
According to a study completed by the University of Chicago, social isolation affects human behavior and how the brain operates. fMRI scans showed there is a decrease in the activity of the parts of the brain associated with rewards and seeing things from other people’s perspectives in lonely people versus non-lonely people. The research suggested that loneliness might be accentuated as lonely individuals may seek to “find relative comfort in nonsocial rewards”. (Cacioppo et al. 2009)
In the PNAS Journal in 2015, research by Cole et al, identified how flight-or-fight responses triggered by perceived social isolation (PSI) and loneliness can lead to illness and premature death. PSI and loneliness can adversely affect sleep patterns, stress hormones, inflammation in the body, production of white blood cells, and executive function, learning and memory (Bergland, 2015).
As a COACH, it is critical that you learn how to overcome the feelings of loneliness to improve your health, home-life and work productivity. It is important to proactively build and develop emotional connections with a broad range of people, as it leads to increased collective positive emotions and well being.
The important question is – Who can you speak with when the going gets tough and the challenges become overwhelming?
Here are 4 Ways To Overcome COACH Loneliness:
1. BUILD A TEAM OF MENTORS
These are the people whom you can consult with when faced with challenges and problems where the answer may not be clear. They are people who are curious, like to ask questions, be prepared to listen and at times make you feel uncomfortable by challenging you to consider other approaches. It is valuable to have a diverse range of mentors, who aren’t just like you. You want people who you trust their advice and opinions, but most importantly will provide the hard truths and perspectives from a different angle.
Personally I ensure that my mentors come from different industries, cultures and age ranges. Having a mentor who is younger than you is just as powerful as having someone older with lots of wisdom. Who are the 3 to 6 people you need in your life that give you the confidence, clarity and perspective you need.
2. CREATE WORK-LIFE INTEGRATION
Successful COACHes are congruent with their values and character whether they are at home or in the COACHing environment. Work is part of life, so the theory of work-life balance may not be the best approach. Work-Life Integration is all about understanding that work is part of life and we need to effectively manage the boundaries between when we are working and we are doing other components of our life. Your body and mind needs the space to recharge, rejuvenate and reimagine.
Having space in your life for relationships, exercise, freeing your mind and other passions is important in providing opportunities for an outlet, growth, success and diversifying your perspective. It also can provide motivation and inspiration not only to yourself, but other people when you have a passion or two outside the workplace. The relationships; whether family, social or work-related, in your life are important. If you have a partner and/or children then it maybe useful to find time with your family before they go to bed and create a cue to ensure you are present when spending valuable time with them. What changes will you make in 2020 to ensure that you have an outlet and focus outside of COACHing?
3. JOIN A COACH SUPPORT GROUP
Having a COACH support group or mastermind is different to a team of mentors who you are likely to consult and confide in individually. COACH support groups meet on a regular basis, whether that is weekly, monthly, quarterly or even yearly. It’s a group that is likely to be diverse in nature and provides the psychological safety to discuss, brainstorm and challenge solutions to problems, ideas or challenges that people in the group face.
These groups provide a sense of belonging; an honest feedback mechanism where they act as a nurturer, mirror or provider of truth; and can also function as celebrator, motivator and inspirer. They enable you to find clarity and most importantly perspective. An extra bonus is that support groups allow you to form connections that help alleviate stress, anxiety and improve mental health. What COACH mastermind or support group will help you go to the next level in 2020?
4. EMBRACE THE INCLUSIVITY OF COURAGE AND VULNERABILITY
In the past vulnerability may be seen as a weakness, when in fact it is actually a strength. We grow through adversity, changing our environment and challenging the status quo. Courage and vulnerability are inclusive. Without vulnerability we cannot be courageous and without courage we cannot find the strength to speak up and be vulnerable. As a COACH it is ok to say you don’t have an answer, that you were wrong, are feeling a lack in confidence and that other peoples answers are better.
Having vulnerable discussions helps to build psychological safety within your team or between stakeholders. Vulnerability cultivates trust and respect from others, while creating the space for others to speak up about problems, issues or feelings they have. It fosters discussion about key problems and allows people with different perspectives to provide solutions that may not have surfaced before. As a COACH you need to lead by example by taking the first step to showcasing that vulnerability is positive and a key pillar to growth in your coaching group and life. How will you let your guard down, put your ego to the side and create a space for vulnerability and courage to flourish in your work or COACHing environment?
It is important to remember that we do not succeed on our own. There is no instant solution or cure to COACH loneliness, and it requires patience and time to create a strong support network and environment. It is important to that as an influential leader that you identify and build strong team of mentors and support group for valuable guidance when there is uncertainty, difficulty confronts us and we need to celebrate successes in life. Take the time to reflect and then recognize how the 4 Ways To Overcome COACH Loneliness can you help you rise up and become a better COACH in 2020.
If you need someone to talk to or would like to join a sport coach mastermind group, then please go to the World Sport Coach coach services page.
Cacioppo et al. (2009) What Are the Brain Mechanisms on Which Psychological Processes Are Based?Perspectives on Psychological Science, 2009; 4 (1): 10 Link
Bergland, C. (2015) Loneliness: Perceived Social Isolation Is Public Enemy No. 1 Psychology Today, 23rd November 2015. Link
Comerford, C. (2018) Loneliness: The Executive Challenge No One Talks About. Forbes, 7th July 2018. Link
Beyond The Comfort Zone Link High Performers Cultivate More Powerful Traits Link Are You Seeing The Big Picture? Link Are Leaders Born? Link A Step Ahead Of The Game Link I Make No Apologies This Is Me! Link
A comfort zone is a wonderful place, but nothing ever grows there.
Successful people have the unique ability to perform under high levels of pressure. Pressure comes from internal and external expectations, and as the stakes rise, fear grows. Being able to deal with fear and the uncomfortable feelings that are associated, you have to be better prepared to control your state of mind.
Why do we feel uncomfortable? That uncomfortable feeling comes from going into a place where you have never been before. You are making a change and disrupting the way your mind and body are used to doing something. It might be doing something for the first time or doing something you haven’t done for a while. It could be doing something you are used to, but the conditions or parameters have changed.
When you first experience a struggle and you feel uncomfortable, you start to second-guess yourself. Remember nothing in life comes easy and the greatest satisfaction is the result of overcoming something that takes us out of our comfort zone and takes us to a whole new level. You need a mindset of being comfortable with the uncomfortable. This is the price of progression.
“If you want something in life that you have never had, you will have to do something that you have never done.” UNKNOWN
8 ways to take you beyond the comfort zone:
You will feel most uncomfortable when you take the first step and make a decision to start. That commitment to get off the start-line means the battle is half done. Most great ideas never get started, but once you have taken the first step, the real work begins. You made a choice, a commitment, and now you need to show up.
ONE STEP IN FRONT OF THE OTHER
Sometimes your actions don’t go to plan. You may not be seeing results, the progress is slow, and you are being told that it won’t work or self-doubt is kicking in. This is the point where everyone considers giving up and start asking themselves, “why am I doing this?”. At this point you have to be brave and be ready to answer honestly. Your purpose needs to be crystal clear, because this is when the true battle begins and it is the time to shine.
FAKE IT TILL YOU MAKE IT
Fear kills more dreams than failure, so you have to control the controllable’s and brainwash yourself with lots of positive affirmations and thoughts. Pretend to be confident and visualize how it will look. Preparation and belief are your best friends.
EMBRACE ‘THE SUCK’
If it were easy, everyone would be doing it. Deal with the adversity, the challenge, the pain, or the uncomfortable feeling by welcoming it with open arms. Make it your friend, as ‘the suck’ is the reason that is going to make you better. You are building your mental and physical toughness, which leads to greater levels of resilience.
Create a team and environment that supports the challenge. An environment that is positive and provides you with the feedback required to deal with the positive and negative thoughts, and perceived obstacles to achieve your goal.
PUSHING THE ENVELOPE
To continually extend the boundaries of what you thought was possible, you need to understand how you overcome uncomfortable experiences in the past. Use your understandings to build your confidence. Start to notice the patterns of your thoughts and record them. Record the characteristics of your fears, such as when does it appear, where does your mind wander, how do you cope with it and how you construct your intentions to deal with it. Create an internal culture of reveling in achievement and understanding how you deal with situations.
Your mind and body are comfortable with familiarity. The more you perform in an uncomfortable state, the more confidence you will develop. It is a mindset you have to develop, so you can allow your thoughts and emotions to adapt and grow.
What rituals and behaviors can you create, so that each day you feel more comfortable with the uncomfortable? Once you have developed these actions, you need to be patient and be prepared for the long-game, as it will take some to become an automatic part of your life. Over time you will feel more confident, empowered and prepared to face the uncomfortable more often. The result of this process is a life of growth, excitement and success.
High Performers Cultivate More Powerful Traits Link Are You Seeing The Big Picture? Link Are Leaders Born? Link A Step Ahead Of The Game Link I Make No Apologies This Is Me! Link
It doesn’t matter what industry, the high performers are far more effective at cultivating more powerful traits. We touch on eight highly effective traits that unleash their potential and rise above the rest.
MORE WITH LESS
High performers look to consolidate and improve the efficiency by focusing on the increasing the ‘outputs that matter’. They reduce products, services and other outputs that don’t matter and focus on making the main thing, the main thing.
Being able to see four or five steps ahead, understanding what the needle-moving requirements are that will get them there, and determining what the distractions are that they need to avoid, allows a high performer to always be in control of their destiny. They are also effective at identifying the must-have skills needed to accomplish those steps, and then will work obsessively to develop them.
PROACTIVE LISTENERS & OBSERVERS
To perform at your best you need to be a proactive listener and observer. If done effectively you can extract up to three to five times more information than the normal person.
Improving your listening and observation skills requires the discipline to reduce distractions and be proactive in focusing your attention. Most people aren’t aware or don’t understand how unobservant they are.
Keep phones and other attention seeking distractions out of meetings, conversations and other communication tasks. Take notes during conferences and meetings, and keep a journal to record your activities and reflections. Make eye contact during interactions with others and practice active listening skills.
During times of hardship, taking a large risk, facing fear, dealing with the unknown or coping with judgment, high performers speak up for themselves. They share their truth and also speak up for others more often.
High performers honor the struggle, as they know that struggling is a natural part of the process when dealing with challenges. They can handle the struggle, because they expect it. They show up and appreciate the hard times and don’t complain during the process.
Rather than focusing on changing the world, decide on whom you’re doing it for and then work hard for them. Be prepared to serve for someone who needs help and then develop the kind of character that will help them deserve the outcome they desire.
High Performers view themselves as imperfect, and allow for mistakes and subsequent learning. They embrace failing, tend to fail fast, and use failure as a learning opportunity.
Under pressure they have the ability to assess their actions differently than the average person. They are able to let go quicker, whereas low-achievers tend to fall into a ‘broken record’ of embarrassment, guilt and shame.
Do you know what your purpose or what your underlying reason why is? Determine ‘why’ it is important to succeed every single day. Be bold, put yourself out there, and place your identity on the line.
A deep sense of identity, with performing with excellence, is a necessity for high performers. They will bring their focus back through raising the necessity so they enter with a high level of intention, so they perform with excellence. They will ask themselves “who needs me to be on my A-Game right now?”, whether it is family, team, peers or athletes. How often do you prime your mental ability to perform an activity well?
Fully Commit & Seek Clarity
Most people avoid expressing all their thoughts and feelings when dealing with situations of high pressure. This can lead to unnecessary miscommunication and tension as the recipient feels they have heard all that was meant to be said, and responds accordingly.
A high performer seeks clarity more often as they want to understand why. The average person will jump to judgment based on only 5% of the available information, and therefore can easily mis-read the tone of an email or conversation. These judgments can truly harm us, especially in the digital age, where we can be quick to read and respond with emotion.
It is valuable to grasp what the intention is, what is important and what matters? By using self-reflection, evaluation, and making changes more often, you can sift out distractions and refocus on what is important.
You learn more about yourself when you teach others. Through teaching people how to think and challenging them to grow, you change their lives. When you impact someone else’s thoughts, in a positive way, you have influence. Remember to tell them to be their best.
The more comfortable someone is around you, the more likely you are to be able to influence them. Be relaxed and create rapport with the person you are trying to influence, as you are more likely to persuade them if they like and trust you. Listen to the people you are trying to influence, ask the right questions, be aware of their body language and be patient.
Generate More Energy
If you want to perform at your best you need to develop the ability to switch off, recharge and maximize your ‘transitions’. Transitions are the times in your day when you switch from one task to another, such as the time in between meetings, driving to and from work, grabbing a coffee and eating lunch.
High performers will generate energy during the day, rather than losing it. Try giving your mind and body a break every 45-60 minutes. Where possible, plan and schedule chunks of time to recharge. Take a quick break, close your eyes, or meditate as the short psychological break can release tension and focus, so you are primed for the next activity.
Do you know what helps you navigate the clutter, complexity and commotion on a daily basis that allows you to take a birds eye view and see the big picture?
It is a challenge when you have your head down, in the zone and focused on the task at hand to understand where you are at and even sometimes to clarify what the big picture really is. The big picture is about:
Knowing not just how and what to do, but knowing why
Viewing the whole and not just its parts
Seeing a vision, a sense of the bigger picture
Having the ability to see significance in work, beyond the obvious
Understanding that a legacy will live on, whether in the bricks and morter or in the impact made on other people
You have to know what naturally helps you to clear the mind and find the space to step outside your body and mind so you can focus on what is really important. For me, it is going for a long ride by myself or running on a trail. I find it’s my form of meditation and reality check.
Some people find travel helps them to find a clearer perspective, as 10,000 feet up provides a pretty good birds eye view of situations. Another common time is when listening to podcasts that challenge our ways of thinking, leadership strategies or are industry related.
Sometimes we find it difficult to see the big picture by ourselves. You may find it easier through conversations with a friend, colleague or even a group of like-minded people in a “circle of trust’ monthly catch-up over a coffee.
When it comes to financial analysis, you may find manually writing out your budget or financial reviews with pen and paper allows you think of the numbers in a different way than on a computer screen where formulas are producing numbers for you.
A lot of people will work continuously without breaks during a day. Research shows that our ability to perform tasks diminishes after approximately 90minutes of concerted effort and focus. It is important to take a 5-15min break every 90minutes allowing your mind a chance to recharge and your body a chance to move around rather than sitting in one place.
Going long periods of time without a break may also result in you heading down a rabbit hole of time-consuming focus on the unimportant things, without realizing you are on a path of less value.
Organising a dedicated brainstorm or review session with team members of what you are currently doing and where you can go, while ensuring that everything is aligned to the overall mission, strategies and goals is crucial. You will find it invaluable as not only does it provide a big picture check for you, but it also enables the team to develop greater cohesion in what the big picture looks like to everyone.
I have witnessed a few people using apps, such as rescue time, to monitor and track their use of time. It allows them to see how much time is spent on each daily activity and most importantly on the tasks that are making forward progress.
We are often caught up in our own assumptions, ways of thinking and complexity. Try challenge some of your assumptions to see what would happen if you removed one or more of them. Remember complexity is the enemy, so sometimes the most simple and obvious thing maybe blurred or hidden from our ability to see the big picture.
Identify whether you team have a connection to the big picture. Share the big picture regularly by providing the details first and then the context later. Ask them what they see and make sure that you connect the big picture to their work. Most importantly connect the big picture to meaning as people want to know that their working has a purpose.
Make sure that you include the activities that allow you to see clarity from a big picture point-of-view, in your daily or weekly routines. It is crucial that you are on the right road and haven’t taken the wrong left turn. To take it to the next level, it is even more valuable to ensure that you have time following your big picture activities, to find time to analyse and translate your insights into specific actions.
Life is all about choice. We may feel we are snowed under, constrained by deadlines and under the pump from either your boss or a client, but remember you are the one in control. Prioritise what is important, what you need to gain clarity and disregard the meaningless activities that halt your progress. What you do is only as good as the clarity of your big picture.
When I am out riding, I love to challenge my mind to work out what the world will be like in the future. Here are my six trend predictions that are already in their early stages or I feel will become part of the way we consume, relax, challenge our bodies, belong, use our time and play sport.
1 – LONG CONTENT WILL COME BACK IN FASHION
The world is going through a phase of short versus long content. A lot of businesses changed their approach to meet the consumer wants. However this phase is already showing signs of change back to longer content. Generation Z, also known as Millennial’s, who have been synonymously linked to having short attention spans, are showing signs that with the right environment they are happy to absorb content for long periods of time. E-Sports is a great example of this, where spectators are happy to watch a live event for hours on end. People will tend to spend more time understanding, absorbing and enjoying content.
2 – WE WILL LEARN TO SWITCH-OFF
People are already beginning to move away from the frenetic nature of digital devices, especially mobile phones, where social media apps attract our attention multiple times per day. In the future we will see a decline in digital device use, outside of work and school as people start to naturally adopt more activities that allow the brain and body to recover more effectively. The rapidly stimulating nature of flicking through posts means the brain is constantly firing, preventing recovery and effective thought-processing. It’s kind of like rope-learning for an exam, where you briefly absorb a lot of information, but it doesn’t convert to long-term memory. There is also a major global epidemic brewing where by 2030 mental health issues will be somewhat out of control as our brains are constantly switched on and aren’t getting the recovery they need.
3 – THE RETURN OF THE ENDURANCE SPORT CHALLENGE
Isn’t it uncanny that most things in life have a tendency to repeat themselves? They have a cyclical nature, which quite often is generational. Fashion is a great example where it tends to repeat itself every 25 to 30 years. In sport we are seeing the end of a cyclical trend where people focused more on adventure (Cross-Fit, Mud runs, Spartan, Neon runs, etc..) type challenges versus endurance (marathons, triathlons, cycle races) type challenges. The adventure challenges (similar events with different names) were popular in the 1980’s and returned in the late 2000’s. They seem to be more of a one off type nature compared to the endurance challenges, which act more like traditional sports where people look for continual improvement over a period of time. Cross-fit maybe an exception with its cult-type following that it has generated.
4 – I WANT TO BELONG
As the world has become increasingly complicated and people feel like they must be constantly doing something, they have lost the real sense of community. How often do you go and introduce yourself to new neighbours or hang over the fence and have a yarn with them? There is a real sense that the act of volunteering is losing its appeal and that people are happy to pay for someone else to do it. In the future people will realise their sense of belonging is not being fulfilled and will want to have a greater part to play in their community and be more associated with things they enjoy and like being a part of.
5 – PEOPLE WILL REALISE THEY AREN’T TIME POOR
How often do we hear people say that they are too busy or don’t have enough time? The average number of hours worked per week hasn’t changed, and neither has the number of hours in a day. People are either adding more things to their day or are choosing activities that take longer to complete. Digital device’s have become an addiction for some people and that tends to absorb a lot of our time and attention. People will realise that it is about the choices they make and if the prediction, that people will want to switch off more holds true then we will see a lot more people going back to the simple things in life, such as have a few laughs over dinner with their friends and reading physical books again. They will understand that they have control over the choices they make.
6 – SPORTS WILL CHANGE THEIR RULES
As the world evolves, so will the sports we play, watch and consume. Soccer will realise, like field hockey has, that taking the off-side rule out of the game and introducing unlimited interchanges will create a far more exciting, faster and more technical game.
Cricket will begin to understand that the umpires on-field have to have greater authority to control behaviours such as sledging, ball tampering and other forms of cheating. At present there are no immediate consequences or ramifications for breaking the rules during the game. The “Spirit of the Game” will be enhanced through the umpires having the ability to give a yellow card and send a player off the field for 10 minutes or a red card for the rest of the game.
Rugby League will realise that they need to take a much firmer stance on tackles near the head, like rugby has, before someone is seriously hurt or even killed on the field.
Triathlon will implement a heats, semis and finals format of a short, fast and exciting format, at the Olympics. This will result in attracting exponentially more non-triathlon followers to watch the sport, rather than a one off race. A person loves to follow their nation and connect by knowing that someone, from their country, has made it to the next stage and has a chance of winning a medal.
WHAT DO YOU PREDICT WILL BE THE NEXT TREND?
Leave a comment and let us know what you are thinking.
Nature (our DNA) and nurture (environmental influences) both need to be taken into consideration when trying to understand how a leader is formed. The way I like to look at whether leaders are Born or Made, is by looking at leadership capability through the concept of a bell-curve.
At the bottom of the curve, there are ~10% of people that will struggle, no matter how hard they try, to be a good leader. Their DNA is just not wired to lead and every amount of training is unlikely to get them to a position where they can lead effectively. On the top of the bell curve are the ~10% of people who are born to lead. They are born with an innate instinct to lead. As they grow and develop they tend to continue getting better and better.
The other ~80% of people in the middle have the potential to be good leaders, if not great leaders. They have to be prepared to work really hard on their leadership skills, especially self-awareness. This involves learning how to take a ‘birds-eye-view’ of yourself, be open to asking for feedback and developing great listening skills.
However, I do believe that the world’s most exceptional visionary leaders are highly likely to only come from the ~10% of people who are born leaders.
To try and understand some of the discussion points around whether leaders are born or made, let’s look at some of the theories and evidence that support either side of the coin or both sides.
“The greatest leader is not necessarily the one who does the greatest things. They are the one who gets the people to do the greatest things.”
Ronald Reagan (Adapted)
According to the Great Man Theory, popularised in the 1840’s by Thomas Carlyle and Trait Theory, people inherit certain qualities and traits, which are aligned with leadership. People are born with different qualities that predispose them to be a leader, which is similar to someone who with the natural qualities of a gifted musician or talented athlete. They will naturally excel and thrive when confronted with the appropriate situations, whereas other people will struggle. The most exceptional leaders, don’t become overnight successes, they were leaders from the onset.
Behavioural Theories emphasise that the process of teaching, learning and observation allow people to become leaders. They believe the concept of leadership is something that can be learnt, like a skill through training, practice, perception and making observations over a period of time. But, to what level can a person achieve, from a leadership point of view, if they don’t have the natural charisma, ability to influence, natural integrity, and ability to motivate and inspire?
“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.”
Some people are very good leaders in certain environments, but not others. They may lead well when they know and trust a small team they are working with, whereas they struggle in a larger team of people they don’t know so well. Even exceptional leaders are only effective when they are in specific locations or environments, for example they could be in a family, societal, community, national, or global environment.
Leaders, sometimes, don’t always stand out from the crowd. They are the quiet achievers, who have an uncanny ability lead people away from the limelight and in a very subtle way. Their quiet, softly spoken and under-the-radar approach may have a profound effect on the way people behave, how they perform and decisions they make.
“Leadership is not magnetic personality – that could just as well be a glib tongue. It is not ‘making friends and influencing people’, that is flattery. Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
There are bodies of research that imply that 30% of leadership is genetic and 70% is learned. Although the percentage of genetic versus learned is likely to vary quite a lot between individual leaders, but it still implies that there is a major learning component to leadership.
Many leaders, tend to have an extroversion trait. They also tend to have high levels of empathy as well as social and emotional intelligence, whereas IQ is not always an important characteristic for a leader. As I discussed earlier, introverts can also be great leaders.
“Leadership is an observable, learnable set of practices. Leadership is not something mystical and ethereal that cannot be understood by ordinary people. Given the opportunity for feedback and practice, those with the desire and persistence to lead can substantially improve their abilities to do so.”
JAMES KOUZES & BARRY POSNER
Great leaders tend to be in constant growth, as they aim to improve every day. They tend to seek new experiences and a greater understanding of themselves.
People who are adjusted, social, ambitious and curious are more likely to become leaders. Their curious nature leads them to learn through mediums such as books, informal training from coaches or mentors, interpretations of life experiences, websites, observations, listening and formal training in an academic type setting.
“The leader must be able to know what followers want, when they want it, and what prevents them from getting what they want.”
Leadership is a reflection of who you are and how you want to improve the world for the better. No matter whether leaders have come from a background of hardship and personal struggles or they have endured leadership through an abundance of resources, everyone can continue to develop their leadership skills through deliberate practice and experience.
Developing as a leader is no different to any other expert, where they grow through deliberate practice, struggle, sacrifice, hard work, and regular self-assessment.
Your role as a leader is also to be one step ahead of your team and ensure that you prevent a culture and environment that spirals out of control. Catastrophes and scandals can, most of the time, be prevented by developing a cultural environment that cultivates growth, harmony, team work, prosperity and enjoyment.
“Culture is the only sustainable competitive advantage that is completely within the control of the leader.”
A successful leader will have their finger on the pulse and gently tighten the leash when the team or a team member begins to stray. They have a unique ability to sense divergence and be able to pivot the team back towards convergence.
Quite often successful people, teams or organisations find their feet become too big for the shoes they fill. In sport – success breeds success – but it also breeds a sense of invincibility that if not managed well, can spiral out of control.
“If you want to build a ship, don’t gather people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
ANTOINE DE SAlNT-EXUPERY
A recent example of this is the Australian Cricket Team, where over a period of time had pushed the boundaries on what is and isn’t acceptable in the sport of cricket. They had become arrogant, over-confident and had developed belief that they were somewhat untouchable. Constant sledging, that became extremely personal, aggressive antagonistic behaviour and a focus on winning at all costs lead to the demise of the team.
A decision by David Warner, Steve Smith and Cameron Bancroft to tamper the cricket ball during a recent test against South Africa, led to all three receiving length playing bans, captaincy bans and major financial implications that had never been seen in the sport before. The results of their actions have become a priority in the public eye with fans and media first wanting blood and then a feeling of sympathy when the discipline announced was a devastating blow to the players involved.
“Are you willing to take responsibility for your team’s culture or do you treat it like the weather – something that happens to you!”
What we have witnessed is not dissimilar to drugs in sport. Ball tampering can have a major performance enhancing effect on the result of a game. Ball tampering has been a part of cricket for a very long time, possibly since the beginning of the sport. When Steve Smith said that it was a big mistake and the first time Australia had ever tampered the ball, it was highly likely a big white lie, and therefore is it any different to the Lance Armstrong case in cycling? When cricket players tamper the ball, like taking drugs in sport, you are committing a form of fraud. Defrauding the spectators, players and fans of a legal result, and in many cases the fans money to attend and prizemoney that the other team could have won.
James Sutherland, the CEO of Cricket Australia, dealt with the situation in a very swift and professional manner, which may have saved his job. As a result of the players being disciplined, Darren Lehman resigned as the Australian coach, accepting that he was responsible for the overall culture of the team, which had spiraled down a very slippery slope.
“Never wrestle with pigs. You both get dirty and the pig likes it.”
GEORGE BERNARD SHAW
Sutherland gets a second chance to prove his leadership credentials as he is in charge of ensuring the overall culture of Australian Cricket returns to a positive environment that aligns to the “spirit of the game”. He may have dodged a big fall from grace, as the quote says “the fish always rots from the head”. He now has to pull off a reactive approach to rewriting the culture of the Australian Cricket team for the better of the game and restore the pride of the Australian public and faith of the cricket community.
As a leader you need to be a student of human behaviour and team dynamics. You need to be constantly observing and understanding where your team culture is trending. The team culture is established by the behaviours you, as the leader, cultivate through leading by example, motivation, inspiration, reward, recognition and also setting clear boundaries. Values that reflect the team need to be agreed on, adhered to and aligned to every decision that is made. Anyone veering off track needs to be quickly brought back in to line or moved on to ensure that there are no further negative effects and the long-term culture is destined for success.
“High performing team members generalize their attitude to team performance. They see the big picture and how they fit into it. They feel responsible for their performance, for others performance and for team performance. They become leaders.”
We, as leaders, are the moral and ethical police who control the destiny of our team, company or organisation. It shouldn’t be left to the fans, clients or a legal jurisdiction to bring it to our attention. Be a step ahead of the game to ensure that when the wind blows you can withstand the strain.
Remember that if you do not develop your culture, it will develop itself. Culture doesn’t happen by accident and if it does, you are taking an irresponsible risk.