This post provided by Training-Conditioning

No one likes difficult situations. But in all likelihood, as a coach, you will come face to face with an unforeseen problem at some point during the season. How you respond is critical.

When it comes to facing complaints, Jenny McDowell, Head Volleyball Coach at Emory University, follows the advice she learned years ago from former University of Georgia Head Volleyball Coach Jim Iams. “He responded to criticism by saying, ‘You might be right,’” she says. “That was a famous Jim Iams line, and it usually ends the conversation.”

Steve Florio, Head Volleyball Coach at Indiana University-Purdue University Fort Wayne, is careful to follow the adage, “praise in public, criticize in private,” but it took a mistake to learn that strategy. During his first year as Head Coach of the Mastodons, he criticized a player in front of the team on the bus following a game. It ended up compromising his relationship with the rest of his players.

“Even though everything I said on the bus was accurate, it was unfair of me to say it in the forum I did,” Florio says. “As a result, I don’t know if I ever regained a whole lot of trust over the rest of that season. But I apologized to the player in front of the team, and nothing like that ever happened again.”

During tough game-time situations, Florio feels humor can sometimes help. He remembers a match in which Fort Wayne was down zero games to two in a tough nonconference contest prior to the league tournament. During the break between the second and third games, he gathered his players and commended them. “I really like what you’re doing out there—practicing coming from behind,” he told them. “We might have to do that in the conference tournament.”

That witty and unexpected comment helped the Mastodons relax, and the team went out and took the match to five games, losing the final one in extra points. “If you use humor sparingly,” Florio says, “it can go a long way.”

One last strategy involves putting communication on the back burner for a while. Last year, Stephanie Rivera, Head Volleyball Coach at Lutheran West High School in Rocky River, Ohio, announced plans to retire at the end of the season, and that led to some pressure to compile a third straight undefeated record in conference play. One win away from that milestone, the squad entered into hostile territory for a poorly officiated final regular-season game. Players on the opposing team dropped frequent f-bombs on the court and its fans were so inhospitable that the Longhorns needed to leave the gym via a back door after the game.

Lutheran West lost in five sets, as the team struggled with on-court communication and Rivera, in a rare display, lost her composure. The next day at practice, the coach opted to have her players “chill,” she says, hitting the weightroom and carving pumpkins. “We didn’t talk much about that game,” she says. “My players knew how I felt, and I didn’t want to belabor the point.”

That approach worked, as Lutheran West recovered and advanced farther in the playoffs than it had the previous five years. Sometimes, Rivera explains, communicating effectively means knowing when you don’t need to say anything at all.

How can coaches best draw out and utilize the knowledge and insights of their athletes?

This article was provided by Coaches Network

It’s no secret that many coaches seek advice and input from others, whether it be assistants, coaches that they had in the past, or even coaches of other teams. What they might not realize is that the people they should draw most input from on a daily basis are right under their noses—their players. But how can coaches best draw out and utilize the knowledge and insights of their athletes?

In a blog for Hudl, Dan Hoppen explains that athletes have a different viewpoint of the game than coaches, since they are the ones who are engaging in the action on the field of play. This can provide valuable information and ideas that a coach probably wouldn’t be able to come up with. However, Hoppen does stress that coaches shouldn’t take every bit of input from each and every player and apply it to the game directly. For many athletes, it might be hard for them to separate themselves from their own desires or their own viewpoints about what is happening on the field. Instead, Hoppen suggests starting with upperclassmen as many of them can more easily think back on and assess the actions of the team as a whole.

“These players can offer valuable insight on not only their individual matchup, but the tempo of the game, why a play did or didn’t work, and notes on the opponent,” writes Hoppen. “Identify a few older players, preferably captains, and ask for their input. These interactions will offer a different perspective on the game, give the athlete confidence and improve your relationship.”

Another method for gaining athlete feedback is to use video. Hoppen explains that doing this can sometimes make it easier for athletes to distance themselves from the emotions of the competition and see each action more objectively. Another benefit of going back and watching each play on screen, according to Hoppen, is that it can help athletes feel more comfortable coming to you with their insights.

And while many coaches might feel like they don’t have enough time for this in their already hectic schedules, Hoppen says that even taking 15-minutes for a video session can make a difference in creating relationships and trust, as well as help you learn some tips that could help your team excel. No matter how much time you decide to set aside for these meetings, Hoppen suggests asking some specific questions to make the most of your time with athletes.

“Identify certain plays and ask the athlete why they did or didn’t work,” he writes. “What did he or she see that caused a certain set to fail? Did the opponent adjust after seeing the same play a few times? If so, how could the play be tweaked to keep them guessing?”

Last, Hoppen admits that coaches can sometimes become stuck in their ways. This isn’t necessarily a bad thing, as the style that you utilize on a daily basis is probably one that you have become comfortable with and that you trust to lead the team to success. However, Hoppen also explains that every year your team changes, and with this change comes new attitudes, opinions, and abilities. Sticking to one style of play could hurt the team rather than help it. To stop this from happening, Hoppen suggests using the input of athletes to switch up game play based on the current team.

“Ask your most trusted players what they think might work or if there’s something the team can do better,” writes Hoppen. “You don’t have to make sweeping changes based off these suggestions, but sourcing more information gives you a behind-the-scenes look at what the locker room thinks when you’re not around.”

Click here to read the full article.

This post provided by Busy.Coach

Coaches often have a handful of great ideas about how to improve their program. For many coaches it is difficult to put those ideas into action. Here are some thoughts getting better at following through.

By Mandy Green

I just finished up speaking at the United Soccer Coaches Association National Soccer Convention.

A big thing that coaches were talking to me about this weekend is that they always have a lot of new ideas for how they can work better, but after the initial excitement wears off, they struggle to follow through and take action.

Although you start the day with the best of intentions, of course, you know what happens right? Life throws you a curveball. Maybe an administrator, another coach or somebody on your team stops by for an unexpected conversation.

Or maybe even for you, an addiction to distraction kicks in. Sorry if this sounds a little harsh, but coach, when you allow yourself to get distracted for long enough, you’ve essentially trained your brain to underperform. As a result, you likely struggle from a lack of focus, perhaps an inability to concentrate for long periods of time, and this near constant feeling of being totally overworked and overstretched and overcommitted.

But here’s the deal: if you want to create and contribute and experience extraordinary things in this life — and I believe you do because you are reading this newsletter — then you have to buck the status quo. You have to break cycle of these addictions and really push back against all these other distractions. You need to develop an unshakable ability to follow through on what is most important to YOU.

I mean, just think about it. When was the last time that you really completed a goal that truly mattered to you? When was the last time you set an important goal and you made it happen? I mean, doesn’t it just feel GREAT to check something off your list or complete an important project or say that something is finally DONE?

You see … no matter how enthusiastic we are at the beginning of any new day or with each new project, there’s one crucial habit that makes all the difference in the world: follow-through. And the ability to finish what we start.

As I continue to try to help you decide what’s most important, then to eliminate what’s not important, and to make doing the work that you need to do as effortless as possible, I can tell you without hesitation that THIS ability — the ability to focus on what matters, to finish what you start — has been invaluable to me as a coach, as a business owner … and quite frankly, as a human.

From my own experience, I have found that there are two big problems that get in our way of following through:

First, most of us are working on way too many things at once. We allow ourselves to be pulled in too many directions. Instead of making meaningful progress on a single project that really, really matters, we wind up feeling constantly overloaded and overstretched and get stuck doing maintenance tasks all day.

Now the second problem? Oftentimes we are fuzzy about our outcome. Meaning, most of the time, we’re just working hard and trying to keep our heads above water without a clearly defined, achievable result that we’re working towards.

The good news here is we have the power to fix both of these problems. And when we do, we gain some serious momentum and we train ourselves to become masters of follow-through.

So the very first step is this: we must decide.

Meaning, DECIDE what’s truly most important. And, to be clear — I’m not talking about several things here, I’m talking about choosing just ONE thing. One TOP priority. One single goal.

For you to develop the habit of finishing what you start – you’ve got to be willing to choose ONE important goal or ONE project that you want to get done.

Did you know that the word “decide” comes from the Latin word, “decidere,” which means “to cut off”? So when you decide on one thing, you cut yourself off from everything else except from that which you’ve said is most important.

As it is Sunday and you are hopefully preparing for kicking ass in the office this week, I want you to think about this question: What’s one thing you could focus on (a single project or goal) that, if you finished it, would make a tremendous positive impact on your program and life?

If you’re having trouble committing to JUST one thing, if you’re unwilling to commit to one thing, I want you to remember this: you’re most likely going to be distracted by EVERYTHING.

Shut off your phone, close email and eliminate all distractions. Have a great week!

If you want to challenge yourself to a Busy Coach 30 Day Productivity Challenge this month, go here to get the details.

Email me at [email protected] to let me know how it goes for you. I love hearing all of your success stories of how this is working for you!!!!!

If you are interested in having me help you get your program and staff organized and firing on all cylinders this year, email me at [email protected].

Win the day!