Driving performance

Role modelling

We all know we are a role model to our players. But did you know that having role models, or learning through observation, is our earliest method of learning and it retains its power throughout life?

High-performance coaches understand this and intentionally role-model the behaviours and attitudes they want to see in their team, without dropping their guard.

Another practical way to leverage role-modelling to shape high performance is to identify the other social influencers in your team and partner with them to set the standards consistently.

A tip here is to seek those who have the highest social status in the team, not necessarily the best players.

A powerful example is having a leadership group among players. This is well used in international rugby teams but the trick is to include influential junior members and not only the most senior players.

Experimentation

Another key coach play which forms part of the ‘Up’ model in a high-performing team is to understand the key role experimentation plays in creativity and innovation.

All too often, players don’t feel safe enough to try things in case they fail, or feel as though they don’t have permission to experiment. This stifles creativity, learning and high performance.

Consider this: In what parts of your training program or games do you actively encourage your players to experiment?

From birth, we are hard-wired to partner blame with failure. This pre-conditioning means players don’t naturally experiment where failure is a possible outcome. High-performing coaches break down this mental association and invite experimentation into their team environment.

A high-profile example is that of Jürgen Klopp, head coach of Liverpool FC. He is known to deliberately encourages his players to take risks, experiment with new tactics and express themselves on the field.

Klopp does this to foster a culture of continuous learning and experimentation, where players are not afraid to try new things and learn from both their successes and failures.

Another great example is Cheryl Reeve, the head coach of women’s NBA team, the Minnesota Lynx. She is reknowned for encouraging her players to experiment with different playing styles and strategies in training and matches. She does this to stimulate innovation in their playing style and has fostered a team culture of growth and exploration.

Feedback

We all find it tough to give constructive feedback to someone else - players are no different. In fact, if they are teenagers they find it even more challenging.

A great way to nurture a feedback culture is to ask for it regularly. This lets players know that it is an expected behaviour and also helps you identify possible blind spots in your own game. 

After all, feedback culture is a learning culture - and a learning culture is a high-performance culture.

"Often, players don’t feel safe enough to try things in case they fail. This stifles creativity..."

One coach known for valuing feedback from their players is Steve Kerr, head coach of the Golden State Warriors in the NBA.

Kerr believes in creating an environment where players feel comfortable expressing opinions. He encourages open communication and regularly seeks feedback from his players, both during games and in team meetings.

Kerr values the perspectives and insights of his players and understands that their feedback can contribute to the team’s success. He believes that incorporating their ideas and suggestions not only empowers players but also leads to better decision-making and overall team performance.

By taking this approach, Kerr has deepened the trust and psychological safety he shares with his players because his lack of ego, demonstrated by seeking input, is a key component of building trust.

Another powerful example is Wales head coach Warren Gatland. He often holds individual and group meetings with players to gather feedback on various aspects of the team’s performance, tactics and strategies.

He recognises that the players are directly involved in the action on the field and their insights and perspectives can be crucial in making effective decisions.

By involving his players in the decision-making process, Gatland not only empowers them by giving them agency, but also helps foster a strong sense of ownership and accountability within the team.

Now that you know about the critical factors in being a high-performance coach and creating a team environment which takes your players’ performance to the next level, it’s over to you. Good luck - and remember, better teams mean better times. 

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