All professional team sport competitions around the world are based on the “Home and “Away” philosophy, i.e. that it is more likely a team will win at “Home” that it is when they are “Away” (from home).

The central theme of the philosophy is that by giving teams the chance to play each other at “Home” and “Away” they have an equal chance of winning over the season without favouring one team over the other.

There was a time that everyone involved in professional sport more or less accepted the “fact” that is was more difficult to win “Away” than it was to win at “Home”.

But now is the time to challenge the whole “Home and Away” concept and expose it for the myth that it really is.

Exploding the Home and Away myth: a Process of elimination.

To try and figure out why sporting teams still find it harder to win away from home, let’s work through the most commonly held beliefs around the Home and Away myth and eliminate them as possible causes.

The problem solving framework for sport: S.T.A.M.P.S.

When trying to solve a problem in sport, it is useful to use a framework to help systematically analyse the variables which could explain why the problem is occuring and in turn lead to a possible solution/s.

In sport, the S.T.A.M.P.S. framework is very useful for this purpose:

• S – Strategic (i.e. the tactical and strategic aspects of playing the game);
• T – Technical (i.e. the technical aspects of the game, e.g. technique and skills);
• A – Attitudinal (i.e. the attitude of the players, their commitment to success etc.);
• M- Mental (i.e. the players’ mental skills, e.g. mental toughness, visualisation, relaxation etc);
• P – Physical (i.e. the players’ physical preparedness, e.g. speed, strength, endurance, power, agility, flexibility etc);
• S – Settings and Situations (i.e. the environment and culture of the team and Club).

So let’s apply the S.T.A.M.P.S. problem solving framework to the Home and Away Myth.

The Home and Away Myth….is it??????

Is the Home and Away Myth a Strategic problem? No. Coaches design strategies and tactics to defeat opposition teams not the places they live in.

Is the Home and Away Myth a Technical problem? No. Techniques and skills are the same regardless of when, where or who the team is playing.

Is the Home and Away Myth a Physical problem? No – not now. In the “old-days” when teams travelled long distances to complete they had to deal with issues such as jet-lag, travel-stress, dehydration etc. However, over the past ten years so much time, energy and resources have been invested into mastering travel management, sleep management and environmental stresses that only players who are poorly prepared and unprofessional fall victim to the perceived additional physical demands of Away games.

So if the Home and Away Myth isn’t Strategic or Technical and it isn’t Physical…..what does that mean the Home and Away Myth really is????

Home and Away – A Myth of the Mind (and a Product of the Culture).

The Home and Away Myth is a Myth of the Mind. It has nothing to do with travel stress, with heat stress, with altitude, with opposition fans, with hostile media – it has everything to do with preparation, attitude and culture.

You can win anytime and anywhere if you prepare to do so. The Home and Away Myth is not real: unless you allow it be.

Sports Need the Home and Away Myth…Coaches and Players don’t.

Sport’s Governing bodies like the NFL, Premier League Football, the AFL, the NBA etc, etc.  have a vested interest in promoting the Home and Away Myth. They need to build and grow a competition which has the potential for uncertainty in the outcome of games and therefore maintain real interest in the competition itself.

Ask yourself this: Who would watch the games on TV, gamble on the games or go and see the games live if the result of the game was already known?

Answer….No body! And with no body watching the games on TV, gambling on the games or going to see the games live there is no competition!

Coaches and players must see the Home and Away Myth for what it is and strive for excellence in all aspects of preparation and performance regardless.

Five Strategies for Winning Away from Home.

1. Out-prepare, in every detail and in every aspect, your competitors. Every player must have the confidence of knowing that their preparation (on and off field) is better in every detail than the player they will be “marking” or playing against;
2. Make training more challenging and more demanding than the game you are preparing for. Ensure that every player adopts an attitude of making their Home training environment more challenging and more demanding than their Away playing environment. They will then be ready for whatever challenges the game throws at them;
3. Strive for professionalism in preparation across all aspects of your organisation. Team management and staff need to work hard to ensure that the Away environment has the same level of professionalism as the Home environment in every detail;
4. Treat Home and Away Games the same. Stop talking about Home and Away games – there are just Games: Games to be fought and won regardless of where and when they are played;
5. Ignore the Home and Away hype promoted by the sport’s governing body. They have a vested interest in maintaining the Home and Away Myth which is rooted in the very survival of the sport (and the governing body itself).

Winning is winning.

If you had to write a one line position description for a professional coach or player it would be this:

FIND A WAY TO WIN.

Difficulty is an excuse history does not accept: find a way to win – Home or Away – it doesn’t matter: Just Do It.

Wayne Goldsmith

© 2012, Wayne Goldsmith. All rights reserved.

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So much of the world’s high performance sports dollars (or Yens or Yuans or Euros or Pounds or Pesos or Rands depending on where you come from), time, energy, focus and attention is spent on three things:

1. Talent identification;
2. Talent recruitment;
3. Talent development.

Or if you like, find them, sign them, refine them.

And most of the world has still got it wrong. There is a better way.

First item on the Talent Identification agenda…can we please change the name!!!

Let’s all agree to call it the ”Talent Management” Program or the ”Targeting Success” Program or something catchy like T.O.P. (Talent Optimization Program) but the term T.I.D. should be killed off, given a nice funeral and buried by the world’s sporting community once and for all.

Calling the overall process of finding, recruiting and optimising the performance potential of athletes “talent identification” is like calling a game of football “the kick off”. Finding talent is just the first step in a long, long process to turn potential into performance.

Number 2: Adopt an integrated approach.

There is too much focus on physical talent and physiological factors in all T.O.P.s all over the world. Success in high performance sport comes about from the integration and blending of physical, mental, technical, tactical, cultural / family and genetic factors or…my “big six”:

• Physical abilities;
• Personality characteristics;
• Playing skills;
• Performance abilities;
• Pedigree (i.e. genetic makeup);
• Preparation ((i.e. environment, family, culture).

Number 3: Invest ten times more money on talent optimisation and talent development than talent I.D because Real talent is harder to hide than it is to find: Finding talent is not hard.

Open your eyes! It is not hard to find kids who are bigger, stronger, faster or more skillful than their peers. Finding them is not the challenge – it’s what to do once you have found them that is the tricky part. The protocols used to screen athletes for “talent” have been around for over 60 years – test protocols are not the problem. It’s creating an optimal, integrated talent development pathway to turn potential into performance that’s the problem.

Number 4: Make your objective measurements of talent more subjective and your subjective measurements of talent more objective:

This the real trick in all applied sports science. There are no totally objective, research proven, evidence based methods of testing which can measure the “talent” and potential of an athlete and guarantee their elite level competition performance success. And similarly, the old days of just looking at an athlete and using some mystical “eye” or instinct to accurately predict their elite level competition performance success are over. It’s the blending of the objective with the subjective that gives the best results in any T.O.P. process.

Number 5: Any investment in a T.O.P. for athletes must be matched by a T.O.P. for coaches:

Governments and sporting organisations will spend millions on mass T.I.D. screening programs and implementing T.I.D. testing protocols then allocate pittance to educating and developing the people charged with developing that talent to its full potential: i.e. coaches. That just does not make any sense.

Number 6: Educate parents and the talented athlete’s immediate cultural influences:

You play like your place! Athletes – no matter how talented – need people and places around them which nurture them, support them, nourish them and love them. It is critical to influence, support, educate and help the parents, partners and peers of talented athletes so that they can better create an environment which enriches the athlete’s real performance potential.

Number 7: Stop beating around the bush with genetic testing- just get on with it:

We all know its coming – let’s face it – it is already here and the whole industry of Sport Genetics is an unstoppable force. Once we get around the ethical, religious and philosophical zealotry surrounding the genetic testing of athletes, everyone will be doing it. My advice – do it now. Just get on with it or risk being left behind by your competition.

Number 8: You need to learn to recognise genius, uniqueness and difference:

Sport is about health, fitness and lifestyle. It’s about providing opportunities for people to play sport through the implementation of standardised systems, structures and programs. High performance is completely different! High performance is about providing unique opportunities for unique individuals to realise their full potential. Too many T.O.P.s fail because they fail to recognise genius. They spend millions finding and recruiting talented athletes, then force them into standard programs to fit a funding model or some mythical all encompassing athlete development system. High performance means being different, being unique, being an individual and thinking, talking and acting outside the box.

Number 9: It has to be a“non-system” system:

As per number 8 – there is no system you can create which will guarantee the success of your team, your sport, your club or your nation in high performance sport. That’s because greatness and uniqueness are intimately entwined and uniqueness does not flourish in a system. That’s why the best win – they do it their way, they do it uniquely, they do it differently to the rest….and any high performance sport system which discourages difference will fail.

Number 10: There has to be multiple entry (and exit) points:

Too many teams,  sports and even nations miss talent because of stringent rules about T.T.T. – Talent Testing Timing. Some of the biggest mistakes here include:

• Setting an age range – i.e. “we test kids aged 12-15″ years;
• Creating elite junior development pathways which are rigid and inflexible (i.e. “you are either in or out”);
• Testing for now and not for the future – i.e. looking for talent and potential to sustain the team’s current style or system of play without thought of evolving it over time;
• Relying on historical data to provide a framework for the future, i.e. using test data from talented athletes from the past to evaluate the performance potential of athletes to be successful in the future.

Conclusion:

• There is no doubt that an effective T.O.P. is important for the success of every sporting team, organisation and nation.
• However, the way it has been done to date lacks real sophistication, practicality and effectiveness and it is time the whole concept of T.I.D. was revisited, revamped and re-developed.

There’s my Top Ten Talent I.D. Tips for High Performance Sp0rt – the T.O.P. Approach….what’s yours?

Wayne Goldsmith

© 2011 – 2012, Wayne Goldsmith. All rights reserved.

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One of the greatest myths in sport is that it is the workout that wins.

That is, that the secret to sporting success lies in how you manipulate volume, intensity and frequency.

Coaches spend years and years crafting their workouts, building invincible programs and creating the perfect combination of work and rest that will deliver them and their athletes the success they dream of.

And it is largely a myth.

It is not the workout that wins…you have to win the workout.

It’s not what you do….it’s how you do it.

The “secret’ set, the “wonder-workout”, the “magic-session” – it all means the same thing…that coaches are convinced that all it takes to be successful is to come up with the magic formula based on training physiology. The on-line coaching industry is full of this: “Buy our unique workouts and you will see amazing results” etc etc.

A well crafted workout, with a lot of thought behind the physiology of the training sets, reps, drills, etc that is performed poorly is a bad workout.

Whereas, a workout which may lack the precision of a finely tuned training activity designed by someone with a strong knowledge of sports science but is a workout which engages the heart and mind of every athlete so that all activities are performed with passion, precision and perfection is a great workout.

Of course, the ideal situation is to create an effective workout based on sound physiological principles but one which also engages the athletes so that they give their best to the full extent of their potential: i.e. the science and the art of coaching working in harmony.

The big assumption behind all workouts.

There is an underlying assumption in all workouts: the one premise that all workouts are designed on: that the athletes will complete the training session as it was written.

When coaches write a workout, they write it assuming that the athletes will complete the workout with same intent behind it’s design. No coach writes a workout thinking, “This is what I want the athletes to do but I know most of them will not do it this way”.

Example:

A coach writes a workout for a track sprinter. On paper, the workout reads:

• Warm up: 1000 metres easy
• Drills: 8 x High knee drills with walk back recovery
• Run throughs: 6 x 40 metres increasing in speed from 400 metre speed to 100 metre speed progressively over the set. Walk back recovery.
• Main set: 4 x 80 metres at 200 metre pace on 3 minutes. 5 minute rest. 4 x 120 metres at 200 metre pace on 3 minutes 30.
• Cool down: 1000 metres easy.

The underlying assumptions are:

• Warm-up: Completed with relaxation and rhythm, focusing on breathing and ease of movement.
• Drills: Each stride completed with technical excellence and rhythm and flow.
• Run throughs: Each repeat done with technical excellence and at precisely the target pace.
• Main set: All efforts completed with technical excellence, rhythm and flow with a focus on breathing and ease of movement as the distance increases, i.e. technique under fatigue.
• Cool down: Completed with relaxation and rhythm, focusing on breathing and ease of movement.

It is not the workout that determines the success of the athlete: it is how the athlete is intrinsically driven to complete every activity in their training program to the best of their ability.

And this is why the concepts of engagement and motivationare so important: without doubt the two most important concepts in effective coaching.

Engagement and Motivation: The Coach’s Best Friends.

All the things that are written about sport science, exercise physiology, training aids, fitness equipment…all the “what” stuff are of limited value without understanding engagement and motivation.

Engagement can be defined as the ability of a coach to create a performance environment where every athlete wants to give more than can reasonably be expected.

Motivation is the desire: the fire that drives an athlete towards a goal or achievement.

So, the key to great coaching is not sports science and it’s not actually coaching per se: it’s providing athletes with the environment and opportunity to express their engagement and motivation through their training: through the way they complete their workouts.

And this lays the foundation for a critical concept in successful coaching….win the workout.

Win the Workout philosophy:

The logic of the Win the Workout philosophy is pretty simple:

1. If you want to be the best in the world or the best in your competition;
2. You must be the best in your own Club or training squad and
3. Therefore you must be the best in each training session and workout.

Think about this for a moment. It makes sense.

You can’t be the best in your football competition or the best in the national swimming championships or the best in the state school athletics championships without first being the best in your team or lane or squad or group.

Sorry coaches….but the truth is you are all doing pretty much the same things.

Not many coaches who read this bit will accept it but, the truth is, you are all doing pretty much the same things.

Whether it be consciously or sub-consciously, the reality is that with so much free information available through the Internet, books, conferences, workshops, seminars, coaching courses etc – everyone in your sport more or less knows what everyone else in your sport knows. Your workouts are no longer your “magic-secret” to success because everyone in your sport has either seen them, has heard about them, knows about them, has tried them and in some cases has even improved on them.

And this means…..it is not your workouts that will determine the success of your athletes, your team, your program or you!

Your success, now, more than ever, is totally reliant on your ability to create an environment where win the workout, i.e. an environment built on athlete engagement and motivation is the core philosophy of your athletes.

This is what a Winning Culture is all about.

Many people talk about wanting to create a Winning Culture. They spend a lot of time and resources trying to create it, build it, grow it and sustain it.

Having a Winning Culture means that every athlete – and for that matter every person involved in your program – is totally, uncompromisingly and completely engaged with the program and is motivated to complete everything they do consistently to a higher standard than anyone of their competitors.

Your coaches want to out-coach every coach in the competition.

Your team manager wants to out-manage every manager in the competition.

Everyone strives to be the best in their role….the cumulative effect resulting in excellence across every aspect of your organisation.

Winning cultures grow when one person or a small group of people make the commitment to consistently out prepare, in every way, their opposition.

You can’t force a winning culture. You can’t run a motivation session and make it happen. You can’t buy t-shirts with slogans on them and turn your culture into a winning culture.

All it takes is one person.

It starts with one person: one person with a complete sense of engagement and the absolute motivation to do whatever it takes to be the best.

In other words, it starts with you, coach.  It starts with your own engagement and motivation and with your ability to provide the environment for others to be similarly engaged and motivated: it starts when you make the commitment to “win the workout”.

Summary:

1. Workouts do not win: athletes win by winning the workouts.
2. Winning the workouts is a culture: a core philosophy which, if embraced by everyone in your program, is an unstoppable force.
3. Creating and sustaining a winning culture: one which is built on the win the workout philosophy begins and ends with the coach and the coach’s ability to create an environment where engagement and motivation are the central, driving forces behind success.

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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Typically the end of season means a well earned rest, a few quiet drinks with team mates, some time with family and then… the end of season review.

Every team does some kind of season reflection or review – in most cases motivated by one or more “P” – Performance, Politics, Pressure.

• The Performance Review: is one motivated by a drive to improve the performance of the team – players, coaches and staff – for next season.
• The Political Review: is a review often driven by the Board or Executive to achieve a political agenda or philosophical shift in the club.
• The Pressure Review: is one forced on a team by media, fans, club, Board or other stakeholders as a result of a poor performance.

By far the most effective review is one that is deliberately and strategically placed in the team’s “performance cycle” each year and is embraced by coaches, players, staff, Management and Board as being an important and positive aspect of progressive performance from season to season.

The Performance Cycle: The review is a key part to the overall performance cycle of the team.

Every team – every club – every coach – every player – is seeking one thing -Sustained Competitiveness: the ability to be competitive year after year after year.

A well structured review process ensures that by systematically reviewing and evaluating all aspects of performance, the opportunity to sustain competitiveness is integrated into the culture of the club.

Here are some tips to help make this year’s RE- view and PRE-view of success next season.

Review with next year in mind – don’t waste time looking back in anger

Reviews can make people very nervous and many coaches and players see it as a negative process. A well planned and well implemented review can be THE most critical element of planning for the next season and is an opportunity to move forward. It can be one of the most positive and productive times of the year. It is the time when feedback can be given and received with real positive energy and enthusiasm.

Don’t waste the review time by looking back and micro-analysing every aspect of every game, tackles missed in game one etc. This has all been done through the season. Use the RE-view as a PRE-VIEW: use it as an opportunity to get your best people together and work co-operatively and honestly to improve next season.

Benchmark against the best, whoever and wherever they may be

All sports are close communities and secrets do not stay secrets for long. It is safe to say that everyone knows what you know. In this closed environment, teams need to look outside your sport for the best solution – not just the AFL solution or the baseball solution or the swimming solution……the BEST solution!

If you were looking to improve the individualisation of player’s preparation, the answer might lie in one of the Olympic sports. If you were looking to improve on field endurance, the answer might lie in soccer or Rugby league. If you were looking to improve player leadership skills, the answer might lie in the corporate sector, business community or even politics! Once you have identified the problems, look for THE best solutions.

Keep the things that you do well, change the things that aren’t working – 10% rule

One of the biggest mistakes teams make at review time is to throw everything out and start again. Most clubs do far more right than they do wrong. If your car’s gearbox is broken, fix the gear box – don’t replace the engine, tyres, brakes, steering, cooling system and stereo. Build on the things that work well and change or eliminate the things that don’t. Try to adopt this simple three step review process of each area:

• What do we do that works? – What should we keep doing?
• What do we do that doesn’t work? – What do we do that we should stop doing?
• What are things that we can introduce that will positively impact on performance? – What should we start doing?

Make sure you know what the budget is for next season BEFORE you start planning

Before you start planning for next season, make sure you are clear on what you can and can’t do from a budget perspective. Everyone has millions of ideas and suggestions of things that might work but in a real world, most clubs are working on a tight budget and it is a matter of prioritising.

• Start with the things you must do – e.g. train hard, eat well, sleep and recover well, manage and minimise injuries.
• Then start to look at things you want to do – e.g. introduce new equipment, new specialist coaches and staff, training camps, new facilities.
• Then look at things you wish you could do – e.g. altitude camps, individualised diet management, specialist coaching services for individual positions.

Be Systematic: Look at everything: little things can make a big difference

At the beginning of the review process, write down a list of everything in your program that can make a difference. The easiest way to do this is to ask each person – coaches, sports scientists, medical team, team manager and players to review their own performance using the Keep, Stop, Start method and to highlight the key factors of their specialist areas.

Aim to make everything subject to a genuine 360 review process, i.e.

• Each person reviews their own performance
• Each person is reviewed by their peers
• Each person is reviewed by their immediate report, i.e. the person they report to
• Each person is reviewed by the people who report to them

For example, a team defensive skills coach would be reviewed by himself, the other team skills coaches, the head coach and the players.

Start with a philosophy: If you don’t stand for something, you will fall for anything.

With the review process comes a flood of ideas, innovations, new technologies, new supplements, gym equipment and gimmicks. Everyone will have great ideas and new products that will “guarantee” success next year.

Start the review with a philosophy. This keeps you grounded and keeps you focused on improving the right things. The process starts with understanding what you are about as a team and club.

Ask yourself three questions:

• What do we stand for? Who are we? This will help you clearly identify what it is about the team and the club culture that is unique, special and worth keeping.
• What are things we do well that will sustain this culture?
• What do we need? Who can we recruit to add value to this culture?

The real trick in program reviews and strategic planning is deciding what not to do – finding new ideas is the easy part – finding out what will work and add genuine value to the team is the real art.

Get someone independent to help with the review process – take personalities, politics and emotions out of it.

In the majority of cases, reviews are commissioned on political grounds. Someone in the club has decided that the performance of the coach, players and team is an issue and commissions someone to review the program. In many cases, the reviewer may also have political connections to the club and an agenda for change that may not be in the best interest of the team and the team’s performance next season.

Find someone independent, objective and politically neutral to co-ordinate the review process. Aim to identify someone who will establish a professional process – one that systematically analyses and reviews all key performance areas and is focused on improving the performance of the team, players, coaches and staff without any political or personality bias or prejudice.

Do it sooner rather than later. A season’s memories fade quickly

The ideal time to do a review is 3-5 days after the end of the season. Doing it immediately is often a bad idea as there is too much emotion, fatigue (and maybe hangovers) for it to be effective. Waiting until after players and staff have a long break is less than ideal as the accuracy of memories can fade quickly at the end of the season and a lot of detail forgotten.

The key is to build the review into the season and that the review is seen as integral to the overall team performance cycle rather than something distinct, separate and unrelated.

If you have to change personnel. Do it soon.

Unfortunately, sometimes reviews come up with a solution that results in the need to change coaches, players, staff or management. If this happens, make the changes quickly – fairly, honestly, with integrity and compassion, but quickly. The outgoing people need time to find new employment opportunities before the next season and the new personnel need the maximum possible time together to form an effective team and to provide the best possible performance environment for the team to succeed.

The aim of the review process is to ensure that the rate of acceleration of improvement in your team is greater than that of your opposition.

No one goes backwards in this business. There are too many great people working 24/7 in every team for performance to actually regress. Everyone is improving – it is the rate of improvement that is the key issue.

The aim is to progress at a faster rate than your opposition. And to do this means you have to be:

• Honest – about where you are now
• Clear – about where you want to go
• Committed – to getting there faster than anyone else
• Consistent – in doing the things that will make the difference better than anyone else, everyday.

Summary:

• A review is a positive, constructive opportunity to improve performance, sustain competitiveness and progress from season to season.
• It should be systematically planned and scheduled into the overall performance cycle each year.
• Keep it simple – look at it through a simple Keep Doing, Stop Doing, Start Doing perspective.
• Don’t throw the baby out with the bathwater – a well thought out, intelligent 10% change in key areas is usually enough to significantly improve performance.

About the author: Wayne has worked at the highest level of elite sport for 15 years and has worked with some of Australia’s leading sports, clubs, coaches, players and teams. He specialises in working with people and organisations to help them develop peak performance environments and cultures designed to achieve success and sustain competitiveness.

Wayne Goldsmith

© 2011 – 2012, Wayne Goldsmith. All rights reserved.

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The issue of hiring the right head coach is a hotly debated topic in all the newspapers, television sport shows and Internet sporting sites.

So how do you go about finding the right head coach for your team?

Because there are thousands of ways of doing it right - let’s start with how NOT to do it!

How not to recruit a head coach.

1. Make recruitment decisions based on the coach’s coaching reputation alone; Lots of sporting organisations make this mistake. Often reputation – particularly in professional sport – is artificially created by media and marketing professionals, public relations staff, professional management groups and press agents. It is critical that the people charged with recruiting the new head coach go behind the rumour and rhetoric and complete a detailed, professional, thorough, rigorous recruitment process – one which identifies who the potential head coach really is – not what his / her management agent wants the world to think he / she is.
2. Keep the players out of it; Huge mistake! Particularly in these times of player empowerment and engagement. Players have a big stake in the selection of the right head coach – in some cases their own careers depend on the head coach recruitment process. At a minimum, the captain and another senior player should be invited to be part of the selection panel – in a perfect world, all players will play some  role in the process and have their views listened to and respected.
3. Allow the Board to make the decision behind closed doors without an objective, professional recruitment process; Another very common mistake made by sporting organisations. Think about hiring a head coach like employing a carpenter or builder to build you a new home. You will have strong views about the finished product. You will want to have some input into the design. You will want to choose materials and paints. But then, once you have expressed your opinion, you would step back and let the professionals do the actual building. For some reasons most sporting Boards do not get this last bit.
4. Start the recruitment process without understanding what it is they are looking for; Another biggie! Often sporting organisations will start looking for a head coach before they have clearly identified what they want from the role or even where they are heading as an organisation. The first step in any journey is to decide where it is you want to go. Then all it takes is for someone to develop a process to get there. But if you don’t know where you are going, then it doesn’t really matter who you get for head coach.
5. Put a Coach Recruitment Panel together who do not understand coach recruitment. Typically Boards will do one of two things – put together a Head Coach Recruitment Panel of people from inside the Club, Board members, the Executive, former players etc or hire an external recruitment company to organise the recruitment process on their behalf. Neither option is ideal. The “inside” model often ends up with an introspective process and an appointment which reflects “the way we have always done it here”. Hiring a professional recruitment company might give you a great process but often they lack understanding of sport and the unique role of head coach.
6. Make the decision on coaching record alone without any consideration of personality, cultural fit, leadership, team development ability or communication skills; Many companies make this mistake – promoting the best mechanic to be Manager of Engineering or promoting the best teacher to be Principal. Being a great skills coach or hands on coach is a very different role to that of head coach. The skills set for being a great skills / assistant coach are based very much on possessing a detailed knowledge of the skills, techniques, tactics and strategies of the sport. The skill set for a head coach can include public relations, team development skills, leadership, public speaking, Board and Executive level communication skills, resource management, financial management and conflict resolution. Coaching record by itself does not usually distinguish a great head coach from a great skills coach. Sometimes great assistant coaches are just that – assistant coaches whereas real leaders may emerge from a different pathway.
7. Offer the coach a five year commitment; Some sporting organisations get bullied into making long term commitments by the coach or their management team but in the majority of cases, long term coaching contracts lead to complacency and a lack of urgency. Not only that but if things are not working out, and you have a five year commitment to the coach it could cost a lot of money to get out of the contract. Keep coaching contracts to three seasons maximum with a possible option clause if the coach achieves the clear deliverables stated in their contract.
8. Offer unproven coaches total control over the performance environment; In the old days, sporting organisations recruited head coaches then stood back and allowed them to change everything - people, systems, structures, players, staff, management, policies and operations. Now – hopefully – sporting organisations are much smarter and they recruit coaches to give them the technical expertise they need to take the next step. The head coach is like any other employee – they are recruited to help the organisation achieve it’s corporate objectives and business goals – not to change everything. Think of it this way – do Coca Cola hire a new CEO and tell them to change the flavour? Does Apple hire a new CEO and ask them to change the brand?
9. Offer proven coaches total control over the performance environment; What we do know about sport is that success rarely repeats. A huge mistake sporting organisations will make is to recruit a head coach based on their coaching record with another team, then allow the head coach to change everything in the organisation to make it like their former Club. What has worked in another Club is almost guaranteed NOT to work somewhere else. Sporting systems – no matter how successful they appear to be – do not work outside of the culture which created them.
10. Offer the coach a guaranteed income regardless of the performance of the team; Name one thing in the world that works well where failure is rewarded equally to success. Some sporting organisations commit to coaching contracts where coaches receive annual pay increases regardless of the performance of the team. So what you are saying is, “We recruited you to help us win games but even if you don’t win games we will give you more money each year” – is it just me……..or is this on the left side of insane?
11. Sign a contract with the coach without doing detailed, thorough systematic research about their previous appointments; There is nothing dumber in sport than seeing sporting organisations recruit coaches who failed badly in their previous positions and believing things will be any different now the coach is with another team. Do your homework! If a coach has been sacked for their lack of communication abilities and their poor anger management, chances are these personality flaws will resurface under pressure or in similar situations at their new Club.
12. Sign the coach without clearly and precisely agreeing to outcomes, deliverables, how and when performance will be measured, roles and responsibilities; The majority of problems arising in sporting organisations as far as the head coach is concerned are due to a lack of role clarity. Get professional, legal advice when designing a coaching contract and make sure all parties clearly understand it. Build a detailed, independent, objective review process into each season and review the head coach’s performance on an ongoing basis.

Summary:

Recruiting the right head coach is a critical step for any sporting organisation.

The head coach is not only the technical leader of the organisation but in many cases is the public face of the Club or even the sport. Whereas recruiting the right head coach can impact positively on the performance culture of the organisation for many years, the wrong coach can spell the end of the organisation’s opportunity for success for two or three generations of athletes.

With such an important decision, sporting organisations need to adopt a clear, professional process and be rigorous, thorough and methodical with research and background checks.

The head coach recruitment process is not the place for rumour, anecdote, “mates mates”, old boys clubs, media pressures or uninformed pub opinion – it can be the most important decision made by a sporting organisation and as such must be supported by professional thinking, detailed research and a forensic approach to understanding who the coach is, what they stand for and what they can potentially add to your performance environment.

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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I have been to hundreds of coaching courses, coaching workshops, coaching conferences and coaching seminars. Invariably, the course convener invites a guest speaker with a specialist sports science background to talk about physiology, biomechanics, nutrition, psychology or another sports performance topic.

And, in all of the hundreds of courses, workshops, conferences and seminars I have attended, I have seen the same mistakes being made by the guest speakers. So I decided to do something about it.

The problem stems from the differences between the “two worlds” – the sports science world and the coaching world.

In the sports science world things are based on facts, research, validity and reliability measures, measurement, accuracy and evidence.

In the coaching world the key focus areas are results, performance, communication, instinct and “feel” – the art of coaching.

It is vital that the two worlds come together and share ideas and information but it just as vital that the two groups communicate appropriately and effectively. 

First seek to understand – then to be understood.

Here are the Ten Golden Rules about Presenting Sports Science Information to Coaches:

1. Never Apologise in advance (particularly about the presentation being too technical). Often the expert’s first words will be “Listen I am sorry about how technical this presentation will be today”. Bad move. Apologising at the beginning means you didn’t prepare properly for the audience’s needs and are just going through your standard, generic industry presentation on the topic. Do your homework.
2. Keep jargon down to a minimum. All industries have their share of jargon. Keep it down to a minimum. And don’t apologise for using it!
3. Join the PAPPP – People Against Pointless PowerPoint Presentations. We all love PowerPoint because it is the lazy, easy, convenient way to present information. It’s great when you are busy and have limited time to prepare. But..PowerPoint is beginning to outlive it’s usefulness in the coaching education area. Coaches are communicators and want to be communicated with – not “Powerpointed” at.
4. Following on from the PAPPP - talk to the people: not to the slides. Another major mistake is presenters talking to their slides and not to the people in the audience. The slides are an addition to the presentation – not the whole thing. They supplement your ideas and information with graphics and colour etc – but YOU are the presentation. Guess what? You can actually turn off the projector sometimes – it does have an off button- and just talk to people.
5. Keep background, historical information to a minimum – A real mistake. Because sports science has a convention of doing research reviews and referencing the work that has been in the past, presenters feel the need to take the coaches through the 100 year history of the topic. Coaches are not interested! Get to the point and discuss your views about what’s useful and practical now and what can enhance performance in the future.
6. Don’t dumb down – coaches are not dumb. Some coaches will have sports science backgrounds themselves. Others have PhD’s from 20 years of learning hard lessons and are deserving of your respect. Do not dumb down your information – frame it and present in such a way as it adds value to the coaches program.
7. Avoid inconclusives like “I think” - Again a legacy of the scientific world where things need to be proven to 0.05 and to reliability and validity conventions before being publicly presented. You are the expert. Present the information with confidence, certainty and strength. A coaches interpretation of “I think” is “I am not sure, I don’t really know”. It also indicates a lack of confidence in yourself and what you are saying.
8. Don’t defer to colleagues or people in the audience- An annoying habit that many presenters fall into. Do not defer to colleagues in the audience. Their time to present will come. What you are saying by deferring to a colleague in the audience is “I am not totally confident about this so I will get the support of someone in the audience who might know more than me”. It also shows a lack of self confidence.
9. Keep it to time – Everyone is passionate about their own topic and deserves equal time to present as you. Keep to time.
10. Spend some time becoming familiar with the specific needs of the audience – the key to it all.  A “one size fits all” presentation is not good enough. With information available so readily on the Internet there is no excuse for delivering generic presentations and only changing the title slides and date. It’s all about the needs of the audience: learn who they are, what they do, what they need and what they want to find out.

So there it is - my Ten Golden Rules for presenting sports science information to coaches.

Can’t wait to see you present sometime in the future.

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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Gone are the days of the “GURU” coaches.

Sure, the great names of coaching have all been “one man bands” – strong, decisive, authoritarian, leadership focused head coaches who controlled every aspect of the team’s performance.

However, elite sport has developed at an incredible rate over the past twenty years and the knowledge and skills required to win an elite sporting competition are greater than any one person can bring to the table.

Think of the advances in sports science, sports medicine, analysis, IT, nutrition, psychology and technology since the 1980s.

How can we expect that any one person can be THE expert in all performance areas plus coach the team, deal with the media, work with Club Board and Executive, recruit new players, talk to sponsors, meet the fans etc etc etc?

So – the Coaching Team and Performance Team concepts are born.

It’s a big job.

In the past, sporting organisations have recruited “Head Coaches” and given them the freedom to change all aspects of the team’s performance environment from the recruitment of young athletes to the strategies and tactics of the senior team.

However, as sport has become more complex and increasingly sophisticated in all performance areas, sporting organisations have realised that often what is needed is a precise set of specialist skills, knowledge and experience to help them perform – a skill set which is unlikely to be provided by a single individual - no matter how talented he / she may be.

The Coaching Team.

In response, organisations have begun developing “Coaching Teams” or “Performance Teams” to provide the solutions to their performance problems.

• The first step in creating a Coaching or Performance team is to comprehensively review the organisation and identify it’s needs in the coaching and performance areas.
• Once this has been completed, a “Performance Skills Profile” is developed which details the skills needed by the organisation to compete successfully.
• Then the process of identifying the right people (i.e. as opposed to the right person) to provide these skills can be undertaken.

For example:

• CLUB needs coaching skills: A,B,C,D,E,F,G,H,I,J AND K.
• Head Coach has coaching skills: A,B,C,D,H AND K.
• Support Coach One has coaching skills: E,F, I, J AND G.
• Support Coach Two has coaching skills: E,F AND G.

So by hiring these three coaches – a “Coaching Team” - the Club gets the full compliment of coaching skills it needs right now.

This “Coaching Team” concept also applies to the wider “Performance Team”.

For example:

The organisation needs performance skills A,B,C,D,E,F,G,H,I,J,K,L,M,N,O,P and Q which are a combination of coaching, sports science, strength and conditioning and medical team skills.

• Head Coach has performance skills A,B,C,D,E AND L.
• High Performance Manager has performance skills F,G, I AND Q.
• Strength and Conditioning Co-ordinator has performance skills H,I, J AND K.
• Team Medical Director has performance skills M,N, O and P.

Summary:

When recruiting, a sporting organisation needs to clearly understand its performance needs right now.

The organisation needs to identify what skills, knowledge, abilities and experience can help them achieve their performance goals – understanding that with the complexity of modern sport, it will be necessary to employ a team of people rather than try to find a “guru” who can successfully drive all key performance areas at a high level.

The more elite the level of competition, the greater the attention to detail needs to be in all performance areas - and therefore the greater the need for a performance team with high level specialist expertise.

The organisation also needs to accept that their current performance needs will change over time. This means they have to commit to:

• Ongoing training and development of all professional staff;
• Ongoing assessment and evaluation of all professional staff;
• Review and – if necessary - change of professional staff.

The organisation needs to think progressively, innovatively and creatively rather than follow the existing performance team models of other teams and Clubs. There is no one “perfect” performance model for all teams, all sports and all levels of performance.

 Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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There have been many attempts to define and measure mental toughness in coaching textbooks, academic literature and even in the popular media.

Words like “persistence”, “perseverance”, “determination”, “commitment”, “resilience” and “uncompromising” seem to be used to describe mental toughness: something which clearly means different things to different people.

For some people, mental toughness is about being able to maintain composure, calm and control in difficult situations.

For others, mental toughness is related to physical “hardness” and the ability to endure pain, fatigue and stress in competition conditions and still prevail.

There has been a lot of work from the academic sector to attempt to define and measure mental toughness, with most of the recent literature discussing mental toughness in terms of “situations” and that mental toughness is a complex set of different attributes expressed differently by people in different situations.

Coaches all agree however, that for competitive athletes, mental toughness is a highly desirable athletic quality: one which is as prized as outstanding physical abilities, excellence in skills and technical knowledge.

But how can you coach an athlete to be mentally tough?

 Mental Toughness: Two Basic Coaching Approaches

There are two basic approaches to coaching mental toughness:

1. Toughen the body to toughen the mind and
2. Toughen the mind to toughen the body.

“All of us get knocked down, but it’s resiliency that really matters. All of us do well when things are going well, but the thing that distinguishes athletes is the ability to do well in times of great stress, urgency and pressure.”

Roger Staubach

Mental Toughness Coaching Approach 1: Toughen the body to toughen the mind

This has been the most commonly used approach by coaches to try and develop mental toughness in their athletes.  The essence of this approach is hard work, i.e. the harder I work, the tougher I get.

The core philosophy behind this approach is: “Make training more challenging and more demanding, physically and mentally, than the competition you are preparing for”.

This approach has several good things going for it and it is relatively simple to do. Through this approach, athletes develop confidence in their ability to meet the physical demands of the competition environment and in their ability to deal with whatever is “thrown” at them during competition because they know ( i.e. confidence comes from knowing) that their preparation has been better in every detail than that of their opposition.

Many, many football competitions, world championships and Olympic Gold medals have been won by coaches and athletes adopting the toughen the body to toughen the mind approach.

However, for some athletes this approach can be too confronting, too demanding and ultimately can actually cause athletes to become de-motivated and even intimated by the training environment. Some athletes will fall to the stress and strain of the intense physical loads required by this approach and break down through over-training.

A big mistake however that coaches make is to assume that athletes who fail to respond to this approach are “soft” and therefore unable to compete successfully. The fact is that all athletes (people) are different. Some respond incredibly well to endurance training…some don’t. Some respond positively to strength training…some don’t. Some respond strongly to the toughen the body to toughen the mind approach…some don’t.

Mental Toughness Coaching Approach 2: Toughen the mind to toughen the body

The second approach to Coaching Mental Toughness is the toughen the mind to toughen the body approach. Coaches who adopt this approach focus on developing the athlete’s mental skills and teaching them the psychological techniques to thrive in the competitive environment.

There are many excellent mental skills techniques which can enhance an athlete’s ability to perform to their full potential under the pressure of competition including Sports Mindfulness which among other things teaches athletes to live in the moment and to not overly think about the past (e.g. mistakes which may have just been made) or the future (e.g. the pressure of the situation and the need to score points).

An athlete who masters a technique like Sports Mindfulness can be, by any definition, mentally tough, as they have the ability to perform to their full potential regardless of the situation.

So which approach is the right approach?

The right approach is:

a. The one which suits your own personal coaching philosophy and

b. The one which works with the individual athlete you are a coaching.

There is no one size fits all coaching method to enhance mental toughness. Some athletes respond well to Mental Toughness Coaching Approach 1. They thrive on hard work. They love being physically challenged. They grow and mature as athletes through an uncompromising commitment to training as hard as possible. And some athletes do not respond this approach. Others respond far better by learning to master their mind and to tap into the almost unlimited potential that lives between their ears!

“Win or lose you will never regret working hard, making sacrifices, being disciplined or focusing too much. Success is measured by what we have done to prepare for competition.”

John Smith

And the biggest question of all….can you turn a “soft” athlete into a “hard” athlete through great coaching?

The short answer is Yes.

A “soft” athlete is one who lacks the mental abilities to compete to their full potential – particularly when things get difficult, challenging or unpredictable. Coaches, believing they can identify “soft” athletes then embark on a training program to help the athlete develop the skills and abilities to better manage competitive situations and therein become “hard”, i.e. tough, resilient etc.

Some athletes are naturally hard: and by naturally, I mean they have learnt to be hard through necessity, overcoming adversity and set backs in their lives both inside and outside of sport. They then carry this “hardness” into their preparation and performance, i.e. “the way you do anything, is the way you do everything”.

For others, “hardness” (mental toughness) is a skill and like any skill it can be learnt, practiced, enhanced and mastered. In the same way you would not teach an athlete complex, difficult, advanced sporting skills and techniques in their first year of training, mental toughness is not something that athletes learn from a single lecture, sporting autobiography or audio recording. Mental toughness needs to be introduced, nurtured, developed and enhanced and systematically measured in both training and in competition situations over an athlete’s career just as any other sporting skill or technique.

“I’ve never known anybody to achieve anything without overcoming adversity.”

Lou Holtz

Summary

1. Mental toughness is a much talked about, much investigated aspect of sports performance yet surprisingly, while many people believe they know what it is, where it is and how to find it, very little is understood about coaching it.
2. Whether you adopt the “body to mind” approach or the “mind to body” approach, coaching mental toughness is about understanding your athlete and what they need to enhance their mental abilities to thrive in competitive situations.
3. There are times when both approaches can be used effectively in the preparation of athletes. Coaching is an art form: and an important part of the art is knowing what to do, when and how.

“It may sound strange, but many champions are made champions by setbacks.”

Bob Richards

The Sports Coaching Brain has recently developed a partnership with the US company Athlete IQ. One of the features of Athlete IQ’s excellent and highly innovative approach to performance measurement and enhancement is the introduction of a test for mental toughness involving both athletes and their coaches.

For more information contact Athlete IQ today.

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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Whoopee!

You finished your Uni degree. Bachelor of Applied Science in Sports Studies. Or Bachelor of Science in Human Movement. Or Masters in Exercise Science. Congratulations!!! Mum, Dad and Aunt Lucy are all proud of you. You did it!

You have a nice shiny new degree, a huge brain full of ideas and intelligence and a heart full of optimism, passion and drive just itching to enter a career in high performance sport.

So you start digging through the Sports employment adverts, you visit the sports jobs web sites and you sign up for a few sports career update newsletters.

And you wait.

And you apply for a few jobs.

And you wait.

And maybe you get an interview.

And you wait.

And then, six months after graduation you find out that maybe getting a job in high performance sport wasn’t as easy as you thought and you might want to start learning lines like, “Would you like to Super Size that today, Sir”, “Can I tell you about our blackboard specials today Ma’am” and “Did you have discount coupon to get 4 cents off your fuel purchase?”.

So to help you get in and stay in the world of high performance sport, here is a guide on how to read those all too appealing job advertisements in the high performance sports industry.

The Three Golden Rules of Getting a Job in High Performance Sport.

There are three rules when it comes to getting a dream job in high performance sport – and for that matter a dream job in any industry:

1. It’s about who you know;
2. It’s about who you know;
3. It’s about who you know.

And, my friends, here’s another piece of advice – it is no good wining, whinging and complaining about it: you need to be as committed to making contacts and industry connections as you are about study, research, coaching and high performance programs. Fact of life: accept it – move on.

The next piece of truth for you budding high performance sports professionals to accept is that very few advertised jobs in the sports industry are actually really open to all applicants.

Take a list of 100 advertised jobs in high performance sport.

A large percentage of these 100 jobs, (particuarly the government sports jobs) are often opened to internal applicants only (in spite of what it says on the official job advertisement). It’s what large sporting organisations do when they have had a review, have re-schuffled a few roles, re-named a couple of departments and now have to get the incumbents to re-apply for their own jobs – usually at higher salaries. Goes on all the time.

Now take off another large percentage of these 100 jobs who are informally taken by head nods, hand shakes and agreements signed with cappuccinos, (with most jobs in high performance sport its more about dinner than your degree).

Now take off another percentage of the 100 jobs which will go to former athletes and coaches and people who have political and personal connections within the sport.

What are you left with? Three jobs out of 100 that you can actually apply for:

1. Development Officer for Junior Underwater Trampolining;
2. Sports Administrator for Regional Tug-a-war;
3. Assistant to the assistant deputy, vice, assistant Treasurer of Kurdistan Cricket.

Good luck with your application - feel free to list me as a referee!

Sports Speak

In addition to having great networking skills, there is an art to applying for jobs in the high performance sports industry: you have to master Sports Speak.

Sports Speak is a special secret magic language that people in sport use to communicate secret messages to other people in sport through the medium of position descriptions and advertisements and unless you are fluent in this language, your chances of securing that high level high performance gig are about as good as Paris Hilton winning the Nobel Prize for Literature this year.

Sports Speak must become your second language and to master it means that dream job with professional sport, an Olympic team or a government run sports institute is within your grasp.

Here’s some examples of Sports Speak to help you on your pathway to success:

• “Demonstrated experience in leading people“: Sports Speak Translation = Have been in charge of staff but never introduced any changes which upset them or created any problems;
• “Proven record of stakeholder engagement”:  Sports Speak Translation =Listen to everyone, pander to factions and splinter groups, compromise all decisions to avoid conflict and get nothing of real significance actually done;
• “Change management skills”: Sports Speak Translation = Must make a few minor, largely ineffective, cosmetic changes but not too many and not too fast – you might wake up some of the staff;
• “Demonstrated decision making skills”: Sports Speak Translation =  Being able to do what you are told to do;
• “Innovative”: Sports Speak Translation = Copy the best ideas of other organisations after doing benchmarking junkets all over the world and claim them as your own;
• “Ability to develop financial and strategic plans”: Sports Speak Translation = Desk Job - mostly administrative;
• “Ability to monitor progress towards objectives and use evaluation and research information to improve effectiveness”: Sports Speak Translation = Desk Job – totally administrative.
• “Understanding of the structure and dynamics of sport and government processes”: Sports Speak Translation = Have lots of connections and contacts in the sport world who you can use as consultants to help sort out problems.

The Position Description you will never see.

Here’s a list of things that you will never see on a position description or job application for a role in high performance sport – and this is a fundamental reason why sport continues to be a remarkably conservative institution around the world where change, innovation and creativity - and by extension the industry as a whole – does not progress to a level that is anywhere near it’s potential:

Wanted: Sports Leader – to lead us to be the best in the world.

Qualities and attributes:

• Someone who thinks about, talks about and openly embraces winning;
• Visionary leadership: able to lead consistently with passion, drive and enthusiasm;
• Team inspirer: able to create and sustain a high quality collaborative team environment where every one’s talent is optimised and every individual consistently contributes to their full potential;
• Creative and innovative: prepared to take risks, to think laterally, to think things and do things that no one else in the industry is prepared to;
• Uncompromising in their commitment to create a winning environmentfor all athletes, coaches and people involved in the sport (sorry – can’t say stakeholders. The only people who should be called stakeholders are those planting tomatoes or installing picket fences);
• Integrated thinker: thinks and acts across disciplines, across sports, across industries to search for the best possible solutions to performance problems;
• Experience valued but only if you are capable of thinking, learning and growing faster than at any time in your professional career;
• Change management not needed: you must live change and thirst for continuous improvement.

If the Universities and other sports industry training organisations were serious about preparing people for a career in high performance sport, instead of pumping students through a Bachelor of Applied Science (Human Movement), they would create a new, more practical, more realistic list of course offerings:

• Bachelor of Language (Sports Speak);
• Bachelor of Applied Sports Networking (Sports Management Systems);
• Masters of Sports Contacts and Connections.

What does your degree say?

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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I was recently asked to talk to a group of students about high performance sport. We discussed all the “usual” topics: talent identification, sports science, elite coach development and sports medicine.

One of the students asked me, “Is there a difference between Medicine (as in general practice medicine) and Sports Medicine as it exists in high performance sport”?

Here’s what I replied:

1. Medicine in general practice is conservative in nature. Sports medicine / physiotherapy in high performance sport needs to be aggressive, goal orientated and time focused, i.e. better results in a shorter time. It is all about performance under pressure.
2. Medicine in general society is hierarchical. Sports medicine / physiotherapy in high performance sport is interdisciplinary and works best when professionals work as equals in problem solving, performance focused teams.
3. Medicine in society is in general 9 – 5pm and 5 days a week. Sports medicine / physiotherapy in high performance sport is 24 / 7, e.g. arranging for an athlete to have an MRI at 2 am Sunday morning so you can start treating them at 2:15 am Sunday morning.
4. Medicine in society is evidence based. Sports medicine / physiotherapy in high performance sport sometimes demands innovation, instinct and intelligent guess work (within ethical conventions).
5. Medicine in society generally follows a systematic process from assessment to treatment and recovery. Sports medicine / physiotherapy in high performance sport often needs to involve short cuts and respond to the needs of the situation, e.g. Grand Final week.
6. Medicine in society follows a medical practitioner driven model. Sports medicine / physiotherapy in high performance sport is a needs based, problem solving approach which may mean other practitioners and professionals may lead the treatment / recovery process at different times, e.g. strength and conditioning coach, sports massage therapist, sports psychologist.
7. Medicine in society depends on the patient following the practitioner’s advice. In professional sport, players may be required to follow medical advice including surgery as a contractual commitment.
8. Medicine in society usually means practitioners operating in silos as individual practitioners. Sports medicine / physiotherapy in high performance sport requires practitioners to work within a team which may include athletes, coaches, management, other medical practitioners, psychologists, nutritionists and others.
9. Medicine in society has to include a lot of public relations, customer relations and be business focused for survival. High performance sport is about performance - not making friends or growing a business.
10. Medicine in society is in general a long way behind cutting edge research and the latest thinking in the assessment and treatment of injury and illness owing to the need to be operating with a high level of clinical responsibility. High performance sport means sometimes making it up as you go along, i.e. 0.01 versus 0.50.

Wayne Goldsmith

© 2011, Wayne Goldsmith. All rights reserved.

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