Research in the United States suggests that of the 40 million children who play sport when they start school, 28 million (70%) give up by the age of 13. When asked why, it was not the sport that kids didn’t like, but rather their experience in the sport, with the main culprits being their coaches
I contend that personal mastery lays the foundation for professional success. By personal mastery, I mean turning the mirror inward to look at ourselves and in-so-doing, embarking on a never-ending journey of personal growth and learning to be the best version of ourselves. And this leads to sustained professional success. One aspect of personal mastery
Ok, so the last blog post asked us to question our definition of success, and why specifically you we in pursuit of that idea. Having at least a decent idea of the direction in which were headed is a good start; there’s no point of setting off on a journey, especially one as important as
Most people want to be successful. I know I do. However, many are not clear on what success actually means or looks like for them. At the age of nearly 30 I realised I had been chasing a success that I had never really thought about. Until then I had adopted the views society had been selling me, which meant getting a good job, making representative sport teams, earning good money and back then, getting married.
There are similarities in and differences between CEO’s and coach’s roles, some of which translate to the lessons each can learn from the other. Delivering results In general, CEOs have more opportunity to actively or directly deliver results through taking action and making decisions. Coaches do not take to the field and thus cannot actively
In sport, coaches and coaching have been around for ages, probably for a century or more. In contrast, coaching in business has been around for only two decades. In this short space of time, over 70% of managers in the Fortune 50 companies are now benefiting from this new coaching, as the profession has risen to become the second fastest growing profession in the world.
A colleague recently did a really good job in helping me with some difficulties around a particular project we were both involved in. His efforts meant that things eventually worked out well for both of us. It left me with a feeling of gratitude and connectedness. With these warm feelings informing my words, I sent him a sincere message of thanks. His reply was a brief, ‘no worries bud’.
All of us have given up on a project, bailed on a relationship, quit something that was not working. I’m all for not flogging a dead horse, but something happened last evening that got me thinking about this a bit more. After a few very cold and rainy Cape Town winter days, the clouds parted and the sun popped it’s head out, offering me a small gap to run a Hout Bay mountain trail.
During three previous professional assignments, I found myself being highly frustrated as I tried, woefully unsuccessfully, to manage a uniquely destructive individual. Each was highly successful, well respected in their field and admired by many (except the few who worked closely with them). They were also uniquely manipulative and destructive. Eventually the environment around them became untenable, soul destroying and often impossible for others to survive in.
Rajasthan Royals beat Chennai Super Kings two days ago to progress to their first ever Champions League T20 cricket final, scheduled for tonight. On that same semi-final night the Royals demonstrated something quite extraordinary, something that had me unexpectedly choked up with emotion when I spoke about it at the following day’s team meeting.
When I addressed the Indian cricket team for the first time (in 2008), I started by explaining that I did not see them as ‘cricketers’, but as human beings, each with many facets. Being a talented cricketer is only a part of who they are. They may also be someone’s brother, son, friend, parent or partner, and each is a unique emotional, intellectual and spiritual being. I reminded them that they were born with their talent, call it God-given, which is not an achievement but a blessing. The achievement comes when they tirelessly study, train and practice to develop that talent.
Eighty percent of people who voluntarily resign from their jobs cite their manager as one of the main reasons for doing so. They move on in search of a more attractive opportunity or better working environment. Professional cricketers are selected into their position and thus are not so lucky if they have a lousy ‘boss’, they can’t leave and go to another team. Conversely, most people who are happy in their team or workplace are likely to have a coach, captain or boss they respect and who is a likeable person. After all, the leader sets the tone for most performance environments.
The past week or so has found me pondering the disappointment of the Proteas’ early exit from the recent World T20 Tournament. I hazard a guess that most other players and coaches (and fans) may have been doing similarly. Losing three out of three super eight games and bowing out before the semi-final stage was a far cry from what the team had planned for. As I sat in my lounge in Cape Town watching the winning West Indian team dancing that captivating Caribbean jig, it occurred to me that there were 14 other teams who also went home losers – or at least, not as tournament winners. That’s a whole lot of losing.