9 Beliefs of Remarkably Successful People

"The most successful people in business approach their work differently than most. See how they think--and why it works."

A great read that inspired a lot of thought and one of my favorites since the post on "Why People Fear Hard Work", here. Thank you to Jeff Hadan from Inc.com who spent time incorporating many different thoughts into 9 principles.

1. Time doesn't fill me. I fill time.

Deadlines and time frames establish parameters, but typically not in a good way. The average person who is given two weeks to complete a task will instinctively adjust his effort so it actually takes two weeks.
Forget deadlines, at least as a way to manage your activity. Tasks should only take as long as they need to take. Do everything as quickly and effectively as you can. Then use your "free" time to get other things done just as quickly and effectively.
Average people allow time to impose its will on them; remarkable people impose their will on their time.

2. The people around me are the people I chose.

Some of your employees drive you nuts. Some of your customers are obnoxious. Some of your friends are selfish, all-about-me jerks.
You chose them. If the people around you make you unhappy it's not their fault. It's your fault. They're in your professional or personal life because you drew them to you--and you let them remain.

Think about the type of people you want to work with. Think about the types of customers you would enjoy serving. Think about the friends you want to have.

Then change what you do so you can start attracting those people. Hardworking people want to work with hardworking people. Kind people like to associate with kind people. Remarkable employees want to work for remarkable bosses.

Successful people are naturally drawn to successful people.

3. I have never paid my dues.

Dues aren't paid, past tense. Dues get paid, each and every day. The only real measure of your value is the tangible contribution you make on a daily basis.
No matter what you've done or accomplished in the past, you're never too good to roll up your sleeves, get dirty, and do the grunt work.  No job is ever too menial, no task ever too unskilled or boring.
Remarkably successful people never feel entitled--except to the fruits of their labor.

4. Experience is irrelevant. Accomplishments are everything.

You have "10 years in the Web design business." Whoopee. I don't care how long you've been doing what you do. Years of service indicate nothing; you could be the worst 10-year programmer in the world.
I care about what you've done: how many sites you've created, how many back-end systems you've installed, how many customer-specific applications you've developed (and what kind)... all that matters is what you've done.
Successful people don't need to describe themselves using hyperbolic adjectives like passionate, innovative, driven, etc. They can just describe, hopefully in a humble way, what they've done.

5. Failure is something I accomplish; it doesn't just happen to me.

Ask people why they have been successful. Their answers will be filled with personal pronouns: I, me, and the sometimes too occasional we.
Ask them why they failed. Most will revert to childhood and instinctively distance themselves, like the kid who says, "My toy got broken..." instead of, "I broke my toy."
They'll say the economy tanked. They'll say the market wasn't ready. They'll say their suppliers couldn't keep up.
They'll say it was someone or something else.
And by distancing themselves, they don't learn from their failures.
Occasionally something completely outside your control will cause you to fail. Most of the time, though, it's you. And that's okay. Every successful person has failed. Numerous times. Most of them have failed a lot more often than you. That's why they're successful now.
Embrace every failure: Own it, learn from it, and take full responsibility for making sure that next time, things will turn out differently.

6. Volunteers always win.

Whenever you raise your hand you wind up being asked to do more.
That's great. Doing more is an opportunity: to learn, to impress, to gain skills, to build new relationships--to do something more than you would otherwise been able to do.
Success is based on action. The more you volunteer, the more you get to act. Successful people step forward to create opportunities.
Remarkably successful people sprint forward.

7. As long as I'm paid well, it's all good.

Specialization is good. Focus is good. Finding a niche is good.
Generating revenue is great.
Anything a customer will pay you a reasonable price to do--as long as it isn't unethical, immoral, or illegal--is something you should do. Your customers want you to deliver outside your normal territory? If they'll pay you for it, fine. They want you to add services you don't normally include? If they'll pay you for it, fine. The customer wants you to perform some relatively manual labor and you're a high-tech shop? Shut up, roll 'em up, do the work, and get paid.
Only do what you want to do and you might build an okay business. Be willing to do what customers want you to do and you can build a successful business.
Be willing to do even more and you can build a remarkable business.
And speaking of customers...

8. People who pay me always have the right to tell me what to do.

Get over your cocky, pretentious, I-must-be-free-to-express-my-individuality self. Be that way on your own time.
The people who pay you, whether customers or employers, earn the right to dictate what you do and how you do it--sometimes down to the last detail.
Instead of complaining, work to align what you like to do with what the people who pay you want you to do.
Then you turn issues like control and micro-management into non-issues.

9. The extra mile is a vast, unpopulated wasteland.

Everyone says they go the extra mile. Almost no one actually does. Most people who go there think, "Wait... no one else is here... why am I doing this?" and leave, never to return.
That's why the extra mile is such a lonely place.
That's also why the extra mile is a place filled with opportunities.
Be early. Stay late. Make the extra phone call. Send the extra email. Do the extra research. Help a customer unload or unpack a shipment. Don't wait to be asked; offer. Don't just tell employees what to do--show them what to do and work beside them.
Every time you do something, think of one extra thing you can do--especially if other people aren't doing that one thing.

Sure, it's hard.

But that's what will make you different.

And over time, that's what will make you incredibly successful.

Jody Conradt Keynote Address

4/27/2012

Below are some notes I took from Coach Conradt's keynote address at A Step Up coaching symposium in Dallas this weekend. Watch for much more A Step Up information over the next few weeks!


This is a PROFESSION; teach one, reach one- each one.

Coaching is not just recruiting; what's most important is being a student of the game; setting your self apart and rising above. Coaching is teaching- be a lifetime coach.

Be a giver.

"Opportunities don't go to the best kept secret"

Make no mistake...coaching is a winning business. Accept the challenge. (Win every day, all day, in everything you do).

An important element of leadership is helping others love our passion for women's basketball.

Recruiting
-Culture is defined as the core values on which something is built. This is the hard part...trying to get your student-athletes to use their talents to be part of the team.
-Team is defined as a group of people brought together with common purpose.
-Need to lead SA's to "doing the right thing" by promoting and upholding standards of the team.
-Consider the PSA's culture when recruiting them to your team. Evaluate their home life and high school experience (AAU is temporary; mostly in the summer, limited practices, etc)

Important Player Qualities:
1. Focus/Intensity/Passion/Willingness to commit to goals and achieve them/Natural enthusiasm
-need athletes who believe its fun to compete in practice!
-todays athletes don't want to compete and make each other better....they're afraid of making each other "look bad" (it's almost like you need alter egos in practice so kids can leave emotions at home).
-It's up to us to create an environment where competition is fun and healthy
Remember....life's not fair; accept responsibility (the ABILITY to RESPOND! Event + Reaction = Outcome).
 
2. Willing to accept their role
-What happens when you wine and dine a player, then they sit on the bench their freshman year?
-Who on your team OWNS rebounding? Steals? This must be developed by coaching staff through repeated emphasis.
-The best compliment a player can get... "When you are on the floor, everyone plays better"
-As a coach, avoid saying "my" team. It's the players team! Help make them feel that way- allow them to create team rules. This creates a sense of ownership and shared responsibility. Avoid calling them "kids"- this is a built in out for immature behavior and other ills! Think of the qualities we hate to see in kids....do we ever display those? Lead by example!
-Selfishness and ego will kill teamwork more than anything.
 
3. Communication- listen, sense, feel.
Women are more preoccupied with relationships than achievement; they want to please their peers more than adults.
Often, a roommate or teammate will be the peril of one's academic/basketball woes. Ask the player- have you talked to this person about the issue you are having? Odds are there is a lack of communication.
-Create an environment of communicative efforts!
-Give examples of situations and ask the team to answer. For example: Your teammate is in the parking lot/cafeteria/room with their boyfriend or girlfriend. They show up to workouts late and tell the coach that they were finishing a test and talking to a professor. The entire team knows where that athlete was but the coach accepts the tardy excuse and moves on. What do you do? Answer: the team should police, protect the team and uphold its standards. Teammates should let that player know that is unacceptable behavior and if it happens again then there will be more serious consequences.
In life there are consequences just like in basketball- when you foul 5 times, you're out!

-Leadership is an art, not a science. Need to learn when to nudge and when to show...when to hide and when to be visible...when to use the stick or the carrot...when to shout or whisper.

Chemistry fits in with confidence. You have to like the sense of team and environment. Understand your team members! Encourage confidence in each other- it will only help you! Respect- don't have to like everyone.

Important qualities in assistants:
1. Teacher- on Coach Conradt's staff, no one ever missed more than 5 practices per year. Why would you punish an assistant with that?

2.  Mirror the HC's values

3. Competent piece for the program. What is their expertise and does it fit in/balance out staff?

4. Complete the HC's weaknesses and fill other assistant's voids

 
 Q&A

How do you delegate leadership? 
"If you're a senior, you're a captain"



What is coach's role in promoting the program and growing the game??
Regarding marketing: it IS your job to get people in the seats and newspapers to cover you!
MBB are like bankers...people with lines out the doors, plenty of business.
WBB are like insurance salesmen...must go door to door!

WBB sells on personality and story of players.

Think we do need players names on their jerseys for public recognition.

Creating the Perfect Tomorrow

Before going to bed, ask yourself: What will tomorrow look like?

Would you take a test before reviewing your notes? Coach a game without scouting the opponent? Then why would we start a day without thinking ahead of what we want to get out of it?

Step One: Review your personal and professional long-term goals (big picture)

Step Two: Envision success in working towards those goals (small picture).

Step Three: Start with the small tasks (action steps) that can be done TOMORROW to work towards your goals.

Step Four: Do the uncomfortable...that's how we grow.  

Step Five:  Focus and follow through. Set notes/reminders. Email the plan and print it to yourself. Putting ideas into actions is the HARDEST PART!      

Contribute or Contaminate

Easy enough: you're either contributing or your contaminating the practice court. Great video.

Ways to Improve Everyday

1. #ImproveEveryDay by reading about/from those who already are where you want to be.


2. #ImproveEveryDay by prioritizing your day. Doesn't matter how, but develop a system that works for you!


3. #ImproveEveryDay by being productive w/ down time. Make it deliberate, not convenient.


4. #ImproveEveryDay by reviewing old notes, applying those ideas, then innovating from them.


5. #ImproveEveryDay by carrying a pen + pad, and using them. Write down your ideas and good ones you hear.


6. #ImproveEveryDay by seeking out significant professional relationships, and cultivating them.


7. #ImproveEveryDay by having a Grad Assistant mentality. No task is beneath you, and find other ways to contribute when you finish yours!


8. #ImproveEveryDay by learning to say no. Don't stretch yourself too thin - allow room to focus.


9. #ImproveEveryDay with a WIN mentality - Work Hard. Intensity. No excuses.


10. #ImproveEveryDay by remembering that the best leaders are servants first. People follow those who do something for them!

Thanks to Collin Wright (his blog here) 

Is your coaching style adaptable to the new generation?

Here's a simple fact with huge effects: you cannot coach today's kids the same way you coached a team 10 years ago. Are you making the adjustment?

Below are 5 characterizations from the article The Most Technologically Advanced Yet by Sherry Posnick-Goodwin that pinpoints how today's "Generation Z", "Generation @" or "iGeneration" cohorts (generally born between 1991-2001) experience the world and what effect this has on how we teach and motivate them.

1. Technology has led students to expect instant results for all things, says Daniel Watts, a computer graphic arts teacher for at-risk youth at Elinor Lincoln Hickey Junior/Senior High School in Sacramento. “I gear my curriculum so students can experience success as quickly as possible. It’s motivation for them to want to learn more and take it to the next level.”

How coaches and teachers can adjust: emphasize the importance on the process and focus on small victories every day. Set them up for success- break complex drills/plays into bite-size chunks so they can experience success early; then, challenge them little by little every day, slowly moving them away from their comfort zone.

2. “They need constant feedback because of the immediacy technology has given them,” agrees Duane Mendoza, a technology resource teacher at E.O. Green Junior High School in Oxnard.

How coaches and teachers can adjust:  provide them with a measure of their success every day. For example, 2 years ago I worked out with a great young basketball player getting ready to play for a nationally ranked team in college that fall. One weakness was obvious: the player lacked quickness. The first 20min of our workout was dedicated to improving quickness with line-jumps, defensive slides, and sprints, as well as other basic basketball drills like Mikan layups, x-outs, ball handling, etc. I bought a handheld clicker-counter (I think it's used for baseball) and tallied each repetition in a specified time frame (example: how many right foot line-jumps in 30 seconds? How many slides, x-outs or Mikans in 45 seconds?). As the weeks went on, I charted and graphed the player's progress. I gave them a visual graph showing each workout and the time/number of reps in each drill, and the player could see their improvement day by day!

3. Every generation, for better or for worse, has a set of characteristics that define them. For Gen Z, the dominant trait is that they are masters of multitasking and can talk, text, listen to music and look up information on the Web without missing a beat.

How coaches and teachers can adjust: if you are talking, and one of your players is chewing their nails and not making eye contact, are they being disrespectful? Are they not listening? It seems like this multi-tasking may actually help them focus on what you are saying!

4. Some mental health experts believe that a constant stream of electronic information is causing a form of technology-induced attention deficit disorder. John Raley, an associate clinical professor of psychiatry at Harvard Medical School, uses the term “acquired attention deficit disorder” and says that technology is rewiring the modern brain.

How coaches and teachers can adjust:  Drills (for coaches) or lesson plans (for teachers) should be quick, concise, packed with information and have a clearly defined time limit. On the practice court, instead of reviewing 25 minutes of zone defense, it is probably beneficial to break that into 9-10min segments throughout practice.

5. Elias Aboujaude, director of Stanford University’s Impulse Control Disorders Clinic, has expressed concern that young people are losing the ability to analyze complex information.
“The more we become used to just sound bites and tweets, the less patient we will be with more complex, more meaningful information,” he told the San Francisco Chronicle. “And I do think we might lose the ability to analyze things with any depth and nuance.”

How coaches and teachers can adjust:  vocal teaching, pre-game talks, half-time adjustments, explaining new ideas and concepts, and teaching something brand new should focus on a few simple points and be communicated clearly and simply (KISS = Keep It Simple Stupid).

Talent is Overrated (VIDEO)

Talent is Overrated ... The secret to success? FOLLOW UP

How do world class performers get so good? The common perception is that they are born to do what they do (talent), or they have worked extremely hard to get where they are (work ethic). Research has shown that it has little to do wither either talent or hard work.

Most people will argue that Tiger Woods was BORN to be one of the world's best golfers. There's no doubt that he is very talented and has accomplished things that most others will never accomplish in a lifetime. But in the last post I referred to a book written by Geoff Colvin called "Talent is Overrated". In it, he gives an account of how Tiger got so good at his sport (the short answer: deliberate practice).

The book is a great read because it debunks some common perceptions about how people get so good at what they do and it truly eliminates the mystique of top performers while helping you to realize steps that we can take to improve ourselves.

Paraphrasing from the book:

TIGER WOODS
Woods' father, Earl, was a retired teacher who had a lifelong passion for sports. He was a star baseball player at Kansas State and later coached youth sports teams in addition to teaching cadets in military practices at the City College of New York. He grew to become fanatical about golf and had achieved a handicap in the low single digits, placing him in the top 10% of players. Enter Tiger....he is born into the home of a pretty darn good golfer who loves to teach and is eager to begin teaching his son as soon as possible. Earl is retired and his wife does not work outside the home; they have decided that Tiger would be their first priority.

When Tiger was born, Earl wrote "I had been properly trained and was ready to go. I took over new ground in starting Tiger at an unthinkably early age".

At age 7 months, Earl gives Tiger his first metal club (a putter). He sets up Tiger's high chair in the garage where Earl hits balls into a net and Tiger watches hours on end. Before Tiger is two, they are at the golf course playing and practicing regularly. At age 4, Tiger was being trained by professional teachers.

Neither Tiger or his father suggest that Tiger came into this world with a gift for golf, and Tiger has repeatedly credited his father for his success.

Trying to understand his early interested in the game, Tiger does not talk about an inborn fascination with golf. Rather, he has written, "golf for me was an apparent attempt to emulate the person I looked up to more than anyone: my father".

Another example? Google "Polgar sisters chess".

 Going to post a video interview with the book's author- definitely a great way to spend 5 minutes!

Vic Shaefer's talk at the Final Four

Below are some notes I took when Texas A&M Assistant Coach Vic Schaefer spoke at the WBCA Convention at the Final Four last year (the day his Aggies won the National Championship!).

-Assistants and Head Coaches can agree to disagree...but, when you disagree, it should be about what we think is best for the program or team.

-The Head Coach should talk to parents about intangibles, but let the Assistants handle the crises that arise.

-Knowledge of the game is so important!! WATCH THE GAME!! (See my post on "deliberate practice" here)

-Professionalism is so important...what you say, how you dress...

-Know you're stuff- we aren't paid to be wrong.

-Be a voice to your Head Coach. Sometimes, bosses need to think it's their idea about a game plan or something that will benefit the team/program.

-Go to work early and stay late.

-Emotionally invest in your team!

-Teach kids to be accountable and to hold each other accountable (it's not personal, only work!). For example, run on the 3rd missed block out.

-It's not WHAT we do...it's HOW we do it

-Trust is the foundation of A&M's defense....tight ball pressure = susceptible to penetration. Need to trust your teammates' rotations, etc.

-Post defense is played 35' from the basket (bump and get position early)

-Make your team uncomfortable in practice so they are better prepared to face adversity in games (and life!)

-Clear minds make plays. KISS (Keep It Simple Stupid)

-A&M has a foundation of the same 3-5 drills everyday

-BE WORTH POINTS EACH GAME (on defense!)

-Defense is a LEARNED response.

Talent is Overrated ... The secret to success?

Perfect practice makes perfect. 

I'm in the middle of reading the outstanding book by Geoff Colvin called "Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else".

Brief summary: "Why are certain people incredibly great at what they do? Most of us think we know the answer- but we're almost always wrong. That's important, because if we're wrong on this crucial question, then we have zero chance of getting significantly better at anything we care about."

So, what makes world-class performers so remarkable? Colvin presents a ton of research that shows natural, innate, "born-with" talent is just a fallacy. Also, it isn't simply "hard work" that elevates some above others. The short answer? Deliberate practice. (there are many details about what deliberate practice is and is not...post with details to come).

Granted, you need to have the physical qualities and mental cabilities to perform a certain task (ex: height to be a basketball player, right brain strength to be an artist).

From chess grand-masters to violin virtuosos, from General Electric's CEO to Tiger Woods, Colvin reviews how these remarkable people actually possess average IQ's and have done one thing to rise above the competition: practice with intention. A LOT of practice, with specific intentions.

Check back in the next post for a quick overview of how Tiger Woods and Mozart became so great at what they do.

Culture beats strategy...All day long!

How Do You Weigh Strategy, Execution, and Culture in an Organization's Success? -Article from Harvard Business School by Jim Heskett

Strategy, execution, and culture: Do we have our priorities right? 

"An outstanding strategy weakly executed will always be trumped by a weak strategy with outstanding execution.

What if you had a plan to be president of the USA? You could have a perfect plan. A brilliant one! One, that if put on practice, it would give you a 100% chance of being the next president of the USA.

There is a catch. It's extremely hard to accomplish and you can't do it alone. Actually, you need the best people available, you all have to be believe you can do it and above all, you have to learn how to work together.

Other than that, the plan is perfect.

It's all about people. It's all about making ideas become reality.

Reality is made of people, doing small things, every day. It's not about abstract ideas that in the realm of imagination look good.

Is strategy good? Of course it is. It gives us a goal, direction, things to care about, helps us to work together.

But it's not everything. And actually, it's not even a must.

You can win without a strategy. You could be lucky. You could have other people who care about you and help you in your objectives. Your competitors could make the wrong choices.

There are an infinitude of variables that just makes every good strategy a good guess.

Strategy gives you an edge, but it's nothing without people (culture).

13 Key Habits to Help You "Seize the Day" Part 2/2

From Success Magazine, Paul J. Meyer, 2009.

Part 2/2

7. Be a giver!


8. Be positive: Being positive has the potential to turn the worst situations into victories.


9. Smile a lot and laugh at life: Adversity is a stepping-stone, not a road block. Why not laugh in the midst of challenges?


10. Live life with enthusiasm: Why not give it your all?


11. Enjoy life!


12. Find a hobby you enjoy: Balance your work and with "personal" time spent with friends, family, or a hobby.


13. Look for people to help: Being a helper is so rewarding!

Here's to the crazy ones...

10 Secrets of Successful Leaders (Part 1/2)

Part 1 of 2. 

Eleanor Roosevelt once said, “A good leader inspires people to have confidence in the leader, a great leader inspires people to have confidence in themselves.” But, becoming a great leader isn’t easy. Successfully maneuvering a team through the ups and downs of starting a new business (or a basketball season!) can be one of the greatest challenges a small-business owner faces.

Leadership is one of the areas that many entrepreneurs tend to overlook, according leadership coach John C. Maxwell, whose books include The 21 Irrefutable Laws of Leadership (Thomas Nelson, 1998) and Developing the Leader Within You (Thomas Nelson, 1993).

“You work hard to develop your product or service. You fight to solve your financial issues. You go out and promote your business and sell your product. But you don't think enough about leading your own people and finding the best staff,” Maxwell says.

It turns out, the skills and talents necessary to guide your team in the right direction can be simple, and anyone with the determination can develop them. Here’s the first 5 tips drawn from the secrets of successful leaders.

1.     Assemble a dedicated team.
Your team needs to be committed to you and the business. Successful entrepreneurs have not only social and selling smarts, but also the know-how to hire effectively, says leadership trainer Harvey Mackay, who wrote Swim with the Sharks Without Being Eaten Alive (Ivy Books, 1995). “A colossal business idea simply isn't enough. You have to be able to identify, attract and retain talent who can turn your concept into a register-ringing success,” he says.

Related: What's Your Leadership Style?

When putting your team together, look for people whose values are aligned with the purpose and mission of your company. Suzanne Bates, a Wellesley, Mass.-based leadership consultant and author of Speak Like a CEO (McGraw Hill, 2005), says her team members rallied around each other during the worst part of the recession because they all believed in what they were doing. “Having people on your team who have tenacity and a candid spirit is really important," she says.

2.     Overcommunicate.
This one’s a biggie. Even with a staff of only five or 10, it can be tough to know what’s going on with everyone. In an effort to overcommunicate, Bates compiles a weekly news update she calls a Friday Forecast, and emails it to her staff. “My team is always surprised at all the good news I send out each week,” Bates says. “It makes everyone feel like you really have a lot of momentum, even in difficult times.”

3.     Don’t assume.
When you run a small business, you might assume your team understands your goals and mission -- and they may. But, everybody needs to be reminded of where the company’s going and what things will look like when you get there. Your employees may ask, “What’s in it for me?” It’s important to paint that picture for your team. Take the time to really understand the people who are helping you build your business.

“Entrepreneurs have the vision, the energy, and they’re out there trying to make it happen. But, so often with their staff, they are assuming too much,” says Beverly Flaxington, founder of The Collaborative, a business-advising company in Medfield, Mass. “It’s almost like they think their enthusiasm by extension will be infectious -- but it’s not. You have to bring people into your world and communicate really proactively.”

      4. Be authentic.

Good leaders instill their personality and beliefs into the fabric of their organization, Flaxington says. If you be yourself, and not try to act like someone else, and surround yourself with people who are aligned with your values, your business is more likely to succeed, she says.

 “Every business is different and every entrepreneur has her own personality,” Flaxington says. “If you’re authentic, you attract the right people to your organization -- employees and customers.”

     5. Know your obstacles.
Most entrepreneurs are optimistic and certain that they’re driving toward their goals. But, Flaxington says, it’s a short-sighted leader who doesn’t take the time to understand his obstacles.

“You need to know what you’re up against and be able to plan around those things,” she says. “It’s folly to think that just because you’ve got this energy and enthusiasm that you’re going to be able to conquer all. It’s much smarter to take a step back and figure out what your obstacles are, so the plan that you’re putting into place takes that into account.”

How to Develop Mental Toughness

How to Develop Mental Toughness on the Court

By Alan Stein, CCS, CSCS, StrongerTeam.com

A couple of years ago I was fortunate enough to meet Graham Betchart, a brilliant performance coach who specializes in mental skills training for athletes.

After numerous phone conversations and email exchanges we finally connected in person at a Big East college basketball game.

I have always been fascinated by the role the mind plays in achieving success on the basketball court, and have spent a ton of time studying (and improving) that aspect of my own coaching arsenal.

Depending on who you ask, most agree that basketball is around 75 percent mental (Bob Knight was even quoted as saying the "mental is to the physical as 4 is to 1"). Yet most players readily admit they don't spend time working on mental training. So at best, they spend 100 percent of their time and effort focused on the remaining 25 percent.

If you want an edge, you have to train your mind and body.

Mental Toughness

People define "mental toughness" in a variety of ways, and there is usually some truth to most of those definitions.

Part of mental toughness is learning how to be comfortable being uncomfortable.

Another part of mental toughness is the ability to focus on what you can control and stay in the moment (also known as "Playing Present").

One of the biggest roadblocks to maximum performance for both players and coaches is falling in the trap of focusing on (and worrying about) things that are out of their control.

You are 100 percent in control of:

• Focus
• Attitude
• Body Language
• Effort
• Thoughts
• Communication

You have zero control of the refs, the fans, or your opponent. And contrary to most people's understanding, you don't have full control over making a shot or winning a game! You can do a series of things that strongly increase your chances of making a shot or winning the game, but you don't have complete control of it. If you did, every shot would go in and you would win every game!

The key to effectively playing present is to focus on the 'next play.' Not the one that just happened--it's over. Not the one that may happen later, but the play right in front of you. You must learn how to focus on the task at hand and execute that to the best of your ability. Then do that for the next play. And the next play. And the play after that. One play at a time.

When you get back on defense, that stop is the most important stop of the entire game. Why? Because it is the ONLY one you can directly affect. It's kind of like the old coaching mantra "the next game on our schedule is the most important game of the year." There is a ton of wisdom behind that quote.
Same holds true for shooting. The next shot is the only one that matters because it is the only shot you can affect. That is what makes Michael Jordan so phenomenal. Although it rarely happens, if MJ misses his first 10 shots... he doesn't let it affect his 11th shot. The 'next shot is going in' mentality is why he was such a potent offensive player. He always thinks, "My next shot is good."

Focus on the Process

A key component of playing present is being able to focus on the process, not the result. For instance, don't worry about whether or not you make the shot. Instead, focus on the steps needed to greatly increase your chances of making the shot:

• Being on balance
• Having good footwork
• Staying square to the rim
• Keeping your eyes on the rim
• Executing your shot technique
• Holding your follow through

Focus on these things because they are things you have complete control over. You control whether or not you are on balance, have good footwork, are square to the rim, etc. If you focus on these things, more times than not, you'll make the shot. But if you only worry with the outcome (making the shot) instead of the process (the steps above), you will not be a very good shooter.

You need to be so into the moment ('Play Present')... that on an offensive possession you are thinking something to the effect of, 'cut hard to an open space, catch the ball, square up, survey my options, and make the right play.' Now of course all of this needs to happen quickly, in real time. You can't be out on the court in La-La-Land day dreaming! In fact, it is the opposite. When you 'Play Present', you are so dialed in you have razor-sharp focus.

Creating this awareness is what separates an NBA superstar from other talented players. He always gets back to the process and doesn't worry with the outcome. Don't be a sucker for the results! Focus on perfecting the process and the results will follow.

John Wooden was famous for NEVER talking about winning. All he talked about was the characteristics needed to be successful. In his case, the winning (obviously) took care of itself.
Just remember, the next step is always the most important step... focus on each and every possession. Play present. Coach Betchart also calls this concept W.I.N. -- 'What's Important Now?' The only thing that should be important now is the play that is right in front of you; the next play.

Get in the "Zone" Part VI

 Part 6 of a 7 part series on helping athletes and coaches get focused, achieve flow and "get in the zone".

 

 

Do not try at trying

Falling into the trap of trying too hard when you want to achieve a desired result is easy. It occurs frequently in sport, when you get an athlete desperately trying to regain their past form. Unfortunately their attempts to get back to winning ways are usually in vain. The rule is, if you over-try to reach a particular outcome your efforts push your target further away from your grasp.

The key to entering the zone is to find the middle point between over-trying and under-trying. This state is probably the most important factor in determining how successful you are at staying in a zone-like state for extended periods of time. 

The reason you often drift in and out of the zone during a performance is because of a failure to maintain the equilibrium between under-trying and over-trying. Sometimes when things are going against you, you will try to force the issue, tipping the scales towards over-trying. The moment this occurs you leave your zone-like state. 

‘Don’t force the flow. When you push, things tend to push back.’ Neil (2006)

Get in the "Zone" Part IV

 Part 4 of a 7 part series on helping athletes and coaches get focused, achieve flow and "get in the zone".

Play for someone who you love

Making the commitment to play for a cause beyond yourself  will inject inspiration, drive and determination into your performance.  

Athletes often dedicate performances to loved ones, admired individuals who have recently died, and sometimes for charities and other worthwhile organizations.

The effect on athletes who use this strategy is often miraculous. They appear as if possessed by a force greater than themselves, helping them to attain a zone-like performance.

Answering the following question before competitive performances may help you to enter the zone before performances.

How would you play if you wanted to express your love to someone close to you?

By directing your attention and focus to how you would play if you were dedicating your performance to someone special, the mind fills will positive thoughts and actions to increase the likelihood of playing at your best.

The power of process

Athletes are often distracted by performance outcomes. In professional sport winning is more important than anything else.

However its important to remember that consuming yourself with the outcome of winning does not tell you how to win. It is therefore essential that your focus is directed towards the processes that creates the winning result.

Outcomes are just a by-product of the quality of the processes that you have followed. If the quality of the process is poor, this will be reflected in the outcome.

Work out the key processes that form the backbone of performing well. For example, in basketball, some of the key processes may include maintaining an athletic stance, shooting hands/feet ready, timing cuts perfectly, etc.

The key processes depend very much on the sport that you are playing. Sometimes it is useful to sit down with your coach to identify these key processes.

During a performance if you direct all your focal powers towards these processes, you increase your chances of producing a strong performance.

Positive Teaching Techniques That Inspire Improvement

Some snippets from an excellent article by Sheri Jeavons! 

If you’ve ever tried to coach someone to stop doing a particular behavior or to change a certain action, then you know how difficult it can be to break bad habits and alter their ways. Why is it often so hard to help people improve, even when you specifically point out what they’re doing wrong is hurting them? Because most (young) adult learners are self-critical, and they typically don’t learn by hearing negative feedback.  

 

In fact, the natural tendency for most people is to defend their existing behavior, no matter how disruptive or self-sabotaging it is.  If you really want to motivate someone to go to their own next level, then you have to do so in an authentic way, with positive, solutions-oriented language.  Here are some coaching techniques that inspire people to improve:

Coach the positive rather than critique the negative: In order to build your (team members) to the next level, you need to first identify what you want them to achieve. Once you have determined the positive behavior, you can then determine the skill sets that can build the team/person to the desired outcome.

For example, in a selling situation, most new salespeople will naturally want to tell all they know about their company. They talk about the company, about the product, and about all the reasons why someone should buy from them. In the midst of all their talking, they neglect to ask the prospect open-ended questions that prompt dialog and encourage the prospect to reveal wants and needs.

In order to get the salesperson to change his or her approach, a typical manager might say, “In that last call I noticed that you did most of the talking and then ran out of time to ask questions.  Do you really feel you know what the prospect needs?  Next time ask some questions before giving an explanation and see if you can get them talking.” This kind of feedback focuses on the negative first, which could result in the employee shutting down prior to hearing your suggestions. 

A better approach, and one that will motivate the salesperson to be more open to change, is to say, “For the next call, let’s talk about how we can facilitate more discussion with the client.” 

See the difference?  Instead of criticizing what you don’t like, you’re stating what you’re going to help the salesperson achieve. With the criticism gone, the salesperson is automatically more open to your suggestions. Some other lead-in statements you could use are:

• Let’s have you experiment with this process…
• Let’s talk about taking you to your own next level…
• Let’s discuss how we can engage the customer to create more conversation…

After the salesperson hears your willingness to build their skills, then you can give specific suggestions to help them facilitate discussion with the client. Keep it positive so they are motivated to listen to your advice.

Ask the other person what he or she needs to learn:  Asking people for their input regarding their own performance engages them about skill sets they want to fine tune and potentially learn.

After you ask someone what he or she would like to improve, have the person clarify in two or three statements some very specific things they would like to learn. This enables you to get agreement that change and improvement are necessary. Next, have the person prioritize what he or she feels the most pressing learning objective(s) should be. Lastly, give some coaching tips and learning ideas so the person feels they have some power in the learning process. Now you’re empowering the learner to have a say in their own change. 

What should you do if one of your teammates often gets defensive during meetings? Instead of saying, “That meeting didn’t go very well. You were a little defensive,” simply ask, “How do you think the meeting went?” Most people will know (and admit) that the meeting didn’t go well. Then immediately ask, “How would you have handled that meeting differently?” Listen to what the person says and coach to those points.

If the person doesn’t seem to say anything of value, then refer back to the first point and say, “For the next meeting, let’s talk about how you can take your skills to the next level. In particular, how you effectively facilitate a meeting.” 

 

Focus on the future: During your discussions with the person, always talk about “next time.” Never go back and recreate the bad situation. For example, with the person who becomes defensive during meetings, rather than point out when he or she became defensive, you could say, “Next time, when you find that you’re getting in a defensive conversation with someone, immediately put on your facilitation hat. At that moment, stop defending your position and start asking questions.”

Begin the coaching dialog directly after the behavior has occurred – within 24 hours – so the event is fresh in the person’s mind and he or she can grow from it. Never wait until a yearly performance evaluation to give someone feedback.  

 

By using these coaching techniques on a regular basis, you will motivate and inspire people to improve. By providing feedback with positive language, people will look forward to your coaching sessions. When that happens, you’ll have professionals eager to change and achieve to their own next level of performance.

Get in the "Zone" Part III

 Part III of a 7 part series looking at how to help student-athletes and coaches "get in the zone".

 

Focus outwards

There are only 2 directions focus can take: inwards and outwards. 

Inward focus consists of attending to your internal thoughts. In the context of sport, planning your routines and set-plays is an example of inward focus. Dwelling on past mistakes, and worrying about up-coming events are also examples of inward focus. 

Outward focus involves attending to the physical events that are going on around you. Being consumed with the physical actions of your sport would be a prime example of outward focus. 

Do all your inward focusing before a performance. This may involve planning your strategic approach to the game, and creating a positive internal state to go out and compete. 

Once you enter the competitive arena, become totally absorbed in the physical actions of your sport, and allow your internal thought processes to function automatically. The moment that your focus goes inwards during a performance, you run the risk of paralysis by analysis. This is a state that arises when you over-think automatic actions. The moment that you think too much about the specific action you cause it to unravel, and become cumbersome. 

Find a comfortable seat in front of a clock and spend as long as you can focusing on the movement of the second hand, with a clear mind. The moment a thought enters your head, stop and start again. Time yourself and see how long you can last. Over time your performance on this task will begin to improve. This will help you achieve a very effective outward focus system. 

Filling up your tank

The brain does not distinguish between real and imagined events.

Take full advantage of this by filling  your mind and body with powerful energy to get into a zone-like state. 

We ask our student-athletes to get warmed up and mentally ready before a game. How do we, as coaches, get warmed up, mentally prepared and focused before a game?

A good time to use this exercise is in the locker room before competitive performances.

Get yourself into a comfortable and relaxed state by taking as many deep breaths as you need in order to achieve this. Close your eyes ...visualise and identify any negative energy that may currently reside in your body. This could be in the form of anxiety, nerves, apathy, or a number of other negative emotions. Now imagine opening your body to drain the negative thoughts and energy. Do this until your body is free of negative thoughts, nervousness, etc. Now imagine your body filling up with positive energy -use positive memories and visualize yourself performing successfully. Notice how it feels when it enters your body. Keep doing this until your body is filled to the brim with power and positive energy. Open your eyes when your mind and body feel energized and ready for action.

Thought...

Successful people often do things that are common sense, but not commonly practiced. 

For example, all basketball players know they should get extra shots up, or they should work-out with a purpose.

Coaches know that they should read more coaching books or watch more instructional DVD's, or they should continue to advance their knowledge in their field everyday.

However, it's a difficult thing to put into practice because other things seem to take priority (but remember- 20% of your efforts will lead to 80% of your success!).