Correcting Versus Managing
It’s possible that our job as performance coaches is not to correct faults.
To think bigger than our programmes and sessions.
It’s possible that our job is actually to help people to learn to manage themselves better over a month, a year, a career.
I was chatting to golf coach Steve Robinson, a coach I believe is one of the best I’ve had the fortune to work with (in any sport) and he said this:
Some of my players are making the same mistakes they were ten years ago they’ve just learnt to manage them better.
It’s a very interesting thought process.
We can actually teach people to manage themselves better? Versus teaching them to correct the fault?
And a bigger question….how to decide which approach to choose?
It all boils down to opportunity cost.
Opportunity cost is a term used in economics to describe the time, effort and resources to do the next best alternative.
How much time should we spend working on correcting a fault, issue, movement etc. Is it more beneficial to work on other areas and teach self management of said problem.
It’s abundantly clear that there are times we must work to strengthen strengths not minimise weaknesses.
To work on developing OUR game plan not countering our opponents plans.
The same applies to ourselves as coaches.
Think about our coaching, our business, our lives.
Should we work on improving our strengths further or developing our weaknesses. There comes a point in a career where we need to accept our character, style and flaws as our own and manage them better. Outsourcing weaknesses along the way.
This is best summarised as think and then do.
Sure we must think about this in the context of our own development and our clients….and then we need to decide on a course of action.
Forward motion is a defining success characteristic and we learn from doing if it was the right action.
A competition is an opportunity to learn and answer the question “how productive was the previous phase of training?”
It is not and never will be an opportunity to roll out the perfect version and show it off to the world.
Same is true for us as coaches and business owners. We get to answer the question “How productive are our habits and are they serving us well?”
A productive environment can be key to managing well. If the tasks, the people, the outlook move away from the error or issue we have a better chance for success. This is not sport or coaching dependant. It applies to everything. Think removing chocolate from the cupboards, think having foam rollers in the gym, think about quick and instant access to wifi and cancelling needless meetings, the list goes on.
The great thing is that we can influence our environment and mould it towards what we really need to be productive and manage issues well.
The challenge is actually doing it.