‘Talking Tactically’

with Lachlan Tighe..... 

(a weekly edition, commenced 12/9/2001, of thoughts, observations and commentaries on developments for bowls coaching and competition)

‘… Morale as it affects performance’

(edition 91  - 2004 of thoughts & observations on lawn bowls)

I have had a few opportunities recently that give rise to my reflecting on the influence of many (others) on the performance of the (few) elite players who compete on behalf of ‘us’.

A team of bowlers played on Saturday and twas obvious that in that period of time where things did’nt go well, behaviour impacted on the morale of the team members.

An article on G Jacovich from West Coast Eagles AFL team showed how the coach affected morale so much that fifteen players reportedly would ‘walk out’ if that coach remained one more season.  What was happening there from the overall support team ?

A recent article on S Glasson’s performance also can influence morale on he and his Australian colleagues as the media spin tended to be of a negative nature so making the player and other team mates aware that praise is not readily forthcoming .

One of my views on coaching / managing is that all of us who are peripheral to a team are the ‘invisible’ members and as important to the strength of the players as the players own talent and skill.  Our reluctance to support in all circumstances can weigh heavily on the players.

Which is a bit of the topic of leadership I have referred to in previous columns.

A coach (or other titles of leadership) is one of the ‘invisible’ team who has a role in establishing and maintaining morale.  We should see sport environments as a parallel to a workplace.  Much is written re the environments of successful business workplaces and our sport setting is no different.  Like workers elsewhere the number of hours themselves is not the answer.  Players are not robots.

Again citing business principles, in all teams the quality of relationships is the central ingredient that encourages us / them to strive together. What we can see with the best teams, Brisbane Lions and England Rugby, is an excellent workplace where there is an atmosphere of mutual trust and respect that is overwhelming.  So regardless of what role you perform, mutual respect, recognition and trust are paramount to that great team, both from the on field and ‘invisible’ team members.

I read that Aussies had a different perspective on workplace culture to other countries. The view held was Germans think standards, Japanese hold to perfection, French are on about style while we from Aus are about quality relationships.  In sport I agree with that notion wholeheartedly and in coaching foster that to the sacrifice of other aspects at times.  What I want is to see people strive with other people of similar spirit and that is what I value in a team.

Thus that view has to be adopted by others involved with the team too as we have various people in leadership roles at differing times, so the quality of all our leadership has to be as one.  Players like workers will value the leaders who are supportive, help in crisis, allow for trial and learning, who will inspire trust.  It is amazing the value of good models.

If sport is a workplace, the secrets of an excellent workplace are quite apparent.  It has a  limited application with tools and machines and performance measures and pay, and a real lot to do with the relationships of , and with, the people that bond a team. 

Coaches like others in leadership of our sports need to learn that nurturing relationships has to be top priority. 

Lachlan Tighe