porto corporate athlete presentation_daniel gould.unlocked

7/31/2019 Porto Corporate Athlete Presentation_Daniel Gould.unlocked

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The Corporate Athlet e: MaximizingYour Sport Management Eff ect ives

Daniel Gould,Ph.D.

Department of

Kinesiology

Michigan StateUniversity

Sport andExercise

Psychology

The scientific study ofpeople and their behaviors

in sport and exerciseactivities and the practical

applications of thatknowledge.


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What is Spor t Psychology andWhy Should Sport ManagementLeaders Care?

Two Objectives of Sport andExercise Psychology

2. Understand t he eff ect s t hatpart icipat ing in sport has onpsychological development ,healt h, and w ell-being.

1. Understand t he effects of

psycholog ical fact ors onathlet ic performance.


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Typical Spor t PsychologyQuest ions Asked What are the

psychologicalcharacteristics ofchampion athletes?

How does one buildt eam cohesion?

Why do some athl etesrise t o t he occasionand play w ell underpressure and ot herschoke?

How does anxiet yinfluenceperformance?

How does onemot ivate anathlete/ team?

Does sport buildcharacter or

characters?

Sport and Work Sim ilarit ies

Many I ssues I nvolved in SportPerform ance Parallel Those in The

Everyday Perf orm ance Sett ings in NormalBusiness Life.

How Can We Bet t er PrepareCorporate/ Life Performers and Managers(Coaches) Using What We Have Learned inHigh Perfor mance Sport ?


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PURPOSES

Discuss YourRole As A HighPerform er inNon spor tSettings

ConveyPerformanceEnhancementPr inciples to UseWhen Taking

Part in YourSelectedProfession

PURPOSE 1

Discuss YourRole As A High

Performer(e.g.,CorporateAthlete)


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The Business Manager ,

Student or Teacher as aHigh Performance At hlete

View ing Yourself As AHigh Perform er

I n WhatWays AreYou Like anAthlete?


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Sport -Work PerformerCompatibil ity

Resul t s Focus

TimePressuredPerformance

Group/ TeamPerformanceRequired

Sport-BusinessCompatibil ity

AthleticPerformanceChallenges

- perform underpressure

- play to w in- recover from

mistakes- sustain

performance overt ime

Work Perform anceChallenges- perform under

pressure- play to w in- recover f rom

mistakes- sustain

performance overt ime


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The Problem

Business t eaches the contemporary

corporat e work ers t o deal w it h t oday schallenges using skill s in one dim ensionplanned mental st rategies for gett ing the

imm ediate j ob done.

However, one s abil i ty t o perform andfunct ion effectively is dependent on anum ber of ot her not so obvious, but

import ant factors.

Underst anding Today sPressure-Packed

Environment

Key: Maintain

HighPerformancein t he Face ofI ncreasingPressure andConstantChange

I dent ifying My

Maj or WorkChallenges/St ress Sources


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What I t Takes To PerformEffectively?

The I deal Perform anceState

Component s of t he the I dealPerform ance State

(Loehr & Schwartz, 2003)

Energy Management (t he abi l i ty t o

mobili ze physical and ment al energy ondemand)

Energy Components: Physical Capacity

Emot ional Capacit yMental Capacit ySpir it ual Capacit y


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Understanding TheTraining-Recovery Process

Managing Your Physical Capacity

Physical Capacity & Fit ness- nutr i t ion- exercise

- healthy habit s

Balancing Str ess and Recovery- rest / recovery- physical rest (benefit s of exercise)- sleep


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Managing Your Physical

Capacit y Tips(Loehr & Schwartz, 2003)

Eat r ight

Go to bed early and get up early

Maintain a consist ent bed and w ake-up

t ime

Seek recovery every 90 t o 120 m inut es

Exercise regularly

Managing Your Emotional Capacity

Maxim ize Posit ive Emot ions (stayingcalm,opt im ally challenged, being engaged, and

staying focused)

Minim ize Negative Emot ions (gett ingfrustrat ed, angry, and impat ient, or feelingafraid and st ressed)


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Managing Your Emotional Capacity

Mental Preparation Routines

Refocusing/ St ress Management Rout ines- 5 m inut e st ress busters- cent ered breathing- four f f ocus t echnique

Uti lize Social Support Resources

Focus on Posit ive Self -Talk and Thought s- t hought st opping

Managing Your Mental Capacity

Use mind quieting t echniques

Manage your t ime w isely

Build in ment al recovery

Avoid mult it asking

Visualize


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Managing Your Spiritual Capacity

Understand your deepest values andbeliefs.- What are your core values?- What i s your personal mission?

Build in think t ime!

The Bot t om Line(Loehr & Schwartz, 2003)

I f w orkers are toper form at high

levels for t he longhaul, the samesystematic,

mult i level theyneed to t rain thesame w ay that

world-classathlet es do.

Companies can tafford t o addresstheir employees cognitivecapacit ies w hileignoring their

physical,emot ional, andspirit ual w ell-being.


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PURPOSE 2

Discuss YourRole As A HighPerformanceCoach

Your Role As A HighPerformance Coach

I n What Ways

Are You A HighPerformanceCoach?


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SportCoaching

Challenges

- I dentif y Talent- Motivat e Players

- Build Trust- Comm unicate- Optim ally Arouse- Get Players to

Accept Roles

- Produce Resul t s- Please Mult iple

Audiences- Deal Wit h Failure- Deal Wit h Success- Teach People New

Skills- Change People s

Behavior


Business

Coaching Challenges

- I dentify Talent- Mot ivate Employees

- Build Trust- Communicate- Opt imally Arouse- Get Emp loyees t o

Accept Roles

- Produ ce Result s

- Please Mult ipleAudiences- Deal Wit h Failure- Deal Wit h Success- Teach Employee s

New Skil ls- Change Employee s

Behavior


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You As A HighPerformance Coach

Understand Your Role As A HighPerformance Corporate Coach

What I s The Role of a HighPerformance Coach?

Who Was An

EffectiveCoach for MeI n My WorkLife?

What Did That

I ndividual DoThat Made Himor Her AnEffectiveCoach?


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Coaching Communication

Shield Exercise

Who has beenthe bestcoach-

communicatorI have known?

What madehim or her so

effective?

What are myweaknesses as a

communicator?

What are mystrengths as a

communicator?

Role 1: UnderstandingSt eps t o Coaching YourEmployees/ Supervisees


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Typical CorporateCoaching Sit uat ion

Fix The Many Problems That Arise I n

Conduct ing Day-t o-Day Business

The Dilemm a!

- f ix t he problem versus t each t hesupervisee how to fix t he problem him or

herself

Basic Coaching/ Ment oringSkills

Build Trust

Ask Effect iveQuestions

Set Goals

ProvideFeedback


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Building Relationships

The Importanceof AskingQuestions

Building RelationshipsInvolving Direct Reports: Asking Questions

Why is asking questions important?

Why dont we ask enough questions?

How does questioning relate toplayer motivation?


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Characteristic 2: Building RelationshipsThe GROW MODEL (Lane4)

GOAL

For session

OPTIONSWhats possible?

REALITY

Who/ what/ where/how much?

WILL

Clarity/ commitment

/ support

GOAL - what do you want ?REALITY - what is happening?OPTIONS - what could you do?

WILL - what will you do?

Source: Alexander, G.

Examples of useful questions when usingthe GROW Model GOAL (Lane4)

What i s i t you w ou ld l i ke to d i scuss?

W h a t w o u l d y o u l i k e t o a c h i ev e ?

W h a t w o u l d y o u li k e f r o m ( t o a ch i e v e i n ) t h i ssess ion?

W h a t w o u l d n e ed t o h a p p e n f or y o u t o w a l k a w a yf e el i n g t h a t t h i s t i m e w a s w e l l sp e n t ?

I f I c o u ld g r a n t y o u a w i s h f o r t h i s se ss i on , w h a tw o u l d it b e ?

W h a t w o u l d y o u l i k e t o b e d i f f er e n t w h e n y o u l ea v eth is sess ion?

W h a t w o u l d y o u l i k e t o h a p p e n t h a t i s n o th a p p e n in g n o w , or w h a t w o u l d y o u li k e n o t t oh a p p e n t h a t i s h a p p en i n g n o w ?

W h a t o u t c o m e w o u l d y o u l ik e f r o m t h i ss es si o n / d i s cu s si o n / i n t e r a ct i o n ?

I s t ha t r ea l i s t i c?

Can w e do tha t i n the t im e we have ava i l ab le?

Wi l l t ha t be o f r ea l va lue to you ?


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W h a t i s h a p p en i n g a t t h e m o m e n t?

Ho w d o yo u kn o w th a t t h i s i s a ccu r ate ?

When does th i s happen?

How o f t en does th is happen? Be prec ise i fposs ib le .

What e f fect does th i s have?

How have you ve r i f i ed , o r wou ld you ve r i f y ,tha t th i s i s so?

What o t he r fac to r s a re re levan t?

Wh o e lse is re levant?

What i s th e i r pe rcep t i on o f the s i tua t i on?

What h ave you t r i ed so far?

Examples of useful questions when using

the GROW Model REALITY (Lane4)

Examples of useful questions whenusingthe GROW Model OPTIONS (Lane4)

What cou ld you do to change the si t ua t i on?

What a l t e rn a t i ves a re the re to th a t app roach?

Tel l m e w ha t p oss ib i l i t i es fo r ac t i on you see. Do no tw o r r y a b o u t w h e t h e r t h e y a r e r e a l i st i c a t t h i s s t a g e .

What app r oach / ac t i ons have you seen used , o r usedyourse l f , i n s im i la r c i r cum stances?

W h o m i g h t b e a b l e t o h e l p ?

W o u l d y o u l i k e s u g g e st i o n s f r o m m e ?

W h i c h o p t i o n s d o y o u l i k e m o s t ?

What a re the bene f i t s and p i t f a l l s o f t hese op t ions?

Which op t ion s a re o f i n te res t t o you ?

R at e f r o m 1 - 1 0 y o u r i n t e r e st l e v e l i n / t h e p r a c t i ca l it yo f each o f t hese op t ions .

Would you l i ke to choose an op t ion to ac t on?


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Examples of useful questions when

using the GROW Model WILL (Lane4)

What are the next steps?

Precisely when will you take them?

What might get in the way?

Do you need to log the steps in yourdiary?

What support do you need?

How and when will you enlist thatsupport?

Building Relationships:Qualities of anEffective Communicator

Thinking of what may have worked for effectivecoaches in the past:

What supporting behaviors (questions)did they use?

What challenging behaviors (questions) didthey use?


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Peer Coaching Exercise

Basic Coaching/ Ment oringSkills: Building Trust (ACoaching Relat ionship)

List en w it h ful l

attent ion Be const ructive

Be aw are of aperson s needsand feelings

Have an open mind

and avoid makingj udgments

Show genuine

interest in t he

person sdevelopment


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Basic Coaching/ Ment oringSkills: Asking Quest ions

Tell me and I forget . Askme and I remember

because I underst and!

Basic Coaching/ Ment oringSkills: Asking Quest ions

Ask about t he

desired out come

Ask w hat ishappening now

Ask about

different options

Ask about w hatthe person w il ldo


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Basic Coaching/ Ment oringSkills: Providing Feedback

Reflect back on the

person s sit uation

Focus on thebehavior, not t he

person Focus on the

person s goodpoints

Praiseimprovement

Be precise

Looked them in

the eyes Check f or

understanding

Basic Coaching/ Ment oringSkills: Providing Feedback

Discuss t he

matt er inprivate

Pick your t imecarefully

The vast

major i ty of theimpact offeedback i s fr omnon-verbalcommunication


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Basic Coaching/ Ment oringSkills: Set t ing Goals

Agree on specifi cfocus

Agree on goals

Agree on t imeframe

Agree on areview process

Role 2: Coaching To LearnVersus Coaching To Perform

Coaching t o

Learn

- purpose is not toachieve peakper formance, butlearn to develop skill s

needed to performw el l or how t oper for m w el l

Coaching t o

Perform

- pur pose is t o helpt he perform erachieve a peakper formance


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Role 3: Establ ish Key Core

Values Early and ReinforceThem Oft en

Coll ins &Porras (1997)Buil t t o Last

Core ValuesFinding

Impl icat ions

- identify andestablish

core values- w ork t o infuse corevalues int o yourorganization

Role 3: Establ ish Key CoreValues Early and Reinforce

Them Oft en

What Are Your

Organization sCore Values?

What Can You

Do toReinforce andEmphasizeThese CoreValues


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QUESTI ONS

THANK YOU


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PURPOSE 3

ConveyPerformanceEnhancementPrinciples t o

Use WhenCorporateCoaching

Principle 1: UnderstandEmployee Mot ives and Work To

Sat isfy Them

What Are t he

Major Mot ivesof Employees/Supervisees

Ways You Can

SatisfyEmployee/SuperviseeMotives


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Principle 2: Creat ing t heRight Mot ivat ional Climate

A mot ivat ionalclimate is t hephysical, socialandpsychological

environmentindividualsfunct ion w ithin

Possible Component sof a Mot ivationalClim ate I nclude:

- t asks assigned- comm . pat t erns

- r ecognit ion systems- t ime pressures- out come vs. process

goals

Principle 2: Creat ing t heRight Mot ivat ional Climate

What Type of Mot ivat ional

Climatedoyou Create?

What Type of Mot ivat ionalClimateCanyou Create?


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Principle 3: Set t ing The RightKinds of Goals

Pr inciple 3 Corol lary: Set t ingGoals Does Not Mean You Wil l

Achieve Them

Everyone sets

goals

Not everyone

know s how toset effect ivegoals


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Principles of Goal SettingSet specif ic goals.1.

Set diff icult but realist icgoals.

2.

Set long- and short -t ermgoals.

3.

Set perform ance and p rocess

goals, as w ell as out come

goals.

4.

Set pract ice and competi t ion

goals.5.

(continued)Record Goals.6.

Principles of Goal Setting

Consider part icipant spersonaliti es and mot ivations.

8.

Foster an indiv idual s goalcommitment.

9.

Provide goal suppor t .10.

Provide evaluat ion andfeedback about goals.

11.

Develop goal-achievementstrategies.

7.


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Principle 4: Social Loaf ing Can and

Does Occur -More I s Alw ays NotBetter

Social Loafing ist he phenomenonwhereindividualsw ithin a group

put out less t han100% effort duet o losses inmotivat ion

How to Elim inateSocial Loafing?

- provide individualfeedback

- make individualper formance

highly

identif iable

Principle 5: Bui ld TeamCohesion

Understandthe Cohesion-

Perf.Relationship

Types ofCohesion

- Task Cohesion

- Social Cohesion


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Guidelines for BuildingTeam Cohesion

Leader-Coach Strategies

Comm unicate effect ively.

Develop pride w it hin subunits.

Set challenging t eam goals.

Explain indiv idual roles in t eamsuccess.

(continued)



Encourage t eam identit y.

Avoid excessive t urnover.

Discourage form ation of socialcliques.

(continued)


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Conduct periodic t eam meetings.

Know something personal abouteach group m ember.

Know the team climate.

Principle 6: Helping YourPeople Get and Stay I n t he

Flow Zone


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Flow: A Special Case ofI nt rinsic Mot ivat ion

Flow: A holistic, intrinsically

motivating sensation people feel

when they are totally involved

in an activity or are on

automatic pilot.

The Flow Model:Essent ial elements of f low

Balance of skill and challenge

Complete absorption in the activity

Merging of action and awareness

Total concentration

(continued)


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The Flow Model

Flow : How t o Achieve I t

Use precompet it ive and compet it iveplans and preparation.

Achieve opt im al physicalpreparationand readiness.Experience opt imal environm entaland sit uational condit ions.

(continued)


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Flow : How t o Achieve I t

Exhibit confidence and a positi vemental attitude.

Have posit ive team int eract ion(positi ve play and shared purposes) .

Feel good about perform ance.

Principle 7: Self-Talk isCritical


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SelfTalk

Self-talk:any self-statement or thought.

Appropriate self-talk helps one focuson the present and keeps one s mind from

wandering.

How SelfTalk Works

Missing an important shot ina tennis match

Event

Keep your eye on the ball thismatch isn t over Selftalk

Better concentration, optimism,calmness

Response


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Uses of SelfTalk

Skill acquisition

Breaking bad habits

Initiating action

Sustaining effort

SelfTalk

Self-talk and performance enhancement

Positive self-talk improves performance.

Techniques for improving self-talk

Thought stopping: identify negative thought, stopthe thought, focus on task-relevant thought.


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Changing Negat ive SelfTalkto Posit ive SelfTalk

Negative Positive

He robbed me onthe line call

that ball was in.

There s nothing I cando about it. If I play

well, I ll win anyway.

Principle 8: I maginingSuccess-Seeing t he Big

Picture!


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I MAGI NE SUCCESS ANDACHI EVI NG I T

See and FeelYourselfBeing

Successful!

I magine Success and AchievingI t !

You w ant t o make up your m ind beforeyou raise the gun that t his shot is going to

go ext remely w ell , so I imagine fir ing. Isee myself, shooting in regular m otion. Ican feel the init ial pressure of t he tr igger,

and then I m looking at t he sight , and

then the shot goes off i t self.

- Gold Medal Olympic Shooter


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I magine Success and Achieving I t !

If I make a mistake in my mind Irewind, go back and just see myselfdoing it right from start to finish.

Actually, I dont watch myself, I

visualize it as if I am dong it.

- Olympic Medal Winner

SUMMARY-CONCLUSI ON

Discussed YourRole As A High

PerformanceCorporate Athlete

Discussed YourRole As A HighPerformanceCorporate Coach

ConveyedPerformance

EnhancementPrinciples to UseWhen CorporateCoaching Those In

Your Organization


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What Key Things Did ILearn Today?

1.

2.

3.

porto corporate athlete presentation_daniel gould.unlocked

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