Matt: Process is good, obviously. Or, is it obvious? How do you make Bolt buy into that? How do you generate buy-in to a process? How do you know people are bought in?
Me: I think that process has to be made obvious, stated explicitly. In the past few years, we have discussed it as a team multiple times throughout the year. I think a big piece of buy in is the respect piece.
Matt: What does that look like? "Remember, winning is nice, but what matters more is improving."?
Me: I think one example is showing players that it's worth it to show up to practice.
Matt: Okay. How do you do that?
Me: Hmm. Being present, planning in advance, running a good/fun practice, showing you care, having a clear goal in practice. Those seem like pieces.
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I think a big piece of getting buy-in is about perception and culture.
I have a proposal for the definition of "culture". I think that culture for a team exists in the minds of the players, and is made up of:
Every interaction of any kind between people on the team or within the program. So this includes, but is not limited to: discussions between players, discussions between the coaches and players, side conversations between players, anything overheard by anyone, anything a player sees another player do, anything a player sees a coach do, any emails, groupmes, etc.
I think all teams have a culture whether they are aware of it or not. I also think that culture cannot be manufactured, as every culture is inherently unique and personnel-based. But I do think this definition of culture can shed some light on what makes a healthy culture and what doesn't.
I think this definition of culture highlights the ability of non-captain leadership to provide tremendous value to a team. For example, if a non-captain works out very hard, is a positive voice, and a great teammate, that attitude has a much greater chance of spreading among the team. And when it does, it has a huge cascading effect on the overall level of the team. This is why perception matters. How teammates perceive one another has a massive bearing on culture.
I also think this definition of culture also highlights the value that a positive team dynamic gives to a team. A positive team dynamic can bolster a team-wide growth mindset, leading to greater improvement up and down a roster. However, if positivity is not addressed and practiced, snide comments and disrespect may creep in and spread, leading to a negative cascade in team dynamic and team performance down the road.
I think there is a limit to how much influence captains and coaches can have on culture. But I think they do have a significant role in developing good culture, as they are often the ones who get the majority of time to talk in front of the team.
I think culture is made up of a bunch of perceptions, and I think it's important for everyone to consider the example set through words and actions.
Me: I think that process has to be made obvious, stated explicitly. In the past few years, we have discussed it as a team multiple times throughout the year. I think a big piece of buy in is the respect piece.
Matt: What does that look like? "Remember, winning is nice, but what matters more is improving."?
Me: I think one example is showing players that it's worth it to show up to practice.
Matt: Okay. How do you do that?
Me: Hmm. Being present, planning in advance, running a good/fun practice, showing you care, having a clear goal in practice. Those seem like pieces.
----------
I think a big piece of getting buy-in is about perception and culture.
I have a proposal for the definition of "culture". I think that culture for a team exists in the minds of the players, and is made up of:
Every interaction of any kind between people on the team or within the program. So this includes, but is not limited to: discussions between players, discussions between the coaches and players, side conversations between players, anything overheard by anyone, anything a player sees another player do, anything a player sees a coach do, any emails, groupmes, etc.
I think all teams have a culture whether they are aware of it or not. I also think that culture cannot be manufactured, as every culture is inherently unique and personnel-based. But I do think this definition of culture can shed some light on what makes a healthy culture and what doesn't.
I think this definition of culture highlights the ability of non-captain leadership to provide tremendous value to a team. For example, if a non-captain works out very hard, is a positive voice, and a great teammate, that attitude has a much greater chance of spreading among the team. And when it does, it has a huge cascading effect on the overall level of the team. This is why perception matters. How teammates perceive one another has a massive bearing on culture.
I also think this definition of culture also highlights the value that a positive team dynamic gives to a team. A positive team dynamic can bolster a team-wide growth mindset, leading to greater improvement up and down a roster. However, if positivity is not addressed and practiced, snide comments and disrespect may creep in and spread, leading to a negative cascade in team dynamic and team performance down the road.
I think there is a limit to how much influence captains and coaches can have on culture. But I think they do have a significant role in developing good culture, as they are often the ones who get the majority of time to talk in front of the team.
I think culture is made up of a bunch of perceptions, and I think it's important for everyone to consider the example set through words and actions.
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