A Coach's Diary

Do you ever perform worse when the moment matters most? Dr. Sian Beilock’s research helps explain why. We often assume choking happens because an athlete suddenly “loses confidence.” But Beilock’s research suggests something more specific can happen: we can interfere with skills we have already learned automatically. Think about a skilled golfer standing over a short putt. In practice, the stroke happens naturally. Under pressure, however, the athlete may start thinking: Keep your head down. Keep your elbow straight. Don’t miss. This is called explicit monitoring — consciously focusing on the individual steps of a skill that normally runs automatically. Research by Beilock and colleagues found that pressure can disrupt well-learned motor skills when performers begin consciously monitoring their execution. The leadership lesson is powerful: More thinking isn't always better thinking. Coaches should help athletes build skills through repetition, then teach them to trust their prepa...

Susan Wheelan’s Integrated Model of Group Development (IMGD) explains how teams mature over time. The key idea is simple: great teams aren’t created overnight — they develop through predictable stages. Stage 1: Dependency & Inclusion. Team members are figuring out where they fit, what is expected, and who is leading. People often look to the leader for direction and may hesitate to disagree. Stage 2: Counterdependency & Fight. As people become more comfortable, differences emerge. Team members challenge ideas, roles, processes, and sometimes the leader. Conflict isn't necessarily a sign of a bad team — it can be a necessary step toward becoming a better one if managed effectively. Stage 3: Trust & Structure. The team learns how to disagree productively. Trust increases, communication becomes more open, and members clarify roles, responsibilities, goals, and expectations. Stage 4: Work & Productivity. The team is operating at a high level. Members have greater a...

David Goggins is known for pushing himself far beyond what he thought was possible. One idea he often talks about is the 40% Rule : when your mind tells you that you’re done, you may actually have much more left to give. Think about the last time you were running, practicing a sport, studying, or doing something difficult. Your brain might have said, “I can’t do this anymore.” But sometimes, your body still has more to give. The challenge is learning how to recognize the difference between being truly unable to continue and simply feeling uncomfortable. Goggins describes the Governor as the part of your mind that tries to protect you. When something becomes difficult, the Governor sends you signals to slow down, stop, or stay comfortable. It’s not necessarily trying to hurt you — it’s trying to keep you safe. The goal isn't to ignore pain or put yourself in danger. The goal is to learn that discomfort doesn't always mean you should quit . The next time your mind says, “I can...

Most teams spend a lot of time asking, “How can we make this plan succeed?” Dr. Gary Klein suggests asking a different question: “Imagine this plan has failed. What went wrong?” This is the premortem strategy . Before launching a project, making a major decision, or beginning an important initiative, the team imagines that it is several months or years in the future and the project has been a complete failure. Then, instead of defending the plan, everyone identifies the reasons they believe it failed. This approach is powerful because teams often become overly optimistic once they commit to an idea. People may hesitate to point out weaknesses because they don't want to be negative, challenge the leader, or slow things down. A premortem gives people permission to identify potential problems before they become real problems. For leaders, the goal isn't to create fear or convince everyone that the plan will fail. It's to uncover blind spots, risks, assumptions, and unintended...

Dr. Jim Loehr, a performance psychologist who worked with elite athletes, noticed something important: the best performers don’t just manage their time — they manage their energy. His “Corporate Athlete” concept applies the principles of athletic training to leadership and everyday life. Think about an athlete. They don’t sprint for three hours straight — they work hard, recover, and then go again. Loehr argues that high performers need the same rhythm: stress and recovery, effort and renewal. Constantly pushing without recovering eventually drains your physical, emotional, and mental energy. Loehr describes energy in four dimensions: physical, emotional, mental, and spiritual. Physical energy comes from things like sleep, nutrition, exercise, and hydration. Emotional energy comes from resilience and how we respond to pressure. Mental energy comes from focus. Spiritual energy comes from purpose—knowing what matters and where you want to invest yourself. The lesson is simple: You can...

Malcolm Gladwell popularized the idea that it takes roughly 10,000 hours of deliberate practice to reach an extraordinary level of performance. The bigger lesson, however, isn’t simply “work harder.” It’s that mastery requires intentional practice, opportunity, and the right environment. Think about two athletes with equal talent. One has access to great coaching, quality facilities, supportive teammates, and countless opportunities to compete. The other has talent but limited resources and fewer opportunities. Their outcomes may be very different — not necessarily because one worked harder, but because context matters. Gladwell’s work reminds us that success is rarely just about individual ability. Our development is shaped by the people around us, the opportunities we receive, the environment we're placed in, and the habits we build. But there’s an important distinction: 10,000 hours is not a magic number. Simply repeating something for thousands of hours doesn’t guarantee exc...