A Coach's Diary

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...

Great teams don’t become great overnight. They develop through stages, and understanding those stages can help leaders know what their team needs at each point. Psychologist Bruce Tuckman described four key stages of team development: forming, storming, norming, and performing. Forming is when a team first comes together. People are learning about one another, figuring out expectations, and looking to the leader for direction. The leader’s job is to provide clarity and create a strong foundation. Storming is when differences begin to surface. People challenge ideas, roles, and sometimes each other. Conflict can feel uncomfortable, but healthy disagreement is often necessary for a team to grow. Leaders should help the team navigate conflict rather than avoid it. Norming occurs when the team begins developing shared expectations, trust, and accountability. People understand their roles and begin taking greater ownership. Finally, performing is when the team operates with trust, clari...

In the season 2 episode 5 of Lioness , there’s a line that says roughly 5% of people are saints, 5% are evil, and the other 90% are sheep who follow whoever has the upper hand. Whether those numbers are literally true isn’t the point. The leadership lesson is. Most people are influenced by their environment. Think about your team. There are athletes who will work hard no matter what. There may also be athletes who resist doing the right thing no matter who is coaching them. But most athletes are watching. They’re asking: What matters here? What gets rewarded? Who gets respected? What behavior gives me status? That is where coaching becomes leadership. Every team has an upper hand. Sometimes it belongs to the coach. Sometimes it belongs to the best player. Sometimes it belongs to the loudest voice, the negative attitude, or the fear of failure. Your job as a coach is to decide what gets the upper hand. If preparation has the upper hand, athletes prepare. If accountability has the upper ...