A Coach's Diary

What if being a great teammate isn't just about what you contribute to the team, but also about the energy and well-being you bring to the people around you? Psychologist Martin Seligman developed the PERMA model , identifying five elements that contribute to well-being: Positive Emotion, Engagement, Relationships, Meaning, and Accomplishment. The “+” is often used to recognize additional factors that support well-being, such as physical health and vitality. Think about what happens when a team has these elements. People experience positive emotions. They become fully engaged in what they're doing. They build meaningful relationships. They understand that their work matters. And they experience the satisfaction that comes from accomplishing difficult things together. That is more than happiness. That's a healthy team culture. And here's the important part: You don't have to be the leader to influence the well-being of your team. You can bring positive energy...

One of the most important lessons Nick Saban has taught through his career is the power of The Process . The idea is simple: Stop focusing on the outcome and focus on what you need to do today to give yourself the best chance to succeed. Saban often emphasized that teams can become distracted when they focus too much on championships, records, rankings, or the opponent. Instead, great teams focus on the next task, the next practice, the next meeting, and the next play. That matters because great teamwork isn't built on one big moment. It's built through thousands of small moments when everyone does their job. The best teammates don't constantly ask, “How are we doing?” They ask, “What does the team need from me right now?” You don't control the final score. You control your preparation, your effort, your attitude, your communication, and your willingness to do your job for the people around you. The Process is about trusting that if everyone consistently takes care of ...

When you’re tired, uncomfortable, or facing a challenge, what do you tell yourself? Dr. Nicole Detling, a sport and performance psychologist, teaches athletes to use imagery and intentional self-talk to shift their mindset when they need to perform at a higher level. One simple idea is “Next Gear.” Think about your car. You don’t stay in the same gear when you need more power — you shift. The same is true for us. There will be moments in practice, competition, work, and life when your current gear isn’t enough. Your legs are tired. Your confidence is low. The pressure is high. That’s when you need to recognize: It’s time for the next gear. Your next gear might be more effort, more focus, more communication, more patience, and more courage. The key is recognizing that you often have another gear available — you just have to choose to shift. So this Monday, ask yourself: What does my next gear look like today? When things get difficult, don’t immediately ask, “Can I do this?” Ask: “Wha...

When I moved into my first leadership role, the most eye-opening thing that I learned was how few people were willing to do what I was willing to do as an individual performer. I thought everyone tried to go above and beyond as fast as they could like I tried to, but I was wrong. In his book, Move Your Bus , Ron Clark uses a simple metaphor to describe the different ways people show up on a team: Runners, Joggers, Walkers, Riders, and Drivers. Runners are your all-stars who consistently go above and beyond without waiting to be told what needs to be done — they see it, act, and go above and beyond. Joggers are dependable. The do their jobs well without pushing themselves too hard. Walkers get pulled along and need more direction, encouragement, or accountability to increase their impact. Riders hold the team back because they pick up their feet and slow down the whole process. And then there are Drivers — the MVPs responsible for steering the bus. They create the vision, set the d...

How Much Is Left in the Tank? Have you ever felt like you had nothing left — only to discover you could keep going? In Endure , journalist and endurance athlete Alex Hutchinson explores a fascinating question: What actually causes us to stop? For years, we’ve thought of fatigue as a simple physical limit. Your muscles get tired, your body runs out of energy, and you have to stop. But Hutchinson’s research suggests it’s more complicated. The brain plays a major role in deciding when an effort has become too difficult to continue. That doesn’t mean fatigue is imaginary. It means our perception of effort matters. Think about the fourth quarter of a close game. Your legs are heavy. Your breathing is hard. Your mind starts telling you, I’m done. But sometimes, when the stakes rise, you find another gear. That’s the lesson: Feeling exhausted and being incapable are not always the same thing. The next time your mind tells you that you can’t go any further, don’t automatically believe it. P...

What makes a team successful? Is it talent? Leadership? Chemistry? Richard Hackman’s research suggests that great teams are less about finding a magic formula and more about creating the right conditions for people to succeed together. Hackman identified five conditions that increase the likelihood of team effectiveness: A Real Team — Team members know who is on the team, understand their roles, and depend on one another. A Compelling Direction — Everyone understands where the team is going and why the goal matters. An Enabling Structure — Roles, responsibilities, expectations, and team norms make it easier—not harder—for people to work together. A Supportive Environment — The team has the resources, information, support, and systems necessary to succeed. Expert Coaching — Teams need coaching that helps them solve problems, improve their teamwork, and take advantage of opportunities. The important lesson for coaches and leaders is this: Your job isn't simply to motivate your p...