A Coach's Diary

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...

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 bring energy, take initiative, and consistently push the team forward. They don’t wait to be told what needs to be done — they see it, act, and go above and beyond. Joggers are dependable. They contribute, do their jobs well, and keep a steady pace. They may not always lead the charge, but they help keep the bus moving. Walkers do what is expected but rarely go beyond it. They need more direction, encouragement, or accountability to increase their impact. Riders are passengers. They benefit from the team’s success without contributing much to it. They may be along for the ride, but they aren’t helping move the bus. And then there are Drivers — the MVPs responsible for steering the bus. They create the vision, set the direction, and help everyone understand where the team is going. Every...

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...

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...