A Coach's Diary

Psychologists Edward Deci and Richard Ryan spent decades studying a simple question: What makes people want to do something — not because they have to, but because they genuinely want to? Their answer became Self-Determination Theory (SDT), which says people are most motivated and engaged when three basic psychological needs are met: autonomy, competence, and relatedness. Autonomy means having some ownership over what you do and how you do it. You don't have to control everything, but you need to feel like you have a choice. Competence means feeling like you're getting better. Progress matters. When you see yourself improving, you're more likely to stay engaged. Relatedness means feeling connected to other people. We want to know that we matter, that we belong, and that we're part of something bigger than ourselves. Think about the best teams you've been on. You probably had some ownership, you were getting better, and you felt connected to the people around you. ...

We all have things we want to accomplish. But wanting something isn’t always enough. Psychologist Dr. Gabrielle Oettingen developed a simple framework called WOOP to help turn goals into action: Wish. Outcome. Obstacle. Plan. Start with your Wish. What do you want? Then picture the Outcome. If you accomplish it, what will that look or feel like? Next comes the important part: identify the Obstacle. What is most likely to get in your way? Lack of time? Fear? Distractions? Fatigue? Doubt? Finally, make a Plan. Instead of simply saying, “I’m going to work harder,” get specific: “If this obstacle happens, then I will…” That simple if-then plan helps you prepare for the moment when things don’t go according to plan. Because obstacles aren’t a surprise. They are part of the journey. So this Monday, take five minutes and WOOP one goal: What do I Wish for? What is the Outcome I want? What Obstacle could get in my way? What is my Plan when it does? Don’t just dream about where you want to go....

Liz Wiseman’s Multipliers explores a simple but powerful question: Do you make the people around you better? Wiseman identifies two types of leaders. Diminishers tend to believe they need to have the answers, solve the problems, and be the smartest person in the room. Multipliers , on the other hand, create an environment where other people can think, contribute, and grow. Multipliers don't make themselves less important. They make everyone else more capable. They ask questions instead of immediately giving answers. They create challenges that stretch people. They listen to different perspectives. And they give people ownership rather than taking control of every decision. This matters because a team's potential is limited when everyone is waiting for one person to have the answer. Great leaders don't simply build followers. They build thinkers, problem-solvers, and leaders. Think about the people you lead. When they leave a conversation with you, do they feel like they h...

Trevor Moawad, a mental conditioning coach who worked with elite athletes and coaches, taught a powerful idea called Neutral Thinking . Most people think in positive or negative terms. When something goes wrong, we often tell ourselves, “I’m terrible at this,” or “Everything is falling apart.” We may try to counter those thoughts with forced positivity: “Everything is going to be great!” Moawad believed there was another option: neutrality. Neutral thinking means separating what happened from what you think it means. Instead of judging the situation, acknowledge the reality and focus on what comes next. You miss a shot: “I missed the shot. What do I need to do next?” You make a mistake at work: “That didn't go the way I wanted. What can I learn and do differently?” You have a bad day: “Today was tough. Tomorrow is another opportunity.” Neutral thinking isn't pretending everything is okay. It's refusing to make a difficult moment worse with your own thoughts. The past is...

One of the most important lessons from Marcus Buckingham’s work is that great teams are not built by making everyone the same. They are built by understanding what each person naturally does best — and finding ways to use those strengths together. Buckingham argues that we often spend too much time trying to fix weaknesses and not enough time developing strengths. That doesn't mean weaknesses don't matter. It means that our greatest opportunity for growth often comes from investing in the things we already do well. This matters in teamwork because your strength might be someone else's weakness — and their strength might be yours. One person may naturally create relationships. Another may organize details. Someone else may see the big picture, solve problems, communicate ideas, or bring energy when the team needs it. The goal isn't to build a team where everyone can do everything. The goal is to build a team where everyone has something valuable to contribute. That requi...

Pressure is not the enemy. Your relationship with pressure is. Dr. Dave Alred, a performance coach who has worked with elite athletes and performers, teaches that pressure can be trained. Instead of trying to eliminate pressure, we can learn to perform with it . One of his key ideas is to change the way we frame difficult situations. Rather than seeing pressure as a threat, see it as an opportunity to demonstrate what you have prepared to do. The goal isn't to make pressure disappear — it's to make pressure normal. Alred emphasizes creating pressure in practice so that athletes become comfortable performing when the stakes are high. If you only practice when you're comfortable, competition can feel completely different. But if you regularly challenge yourself in training, pressure becomes something familiar. Think about free throws with the game tied, giving a presentation to an important audience, taking a test, or having a difficult conversation. You can't always con...