Monthly Archive for October, 2022

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Juventus: the failure of the management project

The situation of current  Juventus will become a case study. It will serve to explain how one can go from winning 10 consecutive championships, being a finalist in the Champions League to today’s situation where the team can no longer win a game.

The strategic plan developed by the post-Alllegri era of consecutive championships was evidently wrong. The intentions were to change the team’s attitude toward a more proactive formation more akin to that of Europe’s elite. However, this was not addressed in a rational and systematic way. I understand that it is not easy, but it should be expected of professionals who earn millions of euros to do this job. Who was the manager of the project and what were his projections at 3 years based on the setting of this change?

The players are, in my opinion, the last issue. The first should be how do we enhance the resources that the society provides for this change? How much time will we give the coming coach to lead it? What are the mistakes that we will have to avoid right from the start? What could go wrong and for what causes?

I am convinced that these steps have been skipped and that the company’s responses have been dominated by the fear of not achieving the expected results and finding the scapegoat from time to time. in this way a company collapses.

How to prepare for the football world cup

Much has already been said about how players and teams should approach this sports season in which the World Cup is being played for the first time in winter, breaking the national championships into two parts. I think players should think with the idea that the most important game is the next one, without stopping to consider that it is a league one, a European cup one or will be the first one in the World Cup. In fact, when you lead a particularly demanding life, playing important matches every week with the knowledge that this kind of commitment will last until almost the summer of 2023, you have to reason in giving your best during the week. This allows one not to stress unnecessarily with negative thoughts regarding how to maintain physical and mental fitness for such a long period, the fear of injury, or too many games to play at a high level. In these moments, one must think about what one can control in the immediate future, the next game, work to get more responsibility out of one’s mind, and, then, work to recover. Precisely recovery from the game you just played is, in my opinion, a central aspect of soccer players’ training, from injury prevention to relaxation and being with the people you love. The greater the commitment to the game, the greater the importance of this recovery phase. The commitment is to not accumulate unnecessary mental and physical stress now, which adding up to future stresses can facilitate injuries and otherwise a state of mental fatigue that would take time to clear.

My thought, therefore, is to stay focused on the present, which are the match itself and the days leading up to this event. The second step, is to devote some time to recovering, so that after a few days we can re-engage in the best condition to play another match. Footballers, and especially those who assume they will reach the final stage of the World Cup, should minimize their worldly and social commitments, since their problems of psycho-physical fitness are not only about how to get well to this competition but later will be about how to continue the season until the conclusion of the league and cups for the teams that will also have this commitment. I am convinced that the worst months for the players will be the post-World Cup months, because they will be justifiably tired while, on the other hand, the teams’ expectations of them will continue to be high. Even more, in this third phase of the sports season, the work on recovery that will have to be done by the players with the full support of the club, the coach and the team will be important. Team cohesion will play a primary role in eliminating the complaints and aggression of those who did not go to the World Cup versus the attention paid to those who did, and vice versa in not allowing a reduction in commitment and cooperation on the field in those who played the World Cup.

Coaches’ psychological characteristics

I am often asked what are the psychological characteristics of a leader who works with groups striving for excellence, in this case the coach of a team or group of athletes. We know well that there is no ideal profile, no personality of the winner. However, we have learned from scientific data that there are skills and attitudes that a leader must know how to manifest consistently and consistently over time. I also learned a great deal from some world-class psychologists and experts in absolute performance such as John Salmela, Robert Nideffer, Peter Terry, Ken Ravizza.

At the end of the day, I identified by integrating data and professional experiences 10 dimensions that elite coaches seem to possess. It is not easy to practice them in daily professional life but those who want to approach this world should, in my opinion, check how much they are present in him/her.

  1. Competitive: Individuals who are personally competitive, motivated and driven by the desire to give their best.
  2. Motivational: People who have a great deal of energy and enthusiasm. People who do not care about the number of hours they work, as long as they feel they are being challenged, making a positive contribution to the organization and moving in the direction of achieving their goals.
  3. Responsibility/Initiative: These are people who have a high level of confidence in their ability to succeed and get the job done. They are coaches who are not afraid to take on new responsibilities and learn from their mistakes. Coaches who are not afraid to ask for help.
  4. Balance between support and confrontation: These are people who are sensitive to interpersonal relationships, accurately read people’s situations and emotions (including their own), and are able to strike an appropriate balance between support and confrontation.
  5. Verbal skills: These are people who are able to state thoughts and ideas clearly. They do not overload and/or confuse information. They are not afraid to speak up, ask questions and/or discuss issues both individually and in groups.
  6. Listening skills: These are people who know when to speak and when to listen. Individuals who do not become defensive when challenged and/or confronted by others.
  7. Open/non-defensive: They have a high level of self-awareness. They know what their strengths and weaknesses are, know how others see them, and take steps to maximize their strengths and minimize and/or overcome their weaknesses.
  8. Team and relationship building: These are individuals who are able to establish good working relationships with others. Individuals who recognize and are able to leverage the contributions that each individual brings to the team. People with whom others enjoy working.
  9. Performance under pressure and emotional control: They are able to recognize when emotions (their own or others’) get in the way of effective communication and have the skills to manage them.
  10. Self-aware: They are coaches who know their own strengths and weaknesses and take responsibility for them. When faced with a problem, they do not become defensive, they take responsibility for their mistakes and failures and learn from them.

Juventus’s problem

Juventus’ problem is one of continuity of play and the inability to break out of the insecurities brought about by the reduced quality of some players. Juventus’ DNA is to play to win the competitions it participates in, starting with the individual games. Not only the past but also the recent history of 10 consecutive championships are proof of this.

In winning teams when there are problems of lack of commitment or fears emerge, it usually happens that the most representative players talk in the locker room or the coach himself and these problems are solved as pride, the desire to win and the will to prove that one is superior to these difficulties are leveraged. This is what is not currently happening in Juventus, as it is a team almost entirely devoid of champions and where many of the starters have never won anything.

In turn of Allegri was used to working with players who were easy to talk to, explain what was expected and they put it into action. Having Juventus now have players who are not used to winning but feel an obligation to do so by wearing this jersey, the mental block and insecurity manifest themselves as the gap between how they evaluate themselves and expectations is too wide.

Allegri’s leadership style is not tuned to leading a group, lacking leaders, that starts well in games but then fades away. The reason is that those who lead excellent groups have difficulty leading teams that instead repetitively lose. This is an interesting issue I was confronted with when I went from working with winning athletes to athletes who did not have this mindset.

The topic is an open one.

The plague of being sedentary

The problem with this information is that we tell it among people who are interested and motivated in sports and movement. Otherwise these news whether they are public administrators, politicians or individuals are of no one of interest.

Made worse by the Italian “it’s not my problem” mentality

 

 

The mobility styles of Italians

The new Ipsos-Legambiente survey on the mobility styles of Italians has highlighted that we are moving less, but much more on foot and by private car, at the expense of public transportation and cycling. The combination of pandemic, energy crisis and inflation presses on and increases the gaps.

The survey is part of the Clean Cities Campaign, a European network of environmental associations and grassroots movements that aims to radically improve air quality through more sustainable mobility styles, redistribution of urban space in favor of weak users and conversion of transport to electric. Areas of intervention on which, for Legambiente, we need to accelerate the pace with ad hoc interventions and measures: expansion of bicycle lanes, limited traffic zones, and enhancement of mass rapid transit, just to name a few, in order to arrive at a more sustainable mobility system.

Compared to 2019, car use is also increasing in Milan and Florence in percentage terms, but we also move a lot by public transport and even by bicycle. In Turin we move more on foot, while in Naples and Rome we use the car more.

We continue to use the car, even in short stretches and especially outside large population centers. Of the total number of trips, compared to 2019, 28 percent of the sample say they use the car more.

More walking, especially in the city: on total trips, compared to 4-5 years ago, 38% of respondents walk more. In Turin 49% walk more, in Milan and Rome 47-48%, in Florence and Naples 43-44%. Walking trips are also an opportunity to save on fuel or the single bus ticket when the journey is short. With this new trend, the “15-minute city,” the urban redesign that wants to design all essential services-work, stores, health care, education, wellness, culture, shopping and entertainment-in close proximity to the residence, is gaining in relevance. In dense cities it is already, in part, a reality.

The weakest link in mobility is local public transportation, used less by 31% of respondents, compared to 2019. Use increases for only 9%, unchanged for 29-30%, while the remaining 30-31% never use it, because it is too inconvenient or unreachable. Poor frequency of rides and unreliable schedules also discourage.

For short and long distances people use the car, which is on average 12 years old, polluting and with high fuel consumption. The new car is no longer for everyone. The average purchase price has increased by 32 percent in the last decade, from 18,857 euros in 2012 to 24,891 euros in 2021 (Unrae data), and average purchasing power has decreased.

After the lockdown, many Italians are poorer, and the crisis, combined with the chronic shortage of trains and streetcars, is forcing people to move less, even by public transport. People are walking more, but not by ecological choice. Positive signs only in cities that have increased public transportation offerings, promoted season tickets and bike lanes, such as Milan and Florence.

In Milan and Florence, bicycle use has increased in 21 percent. Confirming that where there are policies that direct the new mobility, positive changes are achieved. Italians are well willing to leave their cars at home in favor of scooters or bicycles, if there were safer streets and the maximum speed in the center was limited to 20-30 km per hour; and in favor of public and shared transportation, if there were more efficient, widespread and economical services. In addition, the majority of Italians are in favor of a gradual ban on the circulation of polluting vehicles in built-up areas.

The new Napoli winning mindset

Great game that of Napoli at home to Ajax ended with the score of 6-1. These matches against worthy opponents are won in this overflowing way when a team is not only satisfied with playing well. They are a demonstration of what should be meant by a winning mentality. When the determination of the team is welded with the quality of play and the desire of individual players to want to continue playing at their best until the referee’s final whistle.

The conjunction of these three aspects has a multiplier effect that is far more beneficial than the sum of individual wills. This Napoli new mentality is geared toward personal and team growth, and matches represent challenges generating strategies for improvement that culminate in playing consistently at a high level. In fact, it was these Champions matches played against Liverpool and Ajax that taught the team what its potential was that had hitherto been unexpressed. Matches like these are remembered for a lifetime and, more importantly, they keep motivation and confidence high, so any subsequent high-stress competitive situation will be approached with the belief that they can repeat what was done in these Champions League matches.

It is often stated that in order to win these matches Italian teams should increase the speed of their play and maintain this approach for the entire duration of the match. Napoli’s matches teach us that this characteristic, however, always goes to motivation (I want to do it) and conviction (I do it). In this way you realize what I have often heard Gianni Rivera say, that in soccer you should not run but make the ball run. So speed of play only happens when mind, technique, tactics and team work together for 90 minutes.

ISSP-R Practitioner and Established Supervisor applications now open!

Given the mission of International Society of Sport Psychology (ISSP)  and in the spirit of globalization, internationalization, unification, and collaboration, the ISSP Registry Committee is finalizing the process of establishing an internationally recognized consultant/practitioner registry that represents the minimum standard of sport psychology practice. It is envisioned that the ISSP-Registry (ISSP-R) will respond to the high international mobility of both sporting clients and consultants as well as increase the visibility and credibility of the profession internationally. Importantly, it aims to augment the professional standards of the field with a particular focus on supporting those countries in which ASP is at a developing phase.

ISSP is pleased to announce that applications to the ISSP-Registry (ISSP-R) are now open for [i] Established Practitioners, [ii] Emerging Practitioners and [iii] ISSP-R Established Supervisor. Applications will remain open until Friday, December 30, 2022. Below is some of the key information.

There are two routes to being accepted onto the ISSP-Registry – the Established Practitioner route and the Emerging Practitioner route. Presently, we are accepting applications for both Established Practitioner and Emerging Practitioner routes. Secondly, there are two routes to being accepted onto the ISSP-Registry as a Supervisor – the Established Supervisor route and the Emerging Supervisor route. Presently, we are accepting applications for Established Supervisor only. Please visit the ISSP Registryand ISSP-R Supervisors pages for more information.

For Emerging Practitioners: applicants must have successfully completed the ISSP-R modules in Cultural Competence, Mental Health, and Professional Conduct to apply. For prospective ISSP-R Emerging Practitioners, online versions of these ISSP-R modules will be available in the near future. Beginning in Spring 2023, we will process and assess applications on a continuous basis, allowing applicants to submit any time.

Please direct your completed applications or questions to isspr@issponline.org

Sedentary lifestyle and urban traffic

Speaking of being sedentary lifestyle, I do not know how aware we are that it is the structure of our cities that leads us, like the current of a river, toward this very negative lifestyle. As long as cities remain spaces that almost exclusively facilitate the use of cars, walking and bicycling will remain on the margins of our lives and lack of movement will continue to be an endemic problem.

People on bicycles have “appeared in Paris,” and the most important thing about this incredible transformation of Paris is how quickly it happened once the streets were transformed. One cannot say that “Paris has always been like this,” because it has not. It took leadership.

A woman driving a convertible stuck in bumper-to-bumper traffic. Steam and smoke waft around her vehicle. She stares longingly at people enjoying the fresh air and park to her left. Illustration.

The following are the thoughts of @BrentToderian (City planner + urban planner at @TODUrbanWORKS. Global advisor on cities. Past Vancouver chief planner).

To ensure cars didn’t take back control of Paris streets as the pandemic was “ending,” (like they have in so many cities), Mayor @Anne_Hidalgo made sure that 60k parking spaces and many streets were permanently transformed to seating for restaurants, people places and bike-lanes.

There’s no simplistic “silver bullet” for making lively streets & great #peopleplaces — but if there was, it would probably be street seating & moveable chairs. Don’t let anyone say there isn’t room — just rethink space for cars. As #Paris effortlessly illustrates. #placemaking

Walking around European cities — from bustling urban centers like Milan and Amsterdam to smaller cities such as Ghent and Bruges in Belgium, and Ravenna and Padua in Northern Italy — it’s clear that there are numerous improvements that can be borrowed for the United States and implemented relatively quickly and inexpensively:

  • Make streets multimodal
  • Implement congestion pricing and/or limited traffic zones
  • Eliminate street parking
  • Boost transit options
  • Reclaim plazas and other public space for people

 

 

Players mindset and dribbling

In soccer, dribbling is one of the most exciting aspects of the sport for the young soccer players. It is a sudden individual action that can change the course of the game if it results in a clear advantage for the team and an opportunity to score a goal. It requires certain psychological characteristics that can be taught to young people regardless of the fact that someone will always be better than someone else. Precisely because of its being an exciting activity in which one runs more of a risk of being blocked by the opponent than in others.
One of the relevant coach task is to teach young soccer players to take risks, therefore, teach them dribbling.

Dribbling is an action that requires:

  • Direct confrontation with the opponent
  • The taking pleasure in “jumping him”
  • The motivation to do one’s best
  • Initiative and decision-making
  • Anticipation and quickness of movement

Not possible when one has:

  • Fear of being criticized or rejected
  • Doubts in execution and one is slow
  • Fear of not being competent
  • Fear of the opponent
  • Fear of making mistakes

Briefly:

  • Task-oriented + soccer players are + motivated to improve soccer skills and in dribbling.
  • Footballers who are + result-oriented and – improvement-oriented will put less effort into taking risks and making personal decisions such as in dribbling.