Tag Archive for 'manager'

Coaches: only the experience is not enough

These ideas come form the book by Henry Mintzberg “Managers not MBAs” (2004), and they are true for the coaches too.

“The key ingredient for management education is natural experience, that has been lived in everyday life on the job and off … The most powerful learning comes from reflecting on experiences that have been lived naturally … Every manager must discover for himself … what works and what does work for him in different situations.” (p. 247).


“Experience is not enough. People may learn little from their experience, unless they have a means for classifying and analyzing it (Sims et al., 1994) … John Maynard Keynes once quipped, ‘Practical men, who believe themselves to be quite exempt from any intellectual influences, are usually the slaves of some defunct economist.’ In other words, we use theory whether we realize or not. So our choice is between theory and practice, so much as between different theories that can inform our practice.” (p.249-250).



The 3 keys of success

Research conducted by McKinsey&Company on the success factors of women holding management positions showed that at the basis of their success there are features such as resilience, toughness and confidence. It’s not surprising because these are the basic characteristics of those who succeed in any field, including sport. Based on these features you can build great careers in business as in sport or art. Without the road will be short.

Many women’s programs focus on convening, creating, and broadening networks. While these are important investments, they are insufficient. Companies should also instill the capabilities women need to thrive. Some of the most important are resilience, grit, and confidence.

Resilience is the capacity to recover quickly from difficulties—a form of toughness. Grit is resolve, courage, and strength of character. Confidence is a level of self-assurance arising from an appreciation of your own abilities or qualities. In business settings, resilience allows us to get up after making a mistake or encountering a challenge, grit allows us to push through walls and rise above challenges, and confidence helps transform challenging experiences into greater self-assurance, not self-doubt.

In our 2012 interviews with 250 high-ranking women executives, we found that they thought the top attributes of their own success were resilience and grit, which ranked higher than more obvious factors, such as a results orientation.”

The futsal mental coaching

Speaker: Emiliano Bernardi

Date: April 23, h. 6pm-7,15pm (CET + 1)

Abstract: The webinar is open to futsal players, coaches, managers, psychologists and sport psychologists. We will deepen the main psychological implications of this sport following a path in search of better performances adapted from the Emiliano Bernardi’s experiences in clubs and national youth futsal teams.

You will acquire skills of:

  • The main mental futsal skills
  •  The speed of thought
  •  Create a pre-performance routine
  •  Stay focused at critical
  •  The benefits of futsal in the players’ psychophysical growth processes.
  •  The final part of the webinar will be devoted to the question time where you can ask questions to the speaker.

You will receive a confirmation e-mail within 24h from the payment

The continuous improvement as successful strategy

The coaching to cope with the new challenges is an individual training. Its aim is to increase at the maximum level the personal competences, permitting at each one to become the best she can be.

The coaching is a road supporting the personal change, starting from a positive appreciation of the past performances and knowing that it is the continuous renewal that will permit to repeat the successes reached.

At this proposal it seems very specific the comparison between the manager skills and the top athletes skills because they have to perform at their best:

  • they have reached most of the goals expected and planned in advance and they are oriented to achieve their next performance goals
  • they are totally committed and very energetic in their activities
  • they perceive themselves accountable about the results of their/team performances
  • they are considered by the young collaborators/athletes as a model to emulate
  • they like the challenges, compete and win
  • they are solution oriented
  • they search the contribution of the people able to help them to reach their goals

It is obvious that it is not easy to reach all these skills in one person and also in the high potential people these characteristics come from a strong commitment in this direction. For them the frustrating days and/or the unsuccessful performances represent hard situation to cope with, but they know  the mistakes represent  good learning opportunities to approach with confidence.

Sport, role and ball dimensions

The National Science Foundation announced the following study results on corporate America recreation preferences:

  1. Sport of choice for maintenance level employees: bowling.
  2. Sport of choice for front line workers: football.
  3. Sport of choice for supervisors: baseball.
  4. Sport of choice for middle management: tennis.
  5. Sport of choice for corporate officers: golf.

Conclusion: the higher you are in the corporate structure, the smaller your balls.

From great to blah

In an unbelievable review The Daily Beast talks about the greatest stars who had failed in the role of coaches and manager. Among them myths like Michael Jordan and Magic Johnson:  http://www.thedailybeast.com/galleries/2013/06/14/from-great-to-blah-star-athletes-who-failed-as-bosses.html#815027b6-2b8e-4092-9a13-dc2dcb24cde5



Job offers in sport psychology

The profession of sport psychologist in Italy is not as widespread as one would expect for many reasons linked to our cultural backwardness both in sport than in the academic world. Among these reasons, there is one that concerns the lack of knowledge by managers and coaches of where and to whom to direct their offers of counseling psychology of sport for their clubs. Often the choice of the sport psychologist occurs through the direct or indirect personal knowledge. Everyone knows doctors, but no one would think to go to an orthopedic surgeon when needed instead of a cardiologist or viceversa. In many people’s minds is dominantt he idea that to work in sports is enough to be psychologists and not sport psychologists. The reaction of the psychologist who are offered this opportunity is immediately positive but shortly after he began his frantic search for a colleague who is sport psychologist to talk to and ask for advice on what to do. Result: the psychologist will present to the club a program that includes the implementation of skills that he does not have and will bring discredit on the  sport psychologist profession. Personally, I often talk to coaches who told me: “Before you there was a colleague who has spent time doing observations and we never knew what was served,” “Just that we no longer need fill tests, which are useless, “” He always questions but never gave an answer. ” These are the most common comments I’ve heard and certainly start working in a context where the psychologist has this perception on the part of coaches is not easy.
Therefore I tell to managers and coaches to use Internet to find professionals who can also direct them to colleague in their geographical area, contact the Schools of Sport of the Italian Olympic Committee for indications, contact the Italian Society of Sport Psychology, contact the university teachers of sport psychology. If you believe that the sport psychologist is professionally useful to improve aspects of a sports organization, you cannot choose the first one on the street, because it is unlikely to be the right one. We live in a period of high specialization in all professional fields, including psychology. Do it!! Because only in this way we will acquire as sports clubs  a competitive advantage in our sporting environment in terms of services and programs offered to coaches, technical team, athletes and their families.

The lords of frauds

Sorry, this entry is only available in Italiano.

Donne manager nello sport

Le donne lottano da sempre contro quel soffitto di cristallo fatto di consuetudini e discriminazioni, molto spesso indirette, che rende difficile per loro l’accesso ad alcune professioni, la progressione nelle carriere o l’assunzione di ruoli di responsabilità, a prescindere dalle capacità professionali. Nel contempo viviamo in un periodo in cui l’abilità a fornire prestazioni di alto livello, prendere decisioni adeguate e nei tempi richiesti, senza perdere di vista la visione globale e gli obiettivi a lungo termine sono competenze necessarie e critiche. Secondo “The Economist” la sfida più significativa che le imprese si trovano a fronteggiare riguarda proprio l’identificazione, la selezione e lo sviluppo degli individui in grado di lavorare con successo a livello di management intermedio e senior. Pertanto per vincere questa sfida non è possibile relegare buona parte delle risorse umane delle imprese a ruoli secondari e meno remunerativi, le aziende devono quindi curare i loro talenti senza effettuare discriminazioni di genere.
Le organizzazioni sportive devono, quindi, pianificare con anticipo lo sviluppo delle donne che ritengono possano giungere a ricoprire ruoli di leadership, servendosi di maggiore immaginazione nel trattenere le migliori.
A questo proposito si è svolto a Torino il primo incontro di un progetto europeo per lo sviluppo delle donne manager nello sport. Per saperne di più: http://www.provincia.torino.it/sport/newsletter/archivio/dwd/2010/num04/News_WILD-luglio2010.pdf