Keep what's working, change what isn't

KEEP WHAT’S WORKING, CHANGE WHAT ISN’T

We teach you how to help your players consolidate what’s working and change what isn’t one thing at a time.

Why is it important to keep what’s working and change what isn’t, one thing at a time?

Keep what's working, change what isn'tWhen a football team doesn’t achieve its objective, everybody in the team knows they lost the match. They also know that they didn’t have much ball possession and that they didn’t spend enough time in their opponent’s half. But… what they don’t know is, what they’re going to do differently next Saturday to get more possession, spend more time in their opponents half etc.

Telling the players to score more goals, increase their amount of possession and increase the amount of time they spend in the opponent’s half is unlikely to help them make it happen on the field next Saturday. Similarly in business, using high level metrics like first callresolution rates, average talk time, average escalation rates with players delivering a customer experience does not help them achieve the targets set for those metrics. It’s up to the coach to figure out what in the mechanics of delivering the experience, is working and what isn’t working. What are the things the player can do differently that will achieve a better result.

What The Coach Sees

Focusing on what the player needs to differently next time moves them into a resourceful adult mind space where they are confident, creative and engaged.

Focusing on the high level metrics the player has not achieved moves them into a defensive mind space as they try to avoid blame and shame which often times has people acting out their default role in Karpman’s“victim, persecutor, rescuer” drama triangle. While they’re playing a role in the drama, the one thing they aren’t doing is finding better ways to do it differently next time.

Keep what's working, change what isn't

HOW WE HELP YOU KEEP WHAT’S WORKING AND CHANGE WHAT ISN’T

The Game on coaching support system maintains a constant relationship between:

  1. The game plan
  2. The coach’s observation of the player playing to the game plan
  3. Assessment of the things the player is doing (behaviours) that are working and not working,
  4. The behaviours and meta skills that are selected by the coach for improvement
  5. The practice drills that are chosen to improve the behaviours or meta skills
  6. The player’s feedback on how the practice drills are helping
  7. The resulting performance improvement

A powerful reporting and analytical tool set allows all levels of management from team leader to executive to see what’s working and what isn’t within the mechanics of delivering the overall experience, including how effective the coaches are being at improving the things that aren’t working.