Better Management: "I need to motivate my team for a crucial deadline"
10 February 2009
Read by 2377 persons
Without his undisputed starters, searching for players in key positions, leading a tired team, Bernard Laporte uses his knowledge of rugby to build a winning team for the World Cup. "Being a coach is first and foremost about not lying to yourself," he assures. A message for managers? His recipes for success.
SELECTING THE BEST
"The hardest part is selecting the best players for each position. I identify them by supervising all the club matches. Then, we must prepare for the matches. You can't be a coach if you don't like others, to make them more efficient and bring the team to 120% of its potential. Rugby is a combat sport. Physical commitment is decisive. There's a notion of physical wear and tear on the opponent. It's the men who win, not the game system. It requires generosity, courage, solidarity and daily work. Ease comes from repeating the basic movements. You can't train without conviction and have it on the field. A team with a soul. When the current flows, the forces add up."
PROMOTING COHESION
"The coach is a professional listener. So I must establish a permanent capacity for exchange between the staff and the players. I must never leave any unspoken words. I like frank individuals. That's the starting point for cohesion. As a coach, I must solicit listening. I am the one who selects, so it is up to me to approach the players. Listening must be triggered by discussion, relying on a group of 4 to 5 exemplary players, who constitute a permanent debriefing network to detect problems. I explain why I select this player and drop that one. Which doesn't mean I always make the right choices! But being exemplary is about explaining. And you have to stay vigilant so as not to let the situation fester. Otherwise, it's no longer manageable."
THE COACH MUST BE ENGAGING
"Behind the word coach, there is engaging. So I must create the conditions for motivation and transmit it in good humor. If my players arrive on the field with enthusiasm, the match is half won. To avoid the monotony and fatigue of training, I surround myself with a technical staff (dieticians, masseurs, etc.) who also have a key role. At the beginning, I started without an assistant because I didn't know the other coaches. So I toured the French clubs to meet them. It took me two years to put together my staff. I didn't want to make a mistake and separate from an assistant after a few months. The effect would have been disastrous on the group. I chose my assistants based on my idea of rugby and life. Everything is healthy and coherent between us. The players perceive it. It is together that we progress.
Jean-Michel Meyer
Posted on September 15, 2008
usinenouvelle.com
SELECTING THE BEST
"The hardest part is selecting the best players for each position. I identify them by supervising all the club matches. Then, we must prepare for the matches. You can't be a coach if you don't like others, to make them more efficient and bring the team to 120% of its potential. Rugby is a combat sport. Physical commitment is decisive. There's a notion of physical wear and tear on the opponent. It's the men who win, not the game system. It requires generosity, courage, solidarity and daily work. Ease comes from repeating the basic movements. You can't train without conviction and have it on the field. A team with a soul. When the current flows, the forces add up."
PROMOTING COHESION
"The coach is a professional listener. So I must establish a permanent capacity for exchange between the staff and the players. I must never leave any unspoken words. I like frank individuals. That's the starting point for cohesion. As a coach, I must solicit listening. I am the one who selects, so it is up to me to approach the players. Listening must be triggered by discussion, relying on a group of 4 to 5 exemplary players, who constitute a permanent debriefing network to detect problems. I explain why I select this player and drop that one. Which doesn't mean I always make the right choices! But being exemplary is about explaining. And you have to stay vigilant so as not to let the situation fester. Otherwise, it's no longer manageable."
THE COACH MUST BE ENGAGING
"Behind the word coach, there is engaging. So I must create the conditions for motivation and transmit it in good humor. If my players arrive on the field with enthusiasm, the match is half won. To avoid the monotony and fatigue of training, I surround myself with a technical staff (dieticians, masseurs, etc.) who also have a key role. At the beginning, I started without an assistant because I didn't know the other coaches. So I toured the French clubs to meet them. It took me two years to put together my staff. I didn't want to make a mistake and separate from an assistant after a few months. The effect would have been disastrous on the group. I chose my assistants based on my idea of rugby and life. Everything is healthy and coherent between us. The players perceive it. It is together that we progress.
Jean-Michel Meyer
Posted on September 15, 2008
usinenouvelle.com
