Are You Trustworthy?
Dr. Cory Dobbs
The Academy for Sport Leadership

Make no mistake about it: trust is a cornerstone of every relationship.  With it you can build a great coaching staff and team of student-athletes.  Without it, well…

Every leadership act and the reception of those acts involve trust.  It is expressed in every encounter; it is something we experience in every interaction with another human being.  Healthy relationships are the product of trust and the foundation of cohesive teams.  And unhealthy relationships, those lacking in reciprocal trust, invites distrust, deceit, selfishness, isolation, and rips relationships apart.

It’s safe to say that your coaching colleagues and players demand trustworthiness.  But what exactly is trust?

Trust is a multi-faceted concept that leaders can gain, and lose.  In order to better understand trust, we must consider its four dimensions.  Here’s a framework I use to analyze trustworthiness.

Cognitive Trust:  Cognitive trust is knowledge-driven. It emerges from one’s knowledge of the situation and expressed by alignment of a coach’s words and actions. This allows a player to predict whether or not a coach is to be trusted in certain situations.

Affective Trust:  This is the emotion-driven element of trust that can create either great depth of relationship, or shallow transactional interactions. Affective trust arises from one’s feelings generated by the level of care and concern demonstrated by the coach.

Procedural Trust:  This is the process-driven component to leadership trust.  To achieve objectives every team has a wide range of systems or procedures—ways of doing things. Your offensive/defensive style and philosophy are bounded by procedures. Coaches are seemingly always “selling” their system and looking for “buy in” by the student-athlete.

Purposive Trust:  This is the mission-driven component. Shared values and shared goals, as they relate to the growth and development of the student-athlete, form the foundation of purposive trust. This type of trust refers to your actions having or serving a purpose that benefits all today and tomorrow.

These are not trivial distinctions.  Your credibility is at stake daily.  You can be trustworthy in three dimensions and distrusted in the other dimension, and therefore labeled as untrustworthy.   However, by detecting the dimension that is holding down your trustworthiness, you can correct course and earn the trust and confidence of others.

New to the Second Edition of Coaching for Leadership!

We are pleased to announce a new chapter to the second edition of the best-selling Coaching for Leadership. The chapter, The Big Shift: Unlock Your Team’s Potential by Creating Player-Led Teambuilding, connects the previous edition of this book to its origin, as well as to the future of team sports. The new chapter sets forth a practical and applicable agenda for change and improvement. The reader is introduced to seven vital elements of change; seven shifts of traditional mental models that lead to the new core principles necessary for creating a player-led team culture. Click here for more information about Coaching for Leadership

“Tell me and I’ll forget. Show me and I may remember. Involve me and I will care.” -Your Student-Athlete The world of coaching is changing. In Coaching for Leadership you’ll discover the foundations for designing, building, and sustaining a leadership focused culture for building a high-performance team. To find out more about and order any of the Sport Leadership Books authored by Dr. Dobbs including Coaching for Leadership, click this link: The Academy for Sport Leadership Books

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A college basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.

Cory Dobbs, Ed.D.
The Academy for Sport Leadership

Time and again, through my own eyes and those of student-athletes, I have seen the impact of poor leadership. Leadership from the ranks of the players and leadership from the coaching staff, when not actions of character, almost always turn out badly. Teams underperform, players drift from the team, coaches ratchet up bad behavior and the result of poor leadership—characterless leadership—destroys opportunities for members of the team to grow, develop, and enjoy their sport.

Today’s most effective coaches do more than win games; they imbue their program with character. Indeed, they lead with character.

Simply put, leaders of character take serious four universal practices: tell the truth, keep your promises, give forgiveness, and treat others as you want to be treated. When coaches and student-athletes commit to these four behaviors, they are viewed as people of character. These traits are respected and admired. Together, they illuminate “leadership character.”

Sports are supposed to infuse participants with character. Indeed, the first requirement to be a coach is to be a person of character. If this sounds like a tough stance on who should coach, it is. Coaches have traditionally been valued for their teaching skills, decision making, and the best always strive to understand and empathize with their players. Great coaches believe that student-athletes have an intrinsic value beyond their contributions on the playing field. But the distance between a great coach and a good coach is quite wide.

No matter what the final record for the season happens to be, if poor leadership, from the coaches or the players, is a part of the process, the experience for each and every participant is sure to be one of disappointment. It’s likely to have included many frustrations for the participants and at times created disillusionment, anguish, and sadness. Characterless leadership is simply that impactful.

Peter Block, author of Stewardship, has defined stewardship as “holding something in trust for another.” In sports, that something the coach holds in trust is the student-athlete’s experience. The coach committed to the growth and development of players recognizes the tremendous responsibility to do everything within his or her power to nurture integrity, hold players accountable to one another, guide them to own their mistakes, and teach the young student-athlete to let go of the past.

Based on all my years coaching, and observing (research from the outside looking in) coaches and student-athletes, I find the coach capable of humility and deep self-awareness to be the one most likely to have leadership character. The capacity to bring out the best in people demands character. The mark of a great coach—teacher—is that he or she lives and models the four universals of telling the truth, keeping one’s promises, letting go of others’ mistakes, and empathizing with others.

And, a second article from Dr. Dobbs:

Pumping Iron: Not-Invented-Here

Today every student-athlete lifts weights.   But this hasn’t always been the norm.  If you look at the black-and-white photographs of athletes from the 1960’s you’ll see mostly underdeveloped physiques.  Weightlifting began on the fringes in the 60s, and mostly in the form of machines for training.  At that time, most coaches assumed that weightlifting would harm an athlete’s fine motor skills.  So weight training remained on the periphery.

But then, a movie released in 1977 exploded on the scene and overnight created the strength industry.  A little-known Austrian bodybuilder, Arnold Schwarzenegger, breathed life into competitive bodybuilding.  Hollywood saw an opportunity and acted quickly.  Pumping Iron, a docudrama, focused on Schwarzenegger and his dedication to lifting weights to build a Mr. Universe body, triggered a movement that spilled over into almost every sport on the planet.

A fatal flaw of sports has been to shy away from training and operating methods that don’t originate within the field of the sport.  This bias is revealed in the aversion to things not-invented-here.  Not-Invented-Here is the automatic negative perception of something (such as an idea or belief) that does not originate in one’s field.  Have you read Moneyball?  Data analytics and those that wanted to explore their value were rejected, until the Oakland A’s on-the-field success proved this new way of building a team.  Today, if you look closely, you’ll see that data analytics have found a comfortable place in the world of sports.

Here’s a short list of ideas about Not-Invented-Here.   Google each and learn a little more.

-CTE (see Dr. Bennet Omalu and Concussion the movie)
-Free Agency (see Curt Flood)
-Sport Psychology (see Thomas Tutko)

-Great Performers are Made, not Born (See Anders Ericsson)

-A Leader in Every Locker (see Cory Dobbs, Coaching for Leadership)

-Karl Dunker, (see Functional Fixedness)

Let me encourage searching for ways to improve your players, programs, and organizations by any means necessary.  Don’t approach improvement and innovation with a fixed-mindset and get caught in the trap of rejecting something because it was Not-Invented-Here.

Cory is the Founder & President of The Academy for Sport Leadership. A former basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition. Cory has worked with collegiate athletic programs and high schools teaching leadership and team building as a part of the sports experience and education process.

“Tell me and I’ll forget. Show me and I may remember. Involve me and I will care.” -Your Student-Athlete The world of coaching is changing. In Coaching for Leadership you’ll discover the foundations for designing, building, and sustaining a leadership focused culture for building a high-performance team. To find out more about and order Sport Leadership Books authored by Dr. Dobbs including Coaching for Leadership, click this link: The Academy for Sport Leadership Books

Nothing Sabotages Loyalty Like the Blame Game

Cory Dobbs, Ed.D.
The Academy for Sport Leadership

*Note: This article is to be shared with your student-athletes.  Hold a brief discussion after your players have read the article.

Loyalty is the heart and soul of any meaningful relationship. A sports team provides the perfect platform for loyalty. Giving of one’s self to others is the foundation of loyalty. Many of our greatest experiences in life can be found in our relationships. At its core, loyalty is about reliability. And in the team setting reliability is a necessary ingredient for success.

Loyalty is found in the physical, intellectual, emotional, and social support we provide others. It is the bond of loyalty players have to teammates that forges a coherent team. It is players willingly committing to each other and going out of their way to ensure someone else’s needs are met.

However, getting along with others doesn’t mean the obligation to endure wrongful actions.

The Blame Game
Nothing destroys a relationship faster than blame. When you shift fault to another you cast yourself as a victim. In the court of victimhood what you want is the other person to be wrong and you to be right. No doubt, you feel you have real justification in your specific situation.

When you wrongfully blame others, you lose the right to loyalty. You’ve sacrificed a relationship to “save face,” to “look good,” or to simply hide a weakness. This is not loyalty. It is betrayal.

Let me state it plainly: Playing the blame game is wrong. Blame fuels conflict. It feeds the fire of dissension. It divides people. It can—and will—destroy your team. The blame game makes a mockery of loyalty. Blame is an act of selfishness.

Funny thing, most people that blame others look for at least one other person to align with them, to be an accomplice in the blame game? When a team member complains about what someone else “did to me” (such as a coach not giving you enough playing time), do others look to eagerly rush in and agree with the victim? Should one “cover” another’s back in the name of false victim-hood? After all, “she’s my friend and that’s what friends do for one another.”

These are not real friends. A real friend would say, “Cut the blame game and quit complaining about what “they” did to you. What did you do? What can you do to fix it?” Now that’s a loyal friend. This kind of honesty is what a loyal friend would do.

You need to be honest and direct, willing to confront teammates that violate team norms. Say what you need to say in a manner that shows your intent to solve the problem. Your objective is not to fight, but rather to make a positive impact toward a positive resolution. Your goal shouldn’t be to prove someone wrong, or to make you look good. Rather, your solution should be to cooperate and work toward a common purpose.

If you find yourself playing the blame game, understand that you are limiting your growth psychologically and relationally. Every time you choose to blame someone for a setback or for something negative that’s happened to you, you miss the opportunity to learn how to overcome adversity.

Confidence in one’s teammates is what makes for a tight-knit team. A team of loyal teammates offers a clear way to win. So when blame rears its ugly head, look instead for the courage to build up the moral muscles necessary for growing your commitment to others. Pledge to remain loyal and do the right thing.

And, a second short article from Dr. Dobbs

The Problem with Listening

In their classic Harvard Business Review article Listening to People, Ralph Nichols and Leonard Stevens get right to the point: “It can be stated, with practically no qualification, that people in general do not know how to listen.” Larry Barker and Kittie Watson in Listen Up declare, “Each of us has the power to decide how and when to listen.” Management expert Margaret Wheatley asserts, “I believe we can change the world if we start listening to one another again.” William Isaacs, MIT professor and senior lecturer in the MIT Leadership Center, reminds us that, “Listening requires we not only hear words, but also embrace, accept, and gradually let go of our own inner clamoring. As we explore it, we discover that listening is an expansive activity.”

Why do so few people listen to hear?
Think about it: The listener controls the conversation. Here’s a helpful exercise: Write down the many ways in which the listener controls a conversation. I think you’ll be surprised!

About the Academy for Sport Leadership
Our goal is to continuously create, modify and shape new programs based on research and practice. Our Coaching for Leadership and Teamwork Intelligence programs prepare top-notch coaches with the mindset and skill set to optimize student-athlete involvement, engagement, and performance.

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A college basketball coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.

“Tell me and I’ll forget. Show me and I may remember. Involve me and I will care.” -Your Student-Athlete The world of coaching is changing. In Coaching for Leadership you’ll discover the foundations for designing, building, and sustaining a leadership focused culture for building a high-performance team. To find out more about and order Sport Leadership Books authored by Dr. Dobbs including Coaching for Leadership, click this link: The Academy for Sport Leadership Books

Humility is not Optional.  It’s a Necessity

Cory Dobbs, Ed.D.  The Academy for Sport Leadership

“Humility is not thinking less of yourself, it’s thinking of yourself less.” –C.S. Lewis

As we descend deeper into a society characterized by polarization and division, cooperation is increasingly a curious characteristic.  First, let me suggest that cooperation is a product of humility, a dispositional drive of a selfless ego.  I introduce cooperation here to set it up as a desired individual behavior to be exercised in a team environment.

Consider humility to be a serious personality characteristic; one that is geared toward the positive construction and building of healthy relationships.  But don’t align humility with meekness or shyness—as is usually the case.   Resist the temptation to dismiss humility simply because it hasn’t been lionized like “grit,” or “mental toughness.”

One of the biggest mistakes coaches make is thinking that humility means a lack of self-confidence or a personal shortcoming such as a fragile sense of one’s self.

In team relationships humility shows through by the team members’ commitment to serve and support one another, through showing appreciation for the contributions of teammates, expressing encouragement, and acceptance of each other.  The person possessing a healthy dose of humility is generous with his or her support of others as expressed through loyalty and respect for teammates.

The humble teammate displays a strong sense of duty to the team.  Let me be clear: humility is the social glue that holds the team—a fragile eco-system—in balance.  Humility always contributes to unity.

It is worth exploring how to mesh cooperation with competition.  Competition—a cherished quality in the field of sport—is often considered to be the opposite of cooperation.  Competition is the drive and compulsion to win, to earn, to get, to have, to do.  Sports and competition are synonymous.  Yet, an ego attuned to only competition breeds a self-interested ego.  At this point I’m sure you’re saying…”and so?”

We live in a culture with a high tolerance for individualism.  This breeds status and ego.  It promotes selfishness (might I get creative and say “selfieness”), and an “It’s all about me” attitude.  Society rewards those who use self-promotion to stand-out.   Of course, many young people have bought into this approach to life.  However, there is often a darker side to ego.  Ryan Holiday, author of Ego is the Enemy, reveals:

“The ego we see most commonly goes by a more casual definition: an unhealthy belief in our

                own importance.  Arrogance.  Self-centered ambition….The need to be better than, more than,

recognized for, far past any reasonable utility—that’s ego.  It’s the sense of superiority and certainty that exceeds the bounds of confidence and talent.”

An ego out of control can and often does promote a sense of self-justification giving an individual the “freedom” to say and do whatever is in their best interest.  Ego driven people often are self-absorbed and seek only individual fulfillment.  Certainly such behavior can and often is displayed on the playing field.

However, don’t confuse this with a default proposition that competitiveness is bad; it’s clearly not.  But when an ego (triggered by a social or psychological event) is out of touch with reality it can quickly put a person on a path to self-destruction.  And when this happens good luck reaching the person; you likely won’t until they meet with a fall that humbles them.  Reality meets humility.

A humble person, one driven by a strong and stable sense of humility, is simply more likely to help a teammate, to regard others as equals and worthy of a deep, close relationship.   Simply said, the humble person who practices humility keeps their accomplishments, gifts, and talents in a proper perspective. They possess self-awareness, avoid self-serving distortions, and are keenly aware of their limitations. They value the welfare of teammates and have the ability to mindfully attend to the uniqueness of each team member.  Humility always contributes to unity.

 

About Cory Dobbs, Ed.D.

Cory Dobbs is the founder of The Academy for Sport Leadership and a nationally recognized thought leader in the areas of leadership and team building.  Cory is an accomplished researcher of human experience. Cory engages in naturalistic inquiry seeking in-depth understanding of social phenomena within their natural setting.

A former coach, Cory’s coaching background includes experience at the NCAA DII, NJCAA, and high school levels of competition.  After a decade of research and development Cory unleashed the groundbreaking Teamwork Intelligence program for student-athletics. Teamwork Intelligence illuminates the process of designing an elite team by using the 20 principles and concepts along with the 8 roles of a team player he’s uncovered while performing research.

Cory has worked with professional athletes, collegiate athletic programs, and high schools teaching leadership and team building as a part of the sports experience and education process.  As a consultant and trainer Dr. Dobbs has worked with Fortune 500 organizations such as American Express, Honeywell, and Avnet, as well as medium and small businesses. Dr. Dobbs taught leadership and organizational change at Northern Arizona University, Ohio University, and Grand Canyon University.

“Tell me and I’ll forget. Show me and I may remember. Involve me and I will care.” -Your Student-Athlete The world of coaching is changing. In Coaching for Leadership you’ll discover the foundations for designing, building, and sustaining a leadership focused culture for building a high-performance team. To find out more about and order Sport Leadership Books authored by Dr. Dobbs including Coaching for Leadership, click this link: The Academy for Sport Leadership Books

This post was provided by InnerDrive, a mental skills training company

How do we become better leaders? An effective leader is someone who can create an inspiring vision, motivate and inspire their team, manage the delivery of that shared purpose and then coach and improve that team in order to achieve that end goal. So what are the best leadership skills, and what are the keys to becoming a better leader?

1. UNDERSTANDING YOUR LEADERSHIP STYLE
According to research, there are loads of different leadership styles and they vary between men and women. However, 4 main styles have been commonly agreed. These four leadership styles include autocratic, democratic, laissez-faire and transformational. By finding out what type of leader you are, you will then be able to identify your strengths and areas in which you need to improve.

For more ideas on how to help your team members develop and improve, have a look at our page on how to improve metacognition.

Autocratic

This leadership style includes, close supervision, lack of input from followers, complete control and solo decision-making.

Democratic

This leadership style includes, shared decision-making responsibilities, social equality, creativity and high engagement from group members.

Laissez-faire

This style includes, little direction from the leader, lots of freedom for group members, team members are responsible for making all decisions and a great deal of autonomy.

Transformationala-better-leader

People who have this leadership style are often described as energetic, passionate, enthusiastic, trustworthy, creative and intelligent.

A more in-depth description of these styles can be found here.

2. Be a role model

This doesn’t necessarily mean leading from the front, as keeping a watchful eye from a distance can allow your team to develop their own forms of leadership and management strategies. This point refers to the way you, as the leader, exemplify your behaviours and characteristics for your team to follow. Your actions can have a profound impact on the behaviours of your team. Research has shown that by showing your organisation what is possible, a leader can empower them to develop their own skill sets.

3. Be authentic

Being authentic in your approach to leadership provides your group with a true understanding of who you are as a person, away from your professional role. Research has shown that by doing what is promised, being visible to your organisation and being honest helps manifest a sense of trust within the group you’re leading. Be true to your values and in doing so, your team can understand the direction you want to take them in.

4. Listen to, and communicate with, your team

Research has shown that non-verbal cues like body language, facial expressions, eye movement and hand motions are an important form of communication. Matching your non-verbal cues to your actions and words can help with authenticity.

Whilst verbally and non-verbally communicating with your team, it is also important to listen to what they have to offer. Be an active listener, in doing so approach conversations with concentration and regard for the speaker’s thoughts and considerations. Likewise, studies have shown that skilled listeners also pick up on the speaker’s underlying thoughts and concerns by tuning into their non-verbal cues, showing genuine care for the person’s feelings and morale.

5. Motivate your team

Leaders can motivate people in various ways, but by making sure the individuals inside the team understand that their investment of time and effort is something worthwhile, and can encourage the desired actions. Evidence indicates that this can be done by providing recognition and praise, offering rewards, inclusion and by being passionate.

Final thought

John F. Kennedy once said, “Leadership and learning are indispensable to each other.” Highlighting how leadership is a constant learning process and that it can most definitely be taught. Anyone can become a great leader as long as you are willing to listen and learn.