Episode #2 Panel Discussion (Part 2 of 3)
Steve Ingham, Jamie Pringle, Rosie Mayes, discuss the rise of Uk High Performance System that has gone from 36th on the medal table in 1996 Olympics to 2nd at the Rio Olympics in 2016, becoming a global sporting superpower.
This episode charts the necessary focus that came with the award of the home games, what challenges it brought and how the roles change under mounting pressure and resource. Show notes 4:01 July 6th 2005 London was awarded the O...
Episode #2 Panel Discussion (Part 2 of 3)
Steve Ingham, Jamie Pringle, Rosie Mayes, discuss the rise of Uk High Performance System that has gone from 36th on the medal table in 1996 Olympics to 2nd at the Rio Olympics in 2016, becoming a global sporting superpower.
This episode charts the necessary focus that came with the award of the home games, what challenges it brought and how the roles change under mounting pressure and resource. Show notes 4:01 July 6th 2005 London was awarded the Olympic Games
Suddenly the bar has gone higher…we need more!
Know what your role is. The fundamental difference between sport science in the academic sense and thinking about the performer and their performance
The athletes don’t care who supplies the support, they want the support. The coach’s role is the distiller of language that the athlete can understand. 10:31 How has the education of the coaches developed and how has science been able to inform the coach?
The athlete centred, coach managed network. How do you explain what a scientist does within that role?
Coach education
One practitioner can become the filter through which the coach and the athlete can connect
For a coach the leadership challenge has changed
The leadership challenge for the coach is team management, clarity, cutting through the noise applying priority
Switching from a scientist role to coaching Kelly Sotherton - I need to cut down the noise, I’m a noise generator!
The dynamics of the team, relationships in the success of performers - creating champions 16:51 It’s a filtering process, I don’t want more I want less! No-one would ever teach me that story
It requires a whole host of different intelligences, intra-personal skills, inter-personal skills in order for your ideas to land
Ego, sectors that have bright people can come with an arrogance. Personality preferences, “Oh god I’m like that am I”?! If you have a team dynamic, if you can put your ego aside and have a role to play that isn’t your best position, that’s a real challenge
Complexity of a network and the ability to establish trust
Are we all playing the same tune?
When we have a clear sense of purpose about what we are doing. The professionalisation of the system in Britain we are part of a network that brings a sense of belonging for everyone.
London 2012, everyone was focussed on the summit. We always expect a lull after a big pie but…that could have been the best day at work EVER?!
Fear, threat, resistance. What is your purpose, asking why questions. To give pride to a nation.
To achieve this goal, where would you start?
Working for somebody, and it has consequence, it gives purpose and the purpose has consequence.
Why do you do what you do? This fundamental level of deep thinking isn’t taught, isn’t facilitates and when it is you get a united sense behind a common purpose.
If we start people thinking earlier, “Why do I do what I do?”, it will enhance what they do
Plugging gaps in order to create new progress/performance is a differentiator in the GB system
Recap
Links
Supporting Champions on Twitter www.twitter.com/support_champs
Steve Ingham on Twitter www.twitter.com/ingham_steve
Supporting Champions on Linkedin, www.linkedin.com/company/supporting-champions
Instagram https://www.instagram.com/supportingchampions/
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