{"id":833,"date":"2020-05-07T00:00:00","date_gmt":"2020-05-07T00:00:00","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/reports\/normalising-mental-skills-3-non-negotiables-to-establish-before-taking-a-mental-skills-role\/"},"modified":"2025-12-15T05:12:19","modified_gmt":"2025-12-15T05:12:19","slug":"normalising-mental-skills-3-non-negotiables-to-establish-before-taking-a-mental-skills-role","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/normalising-mental-skills-3-non-negotiables-to-establish-before-taking-a-mental-skills-role\/","title":{"rendered":"Normalising Mental Skills: 3 Non-Negotiables to Establish Before Taking a Mental Skills Role"},"content":{"rendered":"\n\n
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\n May 07, 2020 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Normalising Mental Skills: 3 Non-Negotiables to Establish Before Taking a Mental Skills Role<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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In the first of a three-part series, Aaron Walsh, the Mental Skills Coach at Chiefs Rugby, says that a mental skills coach needs clarity and here he explains how you can get it.<\/p>\n \n \n \n

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In the last few years, the concept of a \u2018mental skills coach\u2019\u00a0is beginning to be embraced by teams who are looking to maximise their capability.<\/h4>\n
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By Aaron Walsh<\/h6>\n

It makes sense. In high-performance settings and competition,\u00a0you\u00a0can train the physical and skills side of the sport as much as\u00a0you\u00a0can. However, if those athletes are unable to translate that potential and deliver performance under pressure, then a lot of that work is wasted. There is nothing more frustrating for a team that becomes really good at preparing but not very good at performing.<\/p>\n

I\u00a0would predict that many teams have become over process-focused fall into this trap. Processes are necessary and helpful to bring direction and focus on what is going to be essential to perform well. The problem is that we forget that the measure of proper processes is good performances. This cannot happen if the core skills, that give us a competitive advantage are unable to be accessed because of the presence of pressure. Processes that do not prepare for and consider the effect of pressure will fail in the theatre of competition. We do not just want world-class preparers\u00a0–\u00a0we want world-class performers.<\/p>\n

This, in some way, describes why mental skills are needed in the world of high performance. If we can help bridge the gap between what teams are capable of versus what they deliver under pressure, then we do bring tremendous value.<\/p>\n

For that value to\u00a0be\u00a0realised, the structure in which the mental skills coach operates will be the critical determiner. As\u00a0I\u00a0have interacted with many mental skills coaches in recent times,\u00a0I\u00a0hear a common concern emerging. Many do not know how to fit within a team structure, do not know how they should measure success, and do not know how to have a healthy and meaningful relationship with the head coach.\u00a0I\u00a0could go on, but\u00a0you\u00a0get the picture.<\/p>\n

My\u00a0goal in\u00a0this three-part series is to give some practical advice from\u00a0my\u00a0experience that will provide\u00a0you\u00a0with the best opportunity of having a real impact on the teams\u00a0you\u00a0work\u00a0with.\u00a0I\u00a0will begin with what\u00a0you\u00a0need to do before\u00a0you\u00a0even accept a role. It\u00a0is\u00a0essential. Without it,\u00a0you\u00a0will blindly take on an opportunity and potentially derail\u00a0your\u00a0work.<\/p>\n

Over the next few weeks I\u00a0will address how to integrate\u00a0yourself\u00a0into an environment, as well as some advice to head coaches as to how to best use the expertise of a mental skills coach.<\/p>\n

So before we take a role, how do we do all that we can to give ourselves the best chance of success?\u00a0Let us look at a scenario: a team puts out an advertisement for a mental skills coach. It is a team\u00a0you\u00a0admire, and the potential of working for them is massively exciting.\u00a0You\u00a0have an interview, it goes well, and\u00a0you\u00a0are going back to talk contract and define the role. The performance director wants to collaborate and talk about what\u00a0is needed\u00a0from\u00a0your\u00a0perspective for the position in bringing value to the team. Let us not focus on the contract side, but let us look at the role. To be honest, in the past,\u00a0I\u00a0have accelerated through these types of conversations and not fought for definition at this critical stage.\u00a0\u00a0I\u00a0was too focused on getting the role and neglected some crucial realities.<\/p>\n

To save you from my pain and discourage you from being as negligent as I was, I will layout three non-negotiables that I need to have absolute clarity on before I accept a role.<\/p>\n

1. Is the system set up for me to have an impact?<\/b><\/strong><\/p>\n

This\u00a0may seem an obscure place to start, but let\u00a0me\u00a0explain. How the role\u00a0is perceived\u00a0by the team and staff and how that\u00a0is translated\u00a0into time and scheduling is everything.\u00a0I\u00a0will throw up a few questions to help us see this. Do people in the environment see\u00a0you\u00a0as someone who is coming to help with performance? Are mental skills seen as a critical part of players and staff being at their best?<\/p>\n

Alternatively, are\u00a0you\u00a0perceived as someone who is only there to help with people who are struggling? Do you\u00a0operate in a deficit model and\u00a0are given\u00a0the responsibility of being the ambulance at the bottom of the hill?\u00a0I\u00a0cannot tell\u00a0you\u00a0how many mental skills providers find themselves in this role. They sit in the shadows instead of being integrated into team life; they almost exclusively fix messes rather than help good athletes and coaches become great athletes and coaches.<\/p>\n

The real evaluator that enables us to see what the structure provides is time.\u00a0Is there time dedicated to being in the environment? Is there time with athletes and coaches? Is there time to bring education and tools to those that need them? Try doing that well on a contract that gives you three hours a week with the team.<\/p>\n

If the work keeps getting pushed to the bottom of priorities, you have a pretty good insight into how the system sees and values the mental side of performance. If you find yourself sitting down, primed to take a role, and chomping at the bit to get started, I will counsel you to sit back, do some evaluation and ask the questions needed for you to be able to do your job. It is better to walk away than take on something that never has the opportunity to succeed.<\/p>\n

2. Alignment with <\/b><\/strong>the h<\/b><\/strong>ead <\/b><\/strong>c<\/b><\/strong>oach<\/b><\/strong><\/p>\n

The most important relationship a mental skills coach has is one with the head coach.\u00a0This\u00a0does not translate to endless coffees and becoming best friends, but there needs to be alignment and some respect for the role. By alignment,\u00a0I\u00a0mean,\u00a0you\u00a0can agree with what ideas and practices the head coach subscribe to that brings out the best in the people they are leading.<\/p>\n

Not to burst anyone\u2019s bubble, but it is idealistic\u00a0for\u00a0you\u00a0to think\u00a0you\u00a0can come in and automatically challenge and change the coach’s philosophies and behaviours. Hopefully, over time with trust and relationship,\u00a0you\u00a0might be able to shift and influence certain things.\u00a0Your\u00a0role is to support\u00a0the critical foundations of the programme. If\u00a0you\u00a0cannot do that, then it is not the right programme, and\u00a0you\u00a0cannot afford\u00a0to not have alignment. Before you accept a role, you need to do some due diligence to make sure that alignment exists. The last thing\u00a0you\u00a0want to do is to propose a mindset and approach that undermines the head coach. It will bring division and disruption. Do the hard work upfront.<\/p>\n

\u201cFrom my experience, it is paramount that the head coach and mental skills coach figure out their relationship and dynamic first, and then find the balance and effectiveness of working within the coaching group as a whole.\u00a0This\u00a0is the only way it can have a positive impact on the players and the playing group. If there are any egos\u2019 that get in the way, it is ultimately ineffective and doomed from the beginning.\u201d <\/i><\/em><\/p>\n

\u00a0<\/i><\/em>Isa Nacewa<\/h6>\n
3. Understand your success measures<\/b><\/strong><\/h6>\n

The final bit of advice relates to measuring success. Without a doubt, some of the nature of the work is somewhat subjective.\u00a0This\u00a0cannot\u00a0be avoided, but there does need to be some creative discussions around what success does look like. Without this, it leaves the work unmeasurable and contribution to team success undefinable.<\/p>\n

Now we all know wins and losses will be the ultimate measure. Anyone who does not believe results have an impact on their role does not understand high\u00a0performance sports. However, some valuable non-outcome measures can be co-created with the performance director or head coach. These should be able to be controlled and owned by the mental skills coach.\u00a0You\u00a0cannot produce miracles, but\u00a0you\u00a0can educate players and staff and give them the tools to deal with the numerous pressures that face anyone’s high-performance environments.<\/p>\n

An approach like a physical trainer would be beneficial. Assess the athlete’s current mental strengths and weaknesses, give them applicable practices and tools, and monitor their growth as they attempt to implement these skills.\u00a0Don\u2019t\u00a0be ethereal, weird, and subjective with performance; it helps no one.<\/p>\n

In conclusion, set\u00a0yourself\u00a0up to have an impact, understand the environment\u00a0you\u00a0are going into, establish alignment with key relationships and be clear about what\u00a0it looks like for you to do an excellent job for the team.<\/p>\n

In part two, I will look at critical behaviours for the mental skills coaches once they are a\u00a0part of a team;\u00a0behaviours that make integration, alignment, and impact possible.<\/p>\n

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Could you and your team be making better use of your performance metrics?<\/strong><\/p>\n

If so, then the latest Leaders Performance Institute Special Report, Analyse This: Managing Your Metrics<\/em>, will be right up your street. It features a variety of sports organisations, from the San Antonio Spurs<\/strong> and England Netball<\/strong>, to the Wests Tigers<\/strong> and Tennis Australia<\/strong>, via British Skeleton<\/strong>. Download it now.<\/p>\n