What Good Coaches Can Learn from Bad Bosses

I’ve worked in a number of different jobs throughout my life and worn many hats along the way. I’ve dipped my toes into the harsh cold world of commercial construction. I’ve climbed sketchy ladders and put my life on the line for the sake of painting an old grandma’s rotting fascia. I have pushed myself mentally and physically through the heat of forest firefighting. I’ve even had a short stint working my way up the corporate sales ladder for a world-renowned organization. And, of course, I’ve been an athlete for the better portion of my youth and developing years.

Looking back on all of it, I’ve worked with a whole slew of different people. I’ve seen everything from the over-the-top-bubbly-go-getter who is willing to sell their soul to be told they “did a good job”, to the lifer who is just miserably counting down the days to retirement where he will finally find his “happiness”.

From working with such a wide-ranging list of people I have grown and learned quite a bit. I have been able to cherry-pick the things I like in people that I want to emulate, and I’ve also used the people who are miserable as motivation to never let myself go down that path.

But probably more valuable than all of that, I have had front row seats to one of the most important qualities we as human’s posses. The power of motivation. And more specifically how leaders, organizations, and teams can make or break the motivation levels of the group.

I’ve always had my sneaking suspicions and theories as to what these factors were, but it wasn’t until I did some further reading and learning from the experts that I realized there truly is a science to where motivation comes from.

Learning from the Scientists

For more than 30 years Ed Deci and Richard Ryan have invested their careers studying something known as Self-Determination Theory (SDT).

SDT revolves around the idea that humans tend to possess inherent growth tendencies. There is a desire to exert continuous effort, agency and commitment. People also have innate psychological needs that are the groundwork for self-motivation. In other words, without them, self-motivation cannot last.

SDT identifies three innate needs that, if met, will lead to sustained growth and development. They are as follows:

1. Competence
2. Relatedness
3. Autonomy

These needs are seen as universal necessities that are innate, meaning they are not instinctive, and they have been seen in humanity across time, gender and culture.

Deci and Ryan claim these three needs matter for the following reasons:

• Competence: Humans are inherently proactive with their potential and mastering their inner forces (such as drives and emotions).
  Essentially: We feel more drive when we see there is potential given our current skill level.
• Relatedness: Humans have an inherent tendency toward growth development and integrated functioning.
  In other words: We want to push ourselves more when we see our efforts benefiting like-minded people.
• Autonomy: Optimal development and actions are inherent in humans but they don’t happen automatically.
  What that means: People need to be encouraged and feel like they are in control of their own development.

In the end, if someone is to realize their inherent potential they need a fine balance between a nurturing environment, the freedom to grow, and the guidance to ensure they never fall behind.

As much as someone may think they can be self-made, it just doesn’t work that way. We all need help, but at the same time, not too much help. It’s a funny balance, and there are a ton of nuances to this, but I never said it was easy. Therefore, we need leaders who understand the importance and significance of Self-determination Theory — and that is why I’m sharing it with you today.

Incentives Are Helpful (sometimes)

As much as we might think it, and society might portray it, most people are not motivated by money. And in the case of sports, athletes tend to perform worse when coaches threaten them with unwanted consequences. Whether it’s in business or sports, time and time again studies are showing that when money, rewards, or punishments are on the line, human beings perform worse. In one study, it was found that when given a task to complete and earn a higher reward, 70% of participants performed worse than with a smaller incentive.

But where does this mindset that external rewards boost performance come from? Why is it so ingrained in us to think that more money equals more output?

Well, historically speaking most jobs have been quite linear and simple. A worker on an assembly line is very motivated to produce more computer chips if it means he will be paid more money. This works well because a monetary incentive causes a person to narrow their focus. They can dial in their attention to one task and think about nothing else. For anyone who has ever spent time on an assembly line, you know that sometimes you can get lost in what you are doing (sometimes).

However, as soon as we broaden the scope of work and are forced into situations where creativity, planning, and outside the box thinking are required, incentives do not work as well. In fact, performance goes down.

And when we understand that the stick and carrot model does not work in the business world, we have to recognize and address the fact that it certainly will not work in the sports realm.

We need to break this habit of forcing motivation if we are going to create athletes that genuinely love their sport and look forward to each practice session.

The Right Way to Motivate Athletes

So, where do we go from here? How should coaches motivate their athletes? How should leaders find ways to push their teammates without forcing motivation?

Here’s the thing, I don’t have an exact answer, only suggestions and some guidance for where to begin. And the ideal place to start is to think about how your team is functioning regarding the three elements of SDT. Start by asking yourself three questions:

• Am I encouraging my athletes enough so that they feel competent at their sport?
• Is there a collective goal between our team? Are we all aiming for the same thing?
• Do I give enough freedom to learn, make mistakes, and grow?

If you are not creating an environment that supports competence, relatedness, and autonomy, you are running a huge risk. You are straddling the line between a team that thrives when everything is going well, and one that blows up under the slightest hint of pressure.

In addition, you are creating more work for yourself as a leader or coach to micromanage athletes. You are creating a world in which athletes live and die by your every word and action. Which might inflate your ego in the short term, but unfortunately does not create or develop athletes who can take care of themselves.

The Final Element

There is one last component that is not mentioned in Self-Determination Theory, but I believe it’s just as important. When it comes to developing athletes who are intrinsically motivated, there needs to be a certain understanding of purpose. An answer to the question: Why am I doing this?

Without that, athletes and human beings, in general, have a very difficult time pushing themselves through challenging moments. I mean sure when everything is going well and things are flowing it’s easy to stay motivated. But what about when you run into the real setbacks. The injuries, the losses, the suffering, and the hard work. What will you tell yourself in those moments? Why is it even worth it to go through so much pain? Why is this temporary discomfort worth the sacrifice?

He who has a why to live can bear almost any how.
– Friedrich Nietzsche

If you don’t know the answer to these questions, I can guarantee one of two outcomes:

• You will suffer in pain and hate every moment of it, never fully appreciating the meaning of your challenges.
• You will quit.

If you don’t know why you are doing what you are doing, you will not last. And for the coaches out there, if your athletes are not collectively on the same page and aiming for the same thing, their motivation will not stick around. It will fluctuate with the highs and lows that come with every win or loss, never fully tied to something stable.

If you are a leader, a coach, a boss, or anyone who has the ability to motivate someone — keep your ego out of it and find a way to intrinsically push them so they are able to guide themselves. Create an environment that pushes autonomous learning, connectedness, optimal challenges, and more importantly, a purpose.

– Derek