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In the arena of sport psychology, research around attention and its relationship to athletic performance has been around for a number of years. Much of this research has focused on athlete training, and deliberate practice in particular, when it comes to developing potential talent in young athletes. Though the old saying seems to indicate that “practice makes perfect”, researchers are quick to clarify that it is not the amount of time spent in practice that improves performance, but the amount of time spent in focused training that sees the best success through improvement. In other words, deliberate practice increases the potential for improved performance.  In fact, “[d]eliberate practice is found to be the key factor in the work of developing expertise and focused attention is its essential element”1.

The goal of many young athletes is to pursue elite sport at the senior level; to achieve that dream of excellence in sport. However, in their day-to-day lives young athletes experience a myriad of factors that impact their ability to achieve a singular focus on training. There are demands from outside environment like school, family, peers and other elements of life that place stress on the young athlete. All these different factors play on the mind of the athlete and become potential distractors. In order to focus in on effective and deliberate practice, an athlete must also be trained to filter out stress, distraction or negative self-focus. They need to train their ability to control how their mind focuses their attention. And thus attention training has become of interest to sport scientists looking to improve athlete development and performance success.

In partnership with the concepts of deliberate practice and attention training is the idea of mindfulness which is described as “paying attention on purpose, in the present moment, and without judgement”5. Developing this mindfulness around attention allows an athlete to focus attention on the current moment and to mindfully shift focus to the intended target of the session and resist the distraction of other unrelated thoughts, feelings or sensory input. Research in this area has indicated the importance of developing this ability due to the limited capacity of each individual’s working memory and attention.

In a study performed by Worthen and Luisell5, the authors looked at young female high school athletes to assess the opinions and attitudes about a sport-focused mindfulness training program. Findings revealed that the mindfulness training program improved their emotional awareness, ability to stay focused and improved team bonding. The authors did observe however, that there was a need to connect the mindfulness training to specific sport contexts (practice, training, competition, etc.) in order to achieve the benefits.

Attention and Mindfulness

In a further study by Mardon, Richards and Martindale2, it was hypothesized that mindfulness training with six national-level swimmers would lead to increased mindfulness, improved attention, increased attention efficiency, improved performance times, and improved rating of performance by both athlete and coach. The study showed that in the case of these six athletes, most of them viewed the mindfulness training as successful and something that they could self-administer. “Four participant improved attention efficiency …, five participants improved self-evaluated performance criteria ratings, and four participants improved performance times compared with pre-intervention season-best”. Five athletes showed performance improvements beyond coach expectations. While the sample size is admittedly small these finding do show the promise of mindfulness training as a factor in improved performance.

An additional attention training study was conducted to further examine the influence of Attention Technique Training (ATT) on young athletes in sport1. The ATT program involved the use of auditory training to strength mental control and flexibility. Findings showed that the use of ATT helped the young athletes take control of their attention during sport-specific training. They were able to reallocate and adjust attention to focus in on the specific actions and emotions relevant to that specific moment in time, to better control a wandering mind, and to focus during complex situations. The training helped athletes fill the working memory with attention on “in the moment” experience, like controlled breathing, thereby anchoring their mind and body in the present moment and task performance. Finally, the ATT sharpened the athletes’ feeling of self-control and subsequently shifted motivation more towards intrinsic motivation and improved self-esteem. The athletes paid more attention to themselves and their performance and were less distracted by external stressors (coach, audience, other athletes, etc.).

Stress and Burnout

Much like the findings in the previous study, Moen Firing & Wells4 were interested in looking at how ATT might impact stress and performance in junior elite athletes. They hypothesized that ATT could reduce athletes’ perceived level of stress and enhance their perceived sport performance. Again the authors found that ATT enabled the athletes to disengage their attention from internal intrusive thoughts and focus better on beneficial stimuli. It showed that the athletes could mindfully draw their attention away from stress, anxiety and worry and even appeared to reduce athletes’ level of perceived stress. Training their awareness of thoughts and emotions built up their ability to regulate selective attention, switching attention and divided attention therefore allowing them to reduce anxiety and stress. It was extrapolated that performance would be improved under ATT conditions as the athlete could take control of their attention and spend less time and energy on managing stress, anxiety or worry and devote more time to performance. A secondary study done by the same authors3, showed that this same premise was true in regards to preventing young athlete burnout. Increased control of mindfulness and attention helped athletes be aware of negative or distracting emotions or stressors and intentionally let them go in order to focus on positive attentional behaviours and coping strategies.

Providing young athletes with attentional training techniques appears to provide many benefits to performance development. Whether it is the athlete’s ability to mindfully become aware of outside stressors or distractors and being able to channel their attention to the moment and focus on what they are doing, or if it’s their ability to train their focus to internal motivations so that they are more motivated by their own internal goals and filter out external judgement, either way improvements in performance are being seen. While these studies show positive trends for ATT, there still remains more research to be done to further explore these promising scenarios.

 Good governance is essential to advancing the mission and vision of every organization. However, governance is often cited as an issue within many sport organizations and is viewed as a very complex and sometimes challenging topic. Within the following discussion, Carolyn Trono and Cari Din share their insights based upon critical gaps that they see in their professional and volunteer work within the world of governance. For additional background information on governance and Boards, Carolyn and Cari recommend the Partners in Policy website.

Carolyn Trono:  Frequently in my various roles I often see groups of talented motivated individuals working on a Board or committee at local community sport centres. In many cases, the group struggles to advance their mission efficiently and the culture seems fraught with conflict and tension. In some cases, the group is 100% of volunteers and other times there is a combination of volunteers and paid staff. Cari, in your experience could this be an issue of governance or something else?

Cari Din:  I love your question Carolyn – in my experience as a paid coach, I found working with a Board of very committed and organized parent Board members quite rewarding but at times challenging, because the role of parent is often in conflict with the role of impartial Board member in sport. As a parent who has played five different roles on volunteer Boards across a variety of sports where my children participate, my understanding of governance has grown exponentially and experientially.

As a sportsperson who has played both volunteer-parent and paid-coach roles, I believe role clarity, role acceptance and role recognition are the secret to making an intentionally rich mix of individuals perform optimally as a Board.


CT:
  By this, do you mean that often people on Boards may not necessarily have a “job description” or a sense of what they are supposed to do and where the boundaries are? Would a good analogy (perhaps over simplified) be the job description of a forward compared to a goalie?

CD:  What we know is that groups function best when each member understands, accepts and is recognized by others in the group for playing their specific role. So your analogy of goalies versus forwards is apt – the team will not perform well if the goalie tries to play forward, the team will not function smoothly if the goalie does not understand and accept her role, and the team will suffer if the goalie is not valued or celebrated for playing her role by her teammates.

Translating this to the Board question, I feel the most effective Boards I have been part of follow the basic pattern outlined above. And the dysfunctional Boards I have been part of failed to embrace role clarity, acceptance and recognition for each unique member of the Board. More specifically, when each person in the group played their role well and celebrated their peers for playing their own specific role, the Board – and vital to include here, the club – has functioned optimally.

This understanding of roles comes from my training as a leadership behavior scholar and my years as a full-time paid sport coach, but when I look at the topic of Board effectiveness through the lens of Sport Director in a multi-sport facility I wonder if there is an opportunity to facilitate Board wellness that supports the delivery of quality sport?

CT:  Before we move onto the Board’s role in quality sport, Board wellness is a term that is worthy of exploring further. We often hear in business that a diverse Board helps increase share value. In the sport world, does diversity help Board wellness and ultimately, improve quality sport programs at the local level?

CD:  I feel that wellness on a Board is like wellness in a family or a team or any group really – it is a prerequisite to authentic progress and meaningful achievement. Board wellness affords a sport organization the chance to make a positive impact on athletes through sport. I do think one of the key contributing factors on a Board is diversity because without a rich mix of backgrounds and skills, Boards do not have the generative discussions that I believe precede any meaningful decision or well-thought-out change.

The most dysfunctional Boards I have been part of in sport have included cliques. And others were made up of yes-persons. The most dynamic and progressive Boards I have been part of in sport were comprised of volunteers, paid staff, women, men – all from different backgrounds and all seemingly able to look at a topic through more than their personal perspective. This skill, to me, precedes critical thought and is mandatory when tackling a difficult decision or athlete-experience-altering choice.

CT:  Earlier you asked the question about the Board’s role in supporting the delivery of quality sport and this is where I think it is critical to talk about the information and expertise that is needed by the Board to make good decisions. The Board should have an awareness and understanding of sport policies and how these policies guide sport programming at the local level. Ideally a Board would have at least one person on the Board with the expertise that relates to developmentally appropriate quality sport program or at least, knows where to get that information (accessing outside expertise). Qualified staff (coaches, or other technical experts) should have this expertise and could educate the Board.

The Board needs to determine what is the best mechanism to ensure they are educated and integrating quality sport (long term athlete development (LTAD) based) in their planning and programming. It is important that all decision makers are equipped to make good decisions for all athletes and not just those “high performing” athletes.

All Boards should ask themselves, Does the governance structure and staff model have the necessary expertise to make informed decisions about quality sport (LTAD based) programs? If not, how will the Board get the necessary expertise to make informed decisions?

CD:  Carolyn, I feel that you know much more than me about how National (NSO), Provincial (PSO) and Local (LSO) Sport Organizations are educating their stakeholders. For me, I have a sense of what some of our best coaches in the system face as barriers to LTAD implementation – I do not say this to be provocative but as an Advanced Coach Diploma (NCCP) cohort mentor, I have heard coaches describe their commitment to creating the best possible sport environments and how tricky it can be at times to follow the LTAD Framework recommendations. So from a Board perspective, I believe that stretching the canvas and asking for a roster that includes a mix of members who have technical, financial, leadership and LTAD skills makes great sense. This approach may test the limits of what volunteers interested in being part of a sport club can offer; however, I think the opportunity to learn about LTAD, Club Excellence, Respect in Sport, High Five, and the NCCP are just a few quality sport enhancing agents that many parents would relish learning about as part of their Board experience. As I write this I think of many parents I know who would happily develop their understanding of best practice and innovation to support an exceptional sporting experience for all. I can see a few standing in my facility at this very moment!

CT:  I agree with these points Cari, and would say that Boards and staff have a critical role to play in educating the membership about the importance of quality sport and physical activity – which also includes physical literacy.

In sport we often talk about winning and this concept needs to be reframed for different audiences to consider – How many ways do we win? What are our “wins”? In my mind an effective Board is always looking for ways to innovate and improve the programs that are being offered. However the Board is structured and key ingredients to “winning” include clarity of roles, diversity of perspectives and ongoing education leading to action for quality sport and physical activity at all levels of sport.


Additional Reading on Board Diversity:

Women on Boards. Canadian Association for the Advancement of Women and Sport and Physical Activity (CAAWS).

Diversity 50. Canadian Board Diversity Council.

Rock D, Grant H, and Grey J. (2016), Diverse Teams Feel Less Comfortable — and That’s Why They Perform Better. Harvard Business Review.

Quality Sport Enhancers

Here are a few of the great programs and organization that your Board can access to learn more about quality sport.

Risk management in sport was largely associated with helmets, crash mats, and course safety until 10 years ago when sport leader Dina Bell-Laroche, now a partner with the Sport Law & Strategy Group (SLSG), considered risk from a different angle. Bell-Laroche wondered if sport organizations would benefit from a comprehensive inquiry into assessing organizational risks using a world-leading methodology and the organization’s values. This approach pioneered a new and refreshing way to identify, assess and mitigate all kinds of risks that hinder a sport organization’s optimal performance.

Now into its tenth year, the two-day Risk Management Workshop (RMW) provides sport organizations with actionable solutions to some of their most complex problems. The Canadian Centre for Ethics in Sport (CCES) coordinates the workshops, which are facilitated by consultants from the SLSG, using a workshop format that is adapted from the Australian/New Zealand risk management model and refined for the Canadian sport landscape.

“The CCES is also in the business of developing ethical literacy within sport organizations. Given that a number of high-level management risks have been flagged by the sport community as sources of distraction, frustration and poor performance, we believe that this workshop offers immediate and practical ways to build sustainable capacity,” said Paul Melia, CCES President and Chief Executive Officer.

One of the most useful and innovative aspects of the approach includes intentionally reflecting on a sport organization’s values and strategic documents as the risks are assessed. This method helps to provide a robust framework that incorporates leading-edge thinking in the field of managing risk, and embeds it within the organization’s culture. The result is an increased uptake in the use of the risk management tools to support enhanced decision making.

“After having led nearly 50 risk management workshops over the past decade, I continue to marvel at how simple some of the solutions are to some of the most challenging risk areas. It further amazes me to witness the sense of relief that washes over the participants’ faces as they share openly about what has been keeping them up at night. This is immediately followed by a renewed sense of control and hope once the group identifies alternate strategies that can help to reduce or sometimes eliminate the risk altogether,” said Bell-Laroche.

Since 2007, workshops have been delivered to nearly 50 sport organizations through the tri-party partnership. To further the learnings, a research component was added in 2011 in collaboration with Dr. Julie Stevens (Department of Sport Management, Brock University) and Dr. Patti Millar (Department of Sport Management and Recreation, Niagara University), which has since grown into a long-term study about professional development in the Canadian sport sector.

The findings from the various research components are summarized in the infographic and highlight the multi-level impact of the RMW upon participants and their organizations.

“This research project assesses the impact of the RMW and is an example of an effective long-term collaboration among sport leaders and scholars. Through this partnership, we have collected evidence of the positive impact of the RMW upon the performance of sport leaders and sport organizations which, in turn, enables the CCES to continually improve the workshop to meet the needs of sport professionals and executive volunteers. Opportunities for long-term sport-sector-specific professional development are rare; this research program has informed how the CCES approaches risk management and values-based management training and development opportunities,” said Drs. Stevens and Millar.

Participating sport organizations also receive a customized risk registry that identifies and ranks their current risks, captures current strategies, and identifies potential solutions, which many NSOs/MSOs have since implemented as part of their reporting framework to funding partners. The CCES maintains a compilation of the risk registries as a resource for the sport community.

Several years after the first workshop, sport leaders began to identify a lack of professional development as a collective high-level risk facing current and future generations of sport leaders. Based upon the research findings, the CCES created an Advanced Risk Management Workshop for Sport Leaders. The one-day workshop brings sport leaders together to explore ethical dilemmas, share common solutions with like-minded peers, and examine ways to strengthen their culture.

The CCES wishes to thank Sport Canada and the Department of Canadian Heritage for their financial support of this project.

To learn more about the Risk Management Workshops or apply to host a workshop, please contact info@cces.ca.

Relevant resources:
Contributing Organizations

Understanding the factors that influence coach transitions is pertinent. Six themes were identified: 1) interpersonal considerations, 2) work demands, 3) career concerns, 4) positive coaching experiences, 5) seeking opportunities to be more successful and 6) leaving a negative or challenging work environment.

Findings highlight the importance of practitioners and sports organizations providing support to enable coaches to advance their career and also provide better support and strategies to optimize coaches’ working environment.

RESEARCH METHODS

Two studies were conducted.

Study One

 Participants 

Participants were purposefully sampled.  In total, 21 coaches (six female and 15 male) from six provinces and various sports participated. Seven of the coaches were current or former full-time coaches, nine of the coaches worked at universities, and five coaches were volunteers. Coaches had between five and 30 years of experience.

 Data Collection

Data were collected through semi-structured interviews. The interview guide was developed based on previous literature examining coaching stress and burnout.

Study Two

 Participants 

In total, 14 coaches from a variety of sports were purposefully sampled based on three criteria: (a) they were current or former full-time coaches; (b) they had experienced at least one transition in their coaching career, and; (c) worked with athletes at a provincial or national level.

 Data collection

The interview guide was developed based on the findings of study one and previously reviewed work-environment and coaching literature.

RESEARCH RESULTS

Interpersonal Considerations 

 Relationships with supervisor and colleagues. Coaches explained that the extent to which they felt supported and appreciated by their supervisors and colleagues influenced the extent to which they chose to stay in or leave a position.

Relationships with athletes and parents. The quality of relationships with athletes and parents was identified as particularly important in influencing whether coaches remained. Positive relationships between coaches and athletes would encourage coaches to remain in a position.

Work Demands

Workload. Coaches spent considerable time discussing their workload, and for some, this discussion was focused on a perception that their workload was too large.

Work type. Coaches described two types of tasks in their jobs: performance enhancement tasks (e.g., coaching at competitions, delivering training sessions) and administrative tasks (e.g., organizing transport, fundraising). It appeared that the amount of time coaches had to commit to administrative tasks would encourage them to leave a job.

 Balancing family and coaching commitments. Coaches described challenges with balancing the commitments of their family and their coaching job. If this balance became too difficult to maintain, it could result in leaving a position.

Career Concerns

Job security. Job security which resulted from having an extended contract or being employed by an organization would be a reason for moving jobs. In contrast, a lack of job security was seen to influence the commitment coaches could make  to athletes, negatively influence the quality of their coaching and was subsequently a reason  coaches’ might look for different positions.

Compensation. Coaches indicated that they did not perceive they received sufficient compensation (either in terms of their salary or benefits) for the job they did.

Opportunities for career advancement. Coaches indicated they had left or were likely to leave a position when there were opportunities for career advancement, including having opportunities to work with higher-level athletes (e.g., provincial or national level athletes) or in more prestigious positions (e.g., working for sports organizations or at national training centers).

Positive Coaching Experiences 

Enjoying the process of coaching. A number of coaches talked about the enjoyment they experienced coaching in their current position. When coaches experienced such enjoyment from their work, even if other factors might be challenging, coaches indicated they were unlikely to look for another position.

Achieving success in a position. Enjoyment of the coaching process was often related to the success in their position. Coaches defined success differently, but often included seeing athletes develop or creating a winning program.

Limitations

Some limitations to consider include the single point-of-contact interviews with participants, the retrospective nature of data collection, and the arguably small number of transitions coaches had experienced (many had only experienced one major transition).

Given the limitations in the current study, future research could consider a larger sample and a longitudinal approach to data collection, which considers coaches’ experiences before, during, and after transitions.

POLICY IMPLICATIONS

Coach retention depends upon many factors that have been identified in previous research and reinforced through our studies. In general terms, the work environment of an employee has been found to be linked to job satisfaction, and job satisfaction is linked to retention. The coaches that are the focus of our research are coaches that depend on coaching for their livelihoods.

Our findings can support policy development at a few levels. At the federal level, coaches that are hired by the national sport organizations (NSOs) need to be supported in positive work environments. Coaches with NSOs influence both athletes and other coaches throughout the system and it is important to retain such coaches. Also at the federal level, the Coaching Association of Canada through its NCCP need to include modules on the work environment of coaches to ensure that coaches are as prepared as possible to deal with the challenges of a sport environment. Currently there is a major gap in the NCCP educational content in this area.

The findings from our research also inform a graduate course in the Masters in Coaching program at the University of Alberta. The graduates of this program have been employed at universities and colleges across Canada and have an opportunity to pass on to other coaches the information they receive in their graduate course. At the very least, those graduates are far more aware at the time they accept future employment of how to monitor and manage their work environment.

Finally, three peer-reviewed journal articles and one textbook chapter are now in print.

NEXT STEPS

While we are confident that our research findings reinforced the critical importance of the work environment in job satisfaction for coaches, we have yet to identify which factors are the most important. However, employers and coach educators should be aware that:

  • Opportunities for career progression are important to coaches and the employer can certainly build that into their management system.
  • Workload does not seem to be a major influence on job satisfaction, but the type of work does matter. Coaches like to coach.
  • Supportive interpersonal relationships are very important to coaches. However, strain in personal relationships is probably a larger factor for coaches than for many professions due to the long hours, the weekend work, and the emphasis on winning.

This Knowledge Transfer Paper was presented at the 2015 Sport Canada Research Initiative Conference.