Improving communication between player and coach
Categories: Tips when coaching
Jonathan Zneimer has been working as sport and performance psychologist for the last 17 years.
Jonathan played non league football for Harrow Borough, Guiseley and Southall. He has
worked in a range of sports and business settings developing coaches, footballers and athletes.
His work in football includes time at Arsenal, Oxford and Fulham. He has written extensively in
the field of performance psychology and runs development programmes.
The quality of the communication between the coach and player is more often than not
determined by the coach. The coach has a choice as to how he relates to his players. Being an
open and honest coach will inevitably create an atmosphere of openness, where honest
communication is more prevalent.
Teams rely on communication, the individuals within the team, players and management, need
each other to perform at their best. Norms can become established patterns, but with careful
thought and planning, these patterns can result in greater levels of team spirit. It can take time to
build deep understanding.
The 'Johari Window' was developed by Ingham and Luft (Joe and Harry!) to describe coach
personality and the degree of openness that exist in the coaching environment.
It states that:
1. Some of a coach's/manager's behaviour , thoughts and attitudes are known to him alone. These
are PRIVATE.
2. Some are known only to his playing staff and subordinates. These are BLIND.
3. Some are perceived by both these are PUBLIC.
4. Some are are neither, they are UNKNOWN.
The window looks like this:
When a the coach DISCLOSES how he feels and what he thinks about issues and matters
relating to the team, he is obviously increasing his PUBLIC area at the expense of the PRIVATE.
When FEEDBACK is given by players to the coach on how his attitude and behaviours are
perceived by them and he listens, then the PUBLIC area increases at the expense of the BLIND.
When coaches and managers are prepared to show their responses to matters concerning the team
and to accept feedback on his attitude and behaviour from those around him, he is growing his
PUBLIC area. This 'growth occurs not just at the expense of the PRIVATE and BLIND but also
of the UNKNOWN.
In general coaches, managers and leaders with smaller PUBLIC areas are less effective in
management. FEEDBACK and DISCLOSURE will generate greater levels of self-awareness.
Responding in a closed manner to feedback, not listening and not encouraging expression in
players will isolate managers and increase the BLIND spots.
COACHING TIP
FEEDBACK should be encouraged. Asking players to express their feelings is not the same as
asking for an opinion. Feedback is an expression of feelings for which they are responsible, not
you.
Example, if you as a coach are criticised for dropping a player, if I tell you that 'You were
absolutely stupid and idiotic to drop that player', you might understandably be angry with my
statement. If on the other hand I state that 'I feel worried and concerned that you dropped that
player', you cannot deny my feelings. It is not an opinion.
The non-listening coach will never have enough information to know how to get the best out of
his players. If you understand how the players perceive themselves, by operating an open and
honest environment, then you will be generating self-awareness vital for effective change and
growth.
If coaches are unaware and your players are unaware trying to improve performance will be
many times harder.
