A few years ago the company I work for sent me away to an intense sales training course. This was a two day event in the middle of no where Massachusetts and there I was a 20 something year old mover with little use for sales training, surrounded by a group of middle-aged sales people who had lost touch with the times (one guy talked about making deals on his car phone, CAR phone, like the phone in the bag you plugged into the lighter to turn it on type of phone, not a cell phone.) As the seminar dragged on we came across an interesting technique called up front social contracts.
As a young coach in the process of helping to build a program, made up largely of students who had never played a sport before their first rugby training, I saw a gem that could help the way I taught the game. The social up front contract comes from the
Sandler Sales Institute and is based around the following 5 core ideas:
#1: Define the point of the meeting
#2: Length of time to discuss the point
#3: Define the other parties objectives, 'No' is OK
#4: Define your objective
#5: Set the outcome and when it will happen
I began to think the process over and mold it to help from a coaching perspective. This method was a better way then the typical pen and paper contract as it helped build personal relationships and accountability. Its one thing to sign something that says you promise to play hard, show up and all that prototypical team rah, rah stuff. But, it was another to talk to a group or individual, engage them in conversation and come to a resolution that both parties can agree on. It also allows for honest feedback in the regards that it allows for disagreement or 'no'. Below I will break down each idea and how I use it both in a team setting and a one on one setting.
#1: Define what the drill/meeting/gameplan is trying to achieve; It doesn't matter if it's a drill, game, or an actual sit down meeting you, must give your team or player a reason why they should invest their time. If it's a drill or game, keep it simple, 2 or 3 points at best and make them clear (i.e. follow through on the swing until a certain point, leg drive until you've passed a certain point, kick for points early to build a lead, etc). If it's a meeting, establish the talking points early and stick to them. Write it down and share it, a meeting outline or practice plan are another form of an up front contract.
#2: Use what you need of the time but not a minute more, let them know that; Pick an amount of time and use only what you allow but not a minute more. If it's an on field exercise this will help build urgency and emphasis execution. Communicate your expectations, "I'm giving you 5 minutes to work on your kicking, after that we are onto a team run-through" and don't compromise on that time limit. If a player chooses to waste it, then look at what the next player on the depth chart is doing. This might be the opportunity they have been waiting for. If it's a meeting with the team or an individual define what the topics are and the length of time you're prepared to discuss them and don't stray. If you follow idea #1 this can save you any possible ambushes. You don't want to go into a meeting about fundraising only to be asked about playing time. This isn't fair to you or the other parties involved, as sometimes we can say things in the heat of the moment we don't mean. Just pass it by for the time being with a simple "OK, I understand you frustration but lets stick to the plan and come back to that later today or tomorrow."
#3: As a player what do you want from me/this. Be honest even if it's 'No'; To often as coaches we tell players what to do instead of asking for their input. Now, I know what you're thinking and I agree this can be a slippery slope if not managed correctly. Often asking either a captain or a core group of squad leaders to define their (and the teams) objectives can give you great insight on how your team works and what they view as strength and weaknesses. But, I would not recommend a full squad discussion on the training pitch as they will chase you down the rabbit hole if you get what I'm saying. The most important step in this core idea is the 'No' is ok'. If you hear the 'No, that won't work' ask the most important follow up question 'Why?' and actually listen. If they have a good reason, adjust accordingly as they might have given you a good point on something that can be coached. Same goes for one on one interactions, lets look at a selection issue as an example. Player A asks you why they aren't being selected (or starting). Instead of saying your side right away first ask why they think they aren't be selected (or starting). Hear their side first, and don't let them get away with the "I don't know" answer. Take on board what they have to say and then state your reason with evidence. The next follow up question we often miss as coaches during these discussions are, "what we can I do to help?" This is getting them to verbalize and define their expectations to you so now both parties are being held accountable for their end of the agreement.
#4: What do you want to see and why; The important thing here is to let them define their objectives first and then you follow. This helps to achieve honest feedback by not having your opinion effect theirs. Be direct, truthful and with evidence when you can. So back to Player A and the selection question; ask them why they think they aren't being selected, acknowledge it, and then tell them what you are looking for in them to be selected. This is a good example of the conversation structure you should follow. This will also allow you to keep up on their learning style, do they need to do it vs do they need to see it.
#5 When will it be done and how; The last core idea is setting the outcome and when they will be completed by. Nothing is worse than empty promises and disregarded deadlines. Once you have agreed on something set a date for when it will be finished/worked on and stick to it. Most importantly define what the outcome will be. For the case of Player A and the selection issue, if you both have established that one weak area is left hand passing then set a time, a half hour before the next practice, and an outcome, 50 passes with good hand position and follow through, so both of you know what you're working for. In a team setting it can be as easy as listing your coaching goals on a practice plan and then defining them during the brief before a drill. Do a couple of reps and ask them for feedback on the objectives, then before restarting it ask for what they can do better. Again, this is another way of getting them to define their outcomes.
The up front contact isn't a perfect system and does take practice. But, if communication is an area you think you struggle with this might be worth a try. We as coaches need to keep growing and evolving with the game and player learning patterns. Or else we might find ourselves in a intense course designed to shock us into the present with some 20 something who is their for free and gunning for our job.
See you pitch side
