(Note: A version of this article appeared in the November/December publication of Tennis Pro)
Whether you’re a player, a coach or you direct a major program, there is a simple method to assess alignment—to see if all the parts are heading in the same direction. The method is simple in theory, but hard in practice. Hard because it requires an enormous amount of honesty, vision, commitment to quality, and a willingness to adapt. Over the years I have often observed that individuals in certain settings, programs or teams do not improve despite having clear goals. Sometimes, as is the case in high school and college teams, entire teams do not improve during the season. On a larger scale, some programs fail to evolve despite the investment of effort and resources. Why is this so?
There are many factors underlying the stunted development of a player, team or program, but most of these reasons follow a common theme: misalignment. While a systems or program analysis is costly in time, energy, and resources, a simple and informative way of examining alignment is to consider three major factors: people, process, and product. How a system functions, whether it is a single player, a team or program of hundred players, reveals the value and investment in each of these factors. More importantly, how these three factors relate to each other reveals beliefs and expectations of what truly matters—the motivation for choices and actions over time.
Looking at people, process and product within a system, either a horizontal or vertical picture emerges:
Figure 1. Horizontal: People, process and product heading in the same direction, integrated and valued.
Figure 2. Vertical: One part of the system may be valued more; system is not integrated.
Most misaligned programs or systems appear in the horizontal form (Figure 2). A hierarchy exists that is implicit beneath the explicit vision, mission, and core values. The outward message or motto may be “All in” but the meta-message is something different. As a player or coach, if you step back and reflect on experience, on some level you understand where you are in the hierarchy. Again, this scrutiny requires a great helping of honesty to admit there may be a misalignment between beliefs and actions.
The misaligned program typically puts the product or outcome above all else—because it is measurable. That outcome may be the number of college players produced. Or there might be a secondary outcome beneath the advertised goal, such as income and profit or recruiting. None of these outcomes are inherently bad and they do matter. But if the product comes without regard for the process and the people, then trouble is on the horizon.
What might this type of misalignment look like? Here is a sample tennis program (and can represent any organized system):
- A few players receive the most coaching and attention on the “top” courts, while the rest of the players flounder on the outer courts.
- Players receive the same instruction without emphasis on their unique talents and abilities.
- Personal player goals (if they are even created and documented) are slanted towards outcome with little or no emphasis on process.
- Little regard is given to the process of practice. Players do the same training or some variation every practice (The what is the same but the how and why are not emphasized).
- Lesson plans are either missing, minimal, or general and without differentiation for individuals.
- The focus is more on recruiting top players to the program then developing the ones already present.
- The 80/20 principle (more like 95/5) applies and the lack of progress of majority who do not produce is explained away by competition or personal deficits.
- Programmatically there is an emphasis on managing rather than leading.
Notice that Figure 1 has an arrow that aligns people, process, and product towards a specific vision. No such arrow is possible in misalignment (Figure 2.). Instead, the product is the arrow and the measure.
A system is designed to achieve the results it gets—intentional or not. So, how can misalignment be addressed?
- Players can make an honest assessment of their goals, skills, knowledge, and attitude. Are there process and outcome goals in place to address all these aspects? Ask if the environment supports this plan. Take a step back and notice if there is misalignment, if product is the center of attention. Consider If process matters, if people matter. Can you describe how you improved in a practice session (intentional practice) or do you just describe what you did in the practice session?
- Coaches can make an honest assessment of goals, skills, knowledge, and attitude. What type of relationship do you have with the players you coach? Are you aware and encouraging of their personal plans? Do you stress process and quality? Do you have a way of measuring and focusing on intentional practice? Do you consider, above all, the value of getting a little better each day (process)?
- Directors can make an honest assessment of the people, process, and products of the program. Where is the emphasis focused? Is one of these factors valued more? Is there a process in place to evaluate quality and the standards of the program? Do individuals meet their personal goals? Is there a process in place to help players develop in all realms? Do players and coaches enjoy coming to work?
Putting it all together, each of the factors relate to each other and this informs the alignment process. First, people (players) matter and inform programmatic goals for without them you have nothing. A player’s basic motivation comes from a sense of freedom, connection, and competence. In an aligned program (for individuals, teams, and programs) these boxes are all checked.
Second, process produces product. Poor processes lead to a lack of desired results. Process pays attention not only to what’s important, but also the how and why of choices and actions. Product is an outcome (in the future) and process is everything else (how we invest time and effort the present). If individuals, teams, or programs are not improving, they are going backwards in context for nothing stands still. Process is the place to look for misalignment and the source of greatest leverage.
Finally, this is not a one-shot deal. The image below is a model for development and the arrow is pointing somewhere into the future.
That point in time can be as near or as far as you choose, but movement and change will happen. Development brings new challenges and new opportunities. And it’s much easier manage these when the most important factors are aligned to a specific vision.
If you would like more structure to take your mental approach to the next level, consider picking up a copy of my new sports psychology workbook: Above the Field of Play. Or to learn about other sports psychology services pricing (including an assessment of your present mental approach), visit my website at DrJohnPanepinto.com.
