05_04_Robinson

Mark Robinson  00:00

But I actually used that last week with something. And I think it is yeah. I think it's like poor behavior, isn't it? Poor behavior is happening for a reason. What's driving it? What's What's the trigger? What's, what's behind that and think sometimes we can go to the condemning bit too quickly, as opposed to trying to take the extra time to tell what's causing somebody to always be late, or whatever it is. Moody mood that later, what are the what's what's driving it. And if you try and get underneath it, and from a plane point of view, it's the same as trying to give the player the confidence to go out and play next and feel safe enough to make mistakes. And I suppose that's what it is in practice you can make, allow them to make mistakes and also accept mistakes. And again, that's why I said at the beginning to you, as a coach, you've got to forgive. You got to forgive your players and make sure they feel forgiven. And Bill's certainly got to understand that as a consequence, we live in a user performance reality

02_04_Roos

00:00

The safe environment is created by the leaders. And I'll give you an example. You know, so we start with a set of behaviors, and everyone agrees to them. It's a learned skill. It's not it's not as simple as then we start getting everyone saying do this do that. The first part of it is clearly articulate what's acceptable. And then often we start in the subtle way, you know, we do it poor, well done. Fantastic. What you did yesterday, that was great. Everyone in the room says, oh, okay, that's, that's interesting. Paul Roos is warding Paul, for that behavior. Fantastic. So we start to have conversations. How do we create a safe place is a great, great question, Paul, we create a site twice as the leader on the first one to receive the real talk. I'm the first one in the room that I say to people, what am I doing really well? What can I do better, as the CEO, as senior coach as the captain of footy club, that's creating a safe space, because if I'm prepared to accept the feedback, as the CEO, or as the coach, then everyone in the room should feel comfortable. And we do it right time, right place, right way. So there are some strategies around it. Because I've often heard of this notion of 360 degree anonymous feedback, which for me, is just complete garbage. I mean, if you're trying to set up a culture of transparency and honesty, and trust and psychological safety, that's the worst thing you can possibly do is anonymous, 360 feedback, because let me tell you what the first thing happens is by who said that about me? I'll bet you that was Paul. He doesn't like me, as opposed to in an open forum in a controlled environment. Paul says to me, Rosie, yeah, I love the way you're really enthusiastic. Can you please just not bite in as much in meetings? Yeah, we love your input by to be our Paula, thank thank you very much. I didn't realize that. I was doing that. Fantastic. We have a conversation. It's facilitated by someone in the room, as opposed to who said that who was enlightened said that about me? Bloody that's not me. Oh, yeah, I reckon I know who it is. So 360 anonymous feedback. That's not creating a psychological safety in a safe environment. Leaders receiving feedback, right time, right place, right, wait, that's creating a really safe environment for everyone to be honest and open and transparent about what's valued and what's challenged.

02_04_Kirsten

00:00

And I just think if you can get close to that, as a coach of a group of people, where individuals in your team can really be fairly open around just where they are as human beings, and you build some trust in that, I think you then allow that expression of talent. And that expression of this is who I am as a human being. And if I'm in this team, because you think I've got some talent, and you allow me to express myself, in my abilities as a human being in a very powerful way, I think you can achieve a lot. Yes, they are frameworks that we all have to work in because you're part of teams. So it's not just about this is not your own show, and you just do what you want to do. I think there are frameworks, but it's wonderful to see that real expression of an individual in a team where he's really thriving in that environment because you can be who he needs to be within the framework of what the team requirements are.

02_04_Enquist

Sue Enquist  00:00

I always tell leaders I often say, think about leadership. Like you're hosting a party. And when you're a party, you provide everything. Even the things you don't like. Like okay, here are the veggies. I hate veggies. I love candy. So I got veggies and candy and meat for the party. The minute someone walks in, you're there to grab the door and welcome them in. Why aren't we doing that in the athletic field? Why aren't we doing that in corporate America? Why are we grabbing that new employee and saying, Hey, I hope we have everything here for you. We see you. We want you to be comfortable and safe because when people feel safe, they'll go for it when it comes to courage.

02_04_Priestman

Bev Priestman  00:00

Like It's little things like what is it that got us on top? What's going to keep us on top? What's going to stop us from? When and it's very open questions that I think you'll get a true honesty and part of that is create an environment where people feel safe and comfortable, and to be able to say what they think but then also an environment that pushes and challenges and drives a comfort zone because I think when people get out the comfort zone, you see a whole new level to what they can bring. So I would say just open questions, questions that take the brain to a spin on the top of the podium most common dead last and preparing the brain for that and, and asking those hard questions.

11_05_TimWalsh

Tim Walsh  00:00

I think generally someone is thinking different to you then it's it creates a bit of certainly some deeper thought but some friction and then you debate and look at things in a different way and that happens in a multitude of different ways

11_05_Price

00:00

because a lot of people find it difficult to have those honest conversations that are hard because, you know, You're upsetting people or you're, it's difficult but I have, I have to admit I've always found it just quite normal because I feel if I'm just telling them the truth, then there shouldn't be an issue, which of course sometimes it is. But then again, it comes back to having that relationship prior to the you know, just blurt out whatever you're saying and you need that relationship with with, with your players to be able to have that honest conversation in the first place.

11_05_Langer

Justin Langer  00:00

When you talk about developing environments and developing cultures, you can't just put a few fancy words up on the wall and say, Oh yeah, we've got a good culture and and this is, it is relentless. And it's the toughest, most tiring thing is the leader. It is relentless, you're going to be on behaviors every single day. Otherwise the culture changes or the environment changes very quickly. So we go back to the reintegration and Belinda Clark and the same crew at cricket Australia. So we will bring Tim Tim forward into reintegrate Steve Smith and David Warner back in the team and I'm going on man like that, don't worry about that just does, you could have just come back. And looking back on that time. I am so thankful I had the time I thought it was overkill. But it was worth every single second of it like the because Tim Ford, he had all the tough conversations. He had the tough conversations, one on one, with David and Steven and the bowl as in all these different groups that were involved. And that went on. And then when the boys finally came back into the team in Dubai, leading up to the ashes in the World Cup in England, then it was seamless, because all the conversations ultimately what it comes down to, is having honest conversations. I believe that honest conversations, fix everything in the world. But it's bloody hard to have honest conversations because people don't like confrontation. People don't like often hearing the truth, but honest conversations can fix everything. But you've got to have the courage one, to have them but to to develop a safe environment where you can have and that's what Tim Ford allowed us to do. So was it at the time, I thought was overkill. No way, it's worth every single second of effort. And again, most interesting for me is that these days, we had the conversations back then, but scars, you know scars, you've got to keep putting ointment on scars, right? Otherwise, it just there's a scar. So you've always got to keep working away and chipping away because there's always little triggers that keep coming up that bring back memories of the past. So the world we live in and we see it you've got to be on this all the time. You've got to be having these conversations all the time to just make sure that you're all moving in the right direction together. Otherwise it'll triggers have to have a way of opening up these and then like feathers, isn't it? That goes all around. Yeah, it's hard to stop when you're if you're not on top of it all the time.

11_05_Hardwick

Damien Hardwick  00:00

I think what happens is when you step into coaching, you're always trying to replicate the great coaches that you've had. So you're trying to take the very bits, best bits out of them, and try to morph them into you. And there's no question I was trying to do exactly the same. But what you tend to do is when you're trying to be someone else, you're not actually bringing in yourself and you not realizing why the people that employed you in the first place they employed you because of who you are. So I was trying to be an imposter of sorts. I was trying to be the great Alison Clark's and Kevin Sheedy, Mark Williams get us pagan, or it was I wasn't being a hater, referred herself in third person, but wasn't being the very best version of Damien Hardwick. And that's what that that course taught me just do what you do do it? Well, because I've got incredible strengths in certain areas. But I've also got areas that I'm not great at. And what I had to learn and understand is I didn't have to be great at everything, I just had to be great at certain things. And the one thing I found is that I could complement myself with other people in my organization. I was very good at this. But you know, it's not my strength, that area. So I'm going to employ someone that is an expert in that field. And that was a one thing I think that I, that I learned was I had to step back and I had to swallow my ego. Because we're working. The hardest thing as a leader sometimes is to say, You know what, in front of your players, boys, I don't know the answer. You know, as a leader, you always said you've got to have every answer, but the fact that matter is, players can they got a great understanding when you bullshitting them, excuse the language, but they got a great understanding of saying, Listen, you're full of crap. And I think what the players started to understand and really like as effect boys, I don't know why we lost the game, the mayor and we did but we're going to find out and we'll get back with the answer as a group of coaches and the more I opened up to the players, the more they opened up to me and

11_05_Deeble

Jon Deeble  00:00

But I think the biggest thing that I've learned in that area of communication with players, be honest, still got plays on from Australia that don't talk to me that I've had to get rid of. But I can always look at myself in my heart and say you I did what was in the best interests of the organization. And I told you the truth, and that's something I always tried to do was be honest, as much as it hurt. A lot of people don't want to hear it, but I think it's the best way

11_05_Boucek

Jenny Boucek  00:00

I think the reason why some people don't speak up, or they get into this groupthink, and I have great empathy for this is they're afraid, what people will think if it's different, they're afraid of how that's gonna affect their job status. I don't believe that's true. But I think that is the belief system and a lot of people is they have to please the people around them. And the way to please people around them is to agree. That's the safest choice. It feels the safest. It's the path of least resistance. And you see it a lot. And you see a lot in these great, I'm in the NBA now. So these great men with great ideas, great thoughts, great experiences, great basketball minds, but they're caught up as a coach in in fear of failure, and then fear of what people think and people pleasing. And it's sad to me, honestly, because there's no freedom in that. But I get it. It's a competitive situation. And it's really easy to to get into that fear mindset, just like an athlete can. I think the freedom that I walk in, comes from being in the head coach shoes to knowing what I wanted as a head coach, I didn't want Yes, people around me that didn't help me as a coach make decisions. So when I asked a question, or offered a topic to the group, I really appreciated people who challenged my thinking and through different ideas and thoughts out there and even if I thought it was crazy, it still made me think in a healthy way and helped me make better decisions as a leader.

01_01.5_Gustard

Paul Gustard  00:00

But I think I think one thing that Edie does better than anybody is he trusts his either trust his instinct, knows, he knows what it is that he wants. And when he sees it, he's able to, he's able to catch that moment freeze frame it. So he's very good with intuition. Second thing based on that is he's very, very clear about what he wants very, very clear about what he expects, and very, very clear with the staff about the standards that he looks at. So from that point of view, you've got a very clear picture about what you would expect to do as a coach and as a player working for it. And then the final thing I think that he does better than anybody else I've ever come across some coaching is ask the question why? He asked a lot. And, you know, he challenges people a lot. And he makes you you makes you reflect hard on your own coaching makes you question your process a lot.

11_05_Brown

Brenda Kirkpatrick  00:00

But you have to have that situational awareness and know what that group's needs are. I found Paul and I didn't do this very well at the beginning of my career, but because you want to know everything you want to be right, and you want to have all the answers, but you have to be willing to say, I don't know. I would also say you have to be willing to say I made a mistake. And here's where I could have done something differently in front of your kids in front of your staff, because they're constantly evaluating you and learning from you, and preparing perhaps themselves to be a head coach.