R2B Advanced Red2Blue Delivery Deck.pptx

1 RED2BLUE GAZING PERFORMANCE SYSTEMS | © GAZING PERFORMANCE SYSTEMS LIMITED 2021
Advanced Coach
#performingunderpressure

Red2Blue
to help you focus,
lead and perform

Beginner (Sunday Coach)
Foundation Coach
Advanced Coach
Master Coach
Red2Blue coaches

agenda
Agenda
Day one Day two
9:00 –
930
Welcome tea and coffee
9:30-
10:30
Setting the Starting Point
Hearing from other Red2Blue
coaches: sharing application
examples and observations
Performance
Staying on task and decision
making
10:30-
12:30
Coffee break
11:00-11:30
Performance Scenarios
Diagnosing performance issues
in organisation / team /
individual scenario case
Response
Staying intact and taking
accountability
12:30-
1:30
Lunch
1:30–
3:00
Purpose and Pathway
Strategy and alignment
Revision
Moving towards…
3:00-3:15 Coffee Break
3:30–
5:00
Preparation
Awareness and resilience
Structuring your
coaching
1:1 / Group

agenda
9 Performance Scenarios
Diagnosing performance
Advanced R2B Timeline
10 Purpose and Pathway
Strategy and alignment
11 Preparation
Awareness and resilience
1 Performance
Staying on task and decision making
2 Reset
Staying intact and taking accountability
3 Revision
Moving towards
4 Roleplay Scenarios

0% 100%
Performance context
Structure
Mindset Skillset
MOVEMENT
Direction
UNDER
PRESSURE
STUCK ADAPTING
The role of the coach is to generate movement
CLARITY
INTENSITY ACCURACY

Certification checklist
• Can describe performance on a timeline for an
organisation, team, individual
• Can describe the core risks to performance at each stage
• Can diagnose performance issues
• Can connect mental skills aspects to the broader
performance equation
• Can apply right tools to situations and can demonstrate
understanding and application of each tool
• Can structure coaching sessions:
• accessible, acceptable, applicable
• clear overview and relevant detail

Advanced theme: Application

→ As the national team coach, you are aware that your sport
is below the radar in terms of national performance
expectations and exposure. However, a recent TV
segment has increased the visibility of the sport and your
team’s participation in the forthcoming international
tournament. The biggest weekend sports show did a 30
minute show on you and your squad which had 2 million
primetime viewers and generated a huge influx of interest
and enquiries. The tournament is 16 weeks away and the
National Association chairman has got really excited about
the exposure. He has asked you to write a ‘new’ 16 week
preparation plan and is coming to your next squad
meeting and training session. He wants to know exactly
‘what you are going to do differently in order to succeed in
the tournament?’
→ One of the team’s leading players however is struggling.
They started the season so well with a couple of early
‘player of the match’ performances and their form
continued for the first month but then seems to hit a wall
and they had a series of poor matches. You felt this poor
form would end but it has continued all the way through
the season. With several big warm up matches coming up
it is critical for you and the team that they start playing
better!
→ They seem to have a pattern of ‘playing within themselves’
and do not look confident. Your technical coach says they
are ‘too flighty and erratic’, though you have no idea what
that really means and wonder if the payer does either.
→ With limited resources and poor facilities, you rely on your
captain a lot to maintain the intensity of training sessions
and lead the on field strategy parts of training. You get
very frustrated with the inability of the team to adapt to
changes in conditions or when the opposition have clearly
worked you out.
→ The last time that happened you really let them have it
after the game, but that didn’t seem to work. You could
detect a bit of resentment towards you even though your
points were all correct and you stand by them.
→ Your captain is not the best communicator but is a very
inspiring player and is always first on the team sheet. You
know you need more leadership on the field than just the
captain, but it is hard enough training core skills and
managing the coaches. With the added pressure now to
deliver a ‘magic plan’ to the Association chair, you are
feeling a bit overwhelmed.
→ Planning for training was once again rushed and your
support team all had different priorities and urgent things
they wanted to cover with the players.

Performance Scenario:
A s a R 2 B C o a c h w h a t d o y o u s e e ?
W h a t d o y o u w a n t t o f i n d o u t ?
W h e r e w o u l d y o u s t a r t ?
Before During After

Reflect on a situation you have observed or someone you are
working with:
How could you have / would you use these tools?
application

Leaders need to have a clear process.
The purpose of leadership is to influence thought and action to
generate movement in a certain direction.
Movement in any particular situation, can be seen to depend on 3
main components:
→ Task
→ Group
→ Self
Sometimes it is wise to slow movement and pause.
Leadership Mindset

influencing Movement:
TASK GROUP SELF
OVERVIEW:
Movement
DETAIL:
Which cog is stuck?

Effective movement requires that the task is clear
One page strategy
The task has to be communicated in a meaningful way that
will connect with the group
Task Cog:
Task: clarity or confusion

Priority PLanner
Example
✚ Talent ID & Pathway
✚ Coaching ID &
Development
✚ Funding & Facilities
✚ Sports Science (Medical/
S&C)
✚ Athlete Lifestyle &
Wellbeing

Effective movement requires group cohesion
Ultimately group cohesion starts with the individuals’ connection to
the task
Every group has ‘dynamics’
Group Cog:
Group: cohesion or conflict

• Lots of people to connect the strategy with
• All come from different starting points
• Each stage requires a different strategy to influence movement
forwards
• If you use the wrong strategy at the wrong time you generate
resistance
Alignment
LOCATE
Apply right strategy
Selling = Buying
Influence
Decision

Staying ‘above the line’
High Performance Strategy
0 100
Will it work?
Obstacles
Resources
?

Effective movement requires personal conviction
Altitude sickness is predictable and avoidable
Leaders can be blind to their filters
Self Cog:
Self: conviction or doubt

© Gazing Limited 2022
26

Mental Strength Sliding Scale
→ Everyone moves up and down.
→ We tend to slide down when we are under
pressure and feel like we are losing control.
→ This leads to defensive thinking - we take things
personally and information is distorted by our own
filters and assumptions and labels.
→ When we are thinking clearly, we are seeking more
information, have more perspective.
→ This is more likely when we feel safe.
→ We feel safe when we trust the plan or process or have
been in the situation before and coped ok.

Attention
on

Individual Exercise
identity
Complete the following sentences:
1. I must always…
2. I must never…
3. They must always…
4. They must never…
Filters are a product of a conditioning process which
takes place throughout our lives.
Whatever you have written to complete the sentences is
essentially your rule book.
When our rules are broken (our view of the world is
challenged) we tend to go into the Red.

Can describe performance on a timeline for an organisation, team, individual
Can describe the core risks to performance at each stage
Can diagnose performance issues
Can connect mental skills aspects to the broader performance equation
Can apply right tools to situations and can demonstrate understanding and
application of each tool
Can structure coaching sessions:
accessible, acceptable, applicable
clear overview and relevant detail
Certification checklist

→ As the national team coach, you are aware that your sport
is below the radar in terms of national performance
expectations and exposure. However, a recent TV
segment has increased the visibility of the sport and your
team’s participation in the forthcoming international
tournament. The biggest weekend sports show did a 30
minute show on you and your squad which had 2 million
primetime viewers and generated a huge influx of interest
and enquiries. The tournament is 16 weeks away and the
National Association chairman has got really excited about
the exposure. He has asked you to write a ‘new’ 16 week
preparation plan and is coming to your next squad
meeting and training session. He wants to know exactly
‘what you are going to do differently in order to succeed in
the tournament?’
→ One of the team’s leading players however is struggling.
They started the season so well with a couple of early
‘player of the match’ performances and their form
continued for the first month but then seems to hit a wall
and they had a series of poor matches. You felt this poor
form would end but it has continued all the way through
the season. With several big warm up matches coming up
it is critical for you and the team that they start playing
better!
→ They seem to have a pattern of ‘playing within themselves’
and do not look confident. Your technical coach says they
are ‘too flighty and erratic’, though you have no idea what
that really means and wonder if the payer does either.
→ With limited resources and poor facilities, you rely on your
captain a lot to maintain the intensity of training sessions
and lead the on field strategy parts of training. You get
very frustrated with the inability of the team to adapt to
changes in conditions or when the opposition have clearly
worked you out.
→ The last time that happened you really let them have it
after the game, but that didn’t seem to work. You could
detect a bit of resentment towards you even though your
points were all correct and you stand by them.
→ Your captain is not the best communicator but is a very
inspiring player and is always first on the team sheet. You
know you need more leadership on the field than just the
captain, but it is hard enough training core skills and
managing the coaches. With the added pressure now to
deliver a ‘magic plan’ to the Association chair, you are
feeling a bit overwhelmed.
→ Planning for training was once again rushed and your
support team all had different priorities and urgent things
they wanted to cover with the players.

Performance Scenario:
A s a R 2 B C o a c h w h a t d o y o u s e e ?
W h a t d o y o u w a n t t o f i n d o u t ?
W h e r e w o u l d y o u s t a r t ?
Before
What are the core issues?
What R2B tools will help?
During
After

Situation:
You have delivered three Red2Blue sessions to this person already.
You have been asked by the ‘leader’ to work with them because they
are having a ‘few issues’
Work in pairs:
Person one roleplay being the person:
Describe an individual you know well to the Red2Blue coach.
Roleplay being that person.
Person two roleplay being the Red2Blue Coach:
Gather the general background.
Use your Red2Blue skills to engage this individual to help diagnose
the issues and leave them with 3 clear actions / suggested tools to
use.
What would you report back to the ‘leader’? Are there any actions
for them?
application

Situation:
You have worked with the Tongan team for the last
3 months as they prepare for their RWC.
They are in the final stages of preparation for their
final big game and the coach is zooming in from
Paris to speak with you.
Yesterday they discovered one of their star players
is out of the tournament. There is a lot of blame
and complaining. They have underperformed so far
and are now facing the biggest team of the
tournament.
Task:
Structure your thoughts on one page.
What are you planning to cover?
How will you engage their attention?
What will you get him to do?
application

You have been asked to contribute a perspective by a journalist
based on the fact that you are an Advanced Red2Blue Coach:
Interview 1
What happened at the Football World Cup? How could the English
coach have done more to prepare the players for the final?
Interview 2
Emma Raducanu is now not in the top 100. In 2021 she won the US
Open. How does that happen? Is it all to do with injuries or is
mindset a part of it?
Interview 3
There appears to be a mental health epidemic in young people.
What do you think is behind it?
Application

R2B Advanced Red2Blue Delivery Deck.pptx

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