Patrick Chanceaulme; A coach who causes?

Following this interview that fascinated you in his first part (here). Patrick Chanceaulme gives us roads to improve his communication and send his messages to his group with in particular the exploration of the situation of the conflict. I hope this interview appreciates because I appreciated it a lot.

How to send your messages better?

There are also techniques to find out if you want to pass the messages. There are at least 4 golden rules to know and practice. This requires training. I also talk about it in my book:

• Express facts, without accommodating, without judging, without accusing, without generalizing …
• Express your emotions, taking them (“I’m disappointed” They don’t do it “You disappointed me”) And without depending on it (example: express your anger without getting angry)
• Espresso (you prefer “I need calm” ha “You are painful”)
• Express requests for clear, precise, realistic and positive formulation requests

These “inspired” communication techniques create a connection and arouse optimal motivation.

It is a pity that the coaches, in their vast majority, do not master them, practicing more often, without even knowing it and without bad intentions, what is called verbal micro-violence, what creates the distance and demotive individuals.

What to do in case of conflicts with a player?

First of all, before there is conflict, there are precursor signs. The coach should therefore be looking for all these small precursors of the beginning of the deterioration of relationships. Joachim Low, the Manschaft coach, told a person to guarantee every start of the deterioration of the relationships between the players. He wants to have eyes and ears where he cannot be himself. From the appearance of the first signs of deterioration of a relationship, it is essential to practice regulatory maintenance. If the golden rules of regulatory maintenance are applied, in 99% of cases, the situation is organized and the small spark does not turn into focus. If this phase has been hidden, it is then the time to practice conflict management or even the maintenance (i) of cultivation, with the operating gold rules on these types of maintenance.

What should be the attitude of the coach on the sidelines to communicate his instructions?

If there is a time when the coach has to delegate and extract from the action, it is that of the game, that of the competition. In fact, the coach cannot be both on the bench and on the field, instead of the players. In addition, I am always surprised to see some coaches scream their instructions almost permanently in the margin. This is an admission of lack of preparation. This means that the preparatory work has not been done and that the coach does not trust his players. Of course, there may be emergency situations that require an intervention (punctual) by the coach, with a player, preferably through the captain or what had been previously identified as the trainee relay on the field. Having said that, most of the scenarios that may arise must have been mentioned in training and players must know how to adapt, on the ground, with sometimes some exchanges with each other. The coach’s priority interventions must be before the match and half time, to confirm, regular or re -read.

Is communication the ability to adapt to everyone? And so the coach should be the one who connects individuals (individuals) to each other?

The primary duty of a manager (of a sports team and a company) is to question a priori. This means that, before attacking the others, he must ask himself what he has done (or not done) himself, so that it works or does not work.

Just, in terms of adaptation to its players, a coach must regularly ask the following questions, for each of his players and for each member of his staff:

• How does it work: what are your brain preferences? (A rational? A relational? Focked on reflection? Rather on the action?) … what is its learning method? … what is his ability to do this or that? What is your level of motivation to do this or that?
• Given its operating mode, what then and what should I make sure that it provides the best per se, 90%of its potential, 100%, 110%…?

So, once everyone is fine in their head and body, only when everyone is ready to give their best for the group and the collective project, the coach can transmit collective messages, which are addressed to the group.

It is illusory to believe that a coach can make a real collective by speaking alone, in the canonade, to all. When we are addressed to everyone, we turn to anyone. Communication is therefore an individual affair, before being collective. To answer your question and connect individuals (individuals) to each other, the coach must first guarantee the motivation and individual involvement of each. So, of course, there are group messages to favor and others that must be prohibited.

What advice would you give to a coach who wants to improve his communication?

Before giving him advice, I would assure me that he really wants to receive a (advice).

Also, I asked him before how he intends to improve his communication. The interrogation is truly a very powerful form of listening that “obliges” the interlocutor to become a force of the proposal. By asking this type of question, we realize 90% of the cases that people already have an idea in mind (i). However, you know very well that when the idea comes from the person herself, it is more likely to be implemented.

Having said that, if a coach asked me openly advice, I would suggest:

• To read my book “Are the coaches trained?” »» »
• then to train in “inspired” communication techniques

Find and order the book exclusively on the internet