Tag: culture

Quick answer. A player who has checked out is rarely just lazy. More often the environment has stopped giving them a reason to invest, so start there. Hand ownership of their development back to them, make sessions meaningful and genuinely enjoyable rather than merely busy, and show real belief in what they can become. Effort tends to follow when a player feels responsible, trusted and glad to be on the pitch.

That is the surface answer, but the coaches featured on The Hockey Site would tell you not to stop at running the group harder or having a quiet word on the side. The more useful question is why the investment has drained away in the first place.

Coasting is usually a signal, not a character flaw. In his masterclass on Coachability, New Zealand’s Shea McAleese argues that coachability is not a personality trait but a decision about who is responsible for your own development. Players who coast, he suggests, often have not yet learned to look in the mirror, because for a long time it was easier to make progress someone else’s job. Treating the behaviour as information about ownership, rather than proof of a bad attitude, changes what you do next.

Hand responsibility back rather than fixing everything for them. McAleese warns that quietly solving every problem for an athlete can hold them back, because it teaches them to wait for the answer. He describes small habits that flip the load onto the player: asking them to explain a point back to the group, putting them on the spot to coach a teammate, and getting clear buy-in early. Align with your leaders and key players first, he suggests, and that ownership filters down and speeds up across the squad.

Protect enjoyment, because it is the engine and not the reward. The Hockey Site article Fun lights the fire treats enjoyment as a performance variable rather than a reward for good behaviour. A squad that wants to be at training will chase more, risk more and stay longer than one turning up out of obligation, and that gap shows up in how quickly they improve. A positive, loose atmosphere widens attention and improves decision making, while a tight, fearful one narrows both. Enjoyment is not the soft option. It is one of the levers that decides how fast a group develops, and its absence is often the first thing a disengaged player is reacting to.

Design sessions that mean something, not just sessions that keep people busy. In his masterclass on feedback and learning environments, Andreu Enrich argues that the difference between a busy session and an engaging one is intentionality. Design the session around the specific behaviours you want to see, then build the conditions where those behaviours emerge naturally. When players understand why they are doing something, and can feel the connection between the drill and the real game, engagement becomes close to automatic. Small-sided games are one dependable route there, active by design and full of touches, decisions and natural pressure.

Belief changes what a player is willing to give. The masterclass on The Pygmalion Effect, with Andreu Enrich and Australia’s Ric Charlesworth, explores how a coach’s expectations quietly shape performance. Raise the bar and show a player you believe in what they can do, and they tend to rise to meet it. Expect little, and they tend to shrink to fit. For someone who has drifted to the edges of the group, being told clearly and honestly that you see more in them can be the intervention that reopens the door.

Confidence is a behaviour a player can choose, not just a mood they wait for. Performance psychologist Katie Warriner, in her masterclass Confidence: a choice and a skill, points out that behaviours are far more within our control than feelings, and the feelings often arrive after the behaviour rather than before it. With a checked-out player that reframes the ask. Rather than waiting for motivation to return on its own, invite the behaviour first, the communication, the body language, the willingness to have a go, and let the feeling catch up.

Your own energy sets the tone before you say a word. In his masterclass on emotions, energy and engagement in team talks, Mati Vila makes the point that the energy a coach brings is itself the message. Players read your state before they process a single instruction, so if you go through the motions, they will too. Tin Matkovic, in his masterclass on fostering creative players, adds that playfulness is the engine of creative play, but it has to be fuelled by a coach who is still genuinely curious. Bring something real to the pitch and the room shifts with you.

Lean on culture for the players your words cannot reach. Not every disengaged player responds to a one-to-one conversation. McAleese notes that a truly coachable group is built when senior players hold the standard and younger ones are expected to contribute in small group meetings before the whole squad gathers. When the environment itself keeps pulling people back in, you are no longer the only source of motivation in the room. That is slower to build than a rousing speech, but far more durable.

None of this is a script to run. These are starting points from coaches who have worked at the very top of the game, offered so you can test them against the group actually in front of you and keep what fits. The masterclasses below go a good deal deeper than any single article can, and they are worth an evening of your thinking time.

Go more in depth here

Coachability

Shea McAleese
Coachability

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Fun lights the fire

The Hockey Site
Fun lights the fire

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Emotions, Energy, and Engagement: Building Better Team Talks

Mati Vila
Emotions, Energy, and Engagement: Building Better Team Talks

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Read next: Team. Trust. Culture., Connections Before Tactics, The 4 most powerful words in talent development: “I believe in you”

More coaching questions: How do I build confidence in field hockey players that survives mistakes?, How do I help a field hockey player let go of a mistake and reset?, How often should my players train before I’m overcooking them?, How do I keep juniors coming back without letting the standards slide?. All of them are in Field Hockey Coaching Questions.

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Since every top team is a technical and tactical expert, Commens argues the real edge is the bond between coach and players. He recalls trading counter-strategies with Mark Hager’s New Zealand, each new plan cancelled by the next, and points instead to Shane McLeod’s hours of one-on-one meetings learning each Red Lion’s why. That work drained Commens as a coach, yet he now rates it the most important thing to develop. Watch the full masterclass: Common themes of top teams.

Brent Livermore started cycling fifteen kilometres each way to Kookaburras training for extra aerobic work, and within weeks the whole squad felt they had to follow. That one habit reset the team’s physical standard, and Commens watched the same pride in fitness embed itself in the Red Lions. His non-negotiable is simpler than raw speed: if you cannot stay in a one-on-one contest across the pitch, you cannot play at the top level. Watch the full masterclass: Common themes of top teams.

Twenty-seven players built the Athens squad and only sixteen went to the Games, and Commens argues that gap is exactly what drives standards. Every session with the national team is treated as a selection opportunity, so complacency cannot settle in. He gives the current example of Tibaut Stockbroekx training so well that even a four-time Olympian like Cedric Charlier knows his place is being pushed. Watch the full masterclass: Common themes of top teams.

Mateship, the Australian word for having each other’s back, ran through both gold medal squads. The 2004 Kookaburras were still close at their ten year reunion and remain in touch across the world, while the Red Lions spend hundreds of days a year together and then choose to holiday together in their time off. Commens also credits Belgium’s learned willingness to stand up physically for one another when opponents target them. Watch the full masterclass: Common themes of top teams.

At the top level everyone trains hard, so hard work separates nobody; the quality of everything you do is what makes the difference. Commens describes each player needing a superpower, one unique quality that adds value, his own being the link pass from midfield into the strikers. He shows how to raise quality in training too, blowing a whistle at any pass or first touch below international standard until the group met it within minutes. Watch the full masterclass: Common themes of top teams.

Training beside Jamie Dwyer or Arthur Van Doren sets the ceiling for everyone on the pitch, which is why both gold medal teams knew exactly what world’s best looked like. Commens tells teams without that luxury to study broadcast footage of major tournaments and break down what makes each nation elite. The real innovators, he adds, are young players, so coaches must build sessions where their ideas can flourish and get celebrated. Watch the full masterclass: Common themes of top teams.

The 2004 Kookaburras arrived thirty minutes before training as a minimum, and most were there an hour early putting in extra technical work. Barry Dancer coached team play and handed responsibility for basics and specialist skills back to the players, so the early work was theirs to own. Commens saw the same habit in the Red Lions, and argues it only happens when a critical mass of players genuinely loves the game. Watch the full masterclass: Common themes of top teams.

High performance, he admits, is hard to define, but he points to six players who climbed the back of Table Mountain rather than admiring it from the cable car, and they were not his best hockey players. Culture, as he defines it, is the beliefs and values a coach and squad share plus the behaviours that match them. Any club can be high performing, whatever its level. Watch the full masterclass: Changing & developing a culture.