‘Battling the Waves’ of Self-Doubt

"When you’re a manager, you live in a constant state of doubt. Every decision feels like it could make or break you, and sometimes, you question whether you’ve made the right call.”

Reading “My Life in Football”- the autobiography of football manager, Kevin Keegan, the thing that stuck out was the recurring theme of self-doubt he experienced. He’s certainly not alone.

Bill Belichick, Steve Kerr, Jill Ellis, Ange Postecoglou, Jurgen Klopp & Becky Hammon are other renowned head coaches who have all spoken openly to questioning themselves, decisions they’ve made and even going as far as doubting whether they’re capable or belong at the level they’re operating in.

It is little wonder why this feeling exists when, by the laws of human nature, we crave three things that simply do not exist in the world of elite sport: control, predictability & respect.

So, if some of the greatest coaches in their sports find themselves battling the waves of self-doubt, it’d be a fair assumption that every head coach regularly experiences the feeling.

Anecdotal evidence suggests that with more experience & success, the waves may get less frequent & the torrent of water, less burdensome. Certainly, coaches ‘longer in the tooth’ can be assumed to have more faith in their beliefs & more exposure to overcoming tough periods that exacerbate self-doubt. Moreover, in Sources of Power: How People Make Decisions, Gary Klein argues that with experience comes a comfortability in uncertainty where “the right decision can still emerge, even if there is doubt.”

When working with head coaches, it’s a constant area we are required to explore. Some head coaches I am introduced to have strategies or part-strategies in place, others do not.

However, the essential nature of understanding & managing self-doubt cannot be downplayed. It is directly connected to burnout and the increasing of stress that infiltrate all areas of a head coach’s life whilst also likely impairing the coach’s ability to make rapid decisions and potentially erodes trust and belief with players or coaching staff.

My firmly held belief- constructed through my own experience in coaching elite rugby & my subsequent work interviewing, researching and coaching head coaches is;

Self-doubt cannot be permanently extinguished but can be identified, anticipated & minimized (what I like to call the ‘I-AM’ process).

I am no scientist but understand (in no small part to reading Kahneman, Tversky & Klein!) at a basic level that self-doubt is nature’s response to fear and uncertainty & is often influenced by experiences, comparisons & expectations (both internal & external).

Therefore, when working with head coaches on this subject, before constructing a strategy to anticipate & minimize, we identify the underlying root causes. (From personal experience; it was only once a coach helped me uncover the underlying factors of my own self-doubt that I was able to begin implementing a plan into my performance).

Whilst obvious, I’d note that whilst having commonalities & shared experiences, every coach is different operating in their own unique perception of themselves & within varying contexts.

Identify

My relationship with any head coach has its foundations in understanding how they perceive themselves & the world around them as this perspective inevitably shapes their coaching. With this in mind & when focusing on self-doubt, my questioning initially revolves around:

1.     Specific experiences that linger & continue to affect their confidence (spoiler; yes, every coach has recalled significant moments or particular results that act as significant ‘triggers’ despite sometimes being decades old).

2.     Internal triggers (including unrealistic expectations, imposter syndrome, comparisons & perceived lack of control)

3.     Specific challenges or ‘sore spots’ they’re aware of (this may include aspects of coaching philosophy, technical areas of the game or situations that arise such as players questioning strategy which leave them particularly sensitive).

4.     External Influences (e.g. pressure from the board and/or owners, external criticism & team conflict).

By addressing past experiences, insecurities, and perceived pressures, we gain a deeper understanding of why we feel & act the way we do. This self-awareness allows us to anticipate when and how future experiences are likely to trigger those emotions, enabling us to respond with greater insight and control.

Anticipation:

With a better understanding of our triggers, we can earlier recognize the indicators of self-doubt. A more appropriate analogy might be; ‘seeing the approaching waves’ earlier.

Why is this important?

Picture a head coach on the edge of the field watching their team go 0-2 down & their tactics not fitting the action as planned. The waves of self-doubt might be approaching but it’s at this point the coach is required to make a key intervention. In recognizing the feeling, they are able to intervene using strategies for ‘minimizing’ the effect, self-regulate & increase their chances of making a more rational & informed decision.

In not seeing the waves until later, the stress is more heightened, releasing greater levels of cortisol which impairs cognitive functioning (decision-making). Managing ones emotions also consumes energy. The greater the level of emotion, the more energy required which simultaneously deducts from energy that could be directed towards a critical game intervention.

Head coaches that I’ve worked with have used a variety of practices that are designed to develop self-regulation & self-awareness including:

• Reflective Practices

All head coaches worth their metal self-reflect. We have had them record themselves during practice and/or games so we are able to analyze their performance in critical moments- both for positive reinforcement or learning opportunities. I’ve also spent time in the coach’s box during matches.

• Visualization or Role-Play

I’ll always remember my Special Forces father utter words to the effect of “if you’ve pictured a scenario in your head, you’ll likely be able to make faster decisions.”

Head coaches who spend time thinking about possible scenarios & considering their response can act more effectively when similar scenarios unfold.

‘How will I feel if we are 0-2 down in the first half?’

I also work with coaches around role-playing scenarios which can increase confidence in a “I’ve been here & this isn’t a shock” sort-of-way.

• Practicing positive self-talk

Using mantras or positive reinforcement also adds to a coach’s confidence & perspective when recognizing the threat of the imminent waves. Understanding that you’ve got the tools to overcome the challenge is a big part of overcoming it.

Cricketer Jos Buttler writes ‘F*** it’ on the top of his bat to reframe feelings of self-doubt & alter his perspective.

• Preparing for Performance

A critical element of a head coach’s ability to perform is in their preparation. Adequate sleep, nutrition & hydration all contribute to supporting psychological well-being & cognitive functioning; attentional capacity, working memory, intuition & decision-making etc.

In addition, a clear framework for decision-making allows head coaches to focus on the process of making a decision & away from the emotions.

Minimizing

Head coaches are as varied as other human beings when it comes to personality types & character traits &, therefore, require tailored approaches for minimizing feelings of self-doubt. All, however, should be implemented with the desired outcome of reframing, regulating or reconnecting them with the moment.

Some strategies I explore (which are interlinked with anticipation) are:

• Breathing Strategies help to regulate the heart-rate that the adversary, self-doubt, wishes to increase whilst also accelerating the process of refocusing.

  Breathing strategies influence the autonomic nervous system (responsible for heart rate & respiration) which in turn reduces cortisol levels & increases the flow of oxygen to the brain.

  Taking thirty seconds to focus on your breathing can be done almost anywhere; courtside, before a meeting or difficult conversation or fronting the media.

• Positive Self-talk (mentioned above) is a way of being more compassionate to yourself- putting moments into perspective.

•  A Trusted Truth-Teller is someone who can calm & embolden a head coach when required.

  A dedicated coach is ideal but head coaches will often lean on their relationship with assistant coaches before delivering half-time messages or on loved ones who offer support & belief.

• Focus on the Process roots head coaches in the moment whilst keeping self-doubt at arm’s length. Belichick’s famous mantra of “do your job” is an example of applying focus to preparation rather than getting caught up in distractions.

Self-doubt is inevitable in coaching. It can’t be permanently defeated but with greater awareness, preparation & management, head coaches can become better at ‘battling the waves’.

In doing so, head coaches can become more flexible, resilient & effective in their performance.