There are too many competitors who are striving to become the best. Those that are the best must continue to work and fight to be the best or they will soon be overtaken. You need to strive to be the best in one or more areas such as the defense, offense, transition etc. If a team does not take on this challenge, it will soon become extinct or left far behind.
Great teams who remain competitive in one or more areas do not sit around patting themselves on the back, for they know that there are dozens of others who want to take their place.
When tough goals are only partly met it is also important to celebrate - setting a difficult goal and not reaching it is far more important than meeting a mediocre goal. These tough spots of difficult goals provide learning experiences that cannot be taught only in practice. And they provide opportunities for leaders to install new character into their not let them revert back into old behaviors!
Although most teams will never become the best at what they aim for, they must compete to do things better than their competitors. This not only allows their players to grow.
Most problems in the teams are not that people cannot do their jobs. It is that people cannot get along with other people. Players are hired on the premise that they can perform the job, or with a reasonable amount of practice, be coached into performing the job.
Every team member must not only be able to understand and work with all the other team members, but they must also want to.
Players want to belong to a team that believes in them, no matter what kind of background or culture they come from. They, like their coach, want to be productive and be a totally dynamic work force. It is much easier to train people when they have role models to base their behaviors on. Also, you will have the backing from the very people who can support you in your efforts.
The obvious first step in any development program is the measurement of present conditions in order to establish a baseline benchmark from which the effectiveness of future development programs can be evaluated. If there is no established benchmark, how do you know which development programs are working, which are not working and which need modification? In order to design an effective development program, you must first:
-Establish Baseline Benchmarks - find out where you are starting from and set quantitative and qualitative reference points.
-Identify Strengths and Weaknesses - isolate areas that need more attention in order to use time efficiently and not waste it on your areas of strength.
-Establish Quantitative Goals and Deadlines - know where you are headed to optimize your development program.
Where we are starting from:
Quantitative reference points: The process relies on two distinct sports science disciplines:
• Notational/match analysis, which uses means to record aspects of team performance (TENDEX);
• Biomechanics, which revolves around the sporting impact of body movements.
Qualitative reference points: This process can be used to identify and measure a range of ‘performance indicators’ that have a real bearing on the outcome of any given sport, so providing a better understanding of how success can be achieved at all levels of performance.
These include:
• Tactical indicators (patterns of play);
• Technical indicators (technique/performance);
• Psychological indicators (arousal, motivation).
How we could do that? By using “BARS” (Behaviorally Anchored Rating Scales) which will take place within applying the “Feedback 360◦” technique.
Behaviorally anchored rating scales (BARS) are scales used to rate performance. BARS are normally presented vertically with scale points ranging from one to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.
These kinds of scales depend on three important criteria:
1. The professional success factors are defined with more accuracy;
2. The anchors describe with precision the main position categories of each scale;
3. The answer of the evaluator is well conducted by following certain precise instructions for scale operating.
BARS for basketball players have been implemented by Ioannis Diamantakos (2004, PhD Thesis).
The “Feedback 360◦” evaluation Technique is a step forward for the quality of performance evaluation. That kind of Technique allows a circular evaluation, i.e. the player evaluated is in the centre of the action; he is also appreciated by the coaching stuff and by his teammates, to which a self-evaluation can be added as well. This Technique by using several evaluators (self-evaluation, colleague’s evaluation, coaches, evaluation) underlines a few important aspects such: the definition of competence for a position within the team, the sport competence analysis and self analysis, general images concerning the players’ performances, plans for optimization of sport performance at team level etc.
Identify Strengths and Weaknesses
The usefulness of the above step offer to the coaching stuff:
The possibility of a detailed analysis of the basketball players’ behavior; a more realistic image on the aspects specific to the basketball players’ behavior; the possibility of a constructive and educational feedback based on the disclosure of players’ positive and negative aspects; allow the player a more ample discussion about the personal performance.
The first step is to create a logical structure to the game itself. This means defining the range of possible actions in the game and linking these actions with possible outcomes, thus describing the sequential path the performance can take.
Indicators provide simple information that can be used to describe and define a particular performance. But it is important to be careful over how the data is presented since, in isolation, these can give a distorted impression of performance.
Establish Quantitative Goals and Deadlines
Before deciding which performance indicators you wish to focus on in evaluating the performance of your players, you must give feedback to your team. You must let every player knows the result of the above evaluation.
Players are always interested by the value of their performances and the feedback reduces the uncertainty and offers a realistic image on their professional value;
The feedback is a process that allows maintaining the balance in a team, it representing the basic principle of adapting any system to the environment;
Several studies made in connection to the contribution of feedback to increasing the human performances, (it results as a general conclusion, an improvement with 8-26%, or 3-17%).
The first step is to create a logical structure to the game itself. This means defining the range of possible actions in the game and linking these actions with possible outcomes, thus describing the sequential path the performance can take.
Establish Quantitative goals for an individual must be presented in three ways to evaluate success:
1. In relation to the opponent’s data. This allows for a direct comparison with the opposition, but could be misleading if the players are not of a similar standard;
2. In relation to players of the same standard. This allows for comparison between equals, which is useful providing data of this nature is available or can be compiled;
3. In relation to their own profiles of previous performances which has already being created by evaluating quantitative and qualitative references points. A player can then be assessed against his own normative profile to assess the relative merits of his latest performance.
In the case of whole team:
• Individual assessment of players within the team;
• Assessment of an aspect (or more) of performance for the whole team.
Establish goals for the whole team in relation to teams of the same standards

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