OBJECTIVES

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1 RED BULLS YOUTH CLUB SUMMIT SHAPING THE CLUB CULTURE: FIVE KEY COMPONENTS SARAH MCQUADE EXECUTIVE DIRECTOR, E.T.C COACHING CONSULTANTS OBJECTIVES Reflect on your perception of your current club culture Define what a performance culture is and highlight the importance of creating and continuously strengthening it Analyze the key components or building blocks of a club s culture Reflect on how well these are integrated into your culture Create a plan to drive any culture change required 1

2 YOUR CLUB CULTURE In less than one minute.. without referring to anyone else.. and on the space on the card in front of you write down your club s culture YOUR PERCEPTION? 2

3 WHAT IS CULTURE? The learned assumptions on which people base their daily behavior the way we do things around here. Defined by beliefs, values, philosophies, ideologies, ritual and myth It drives the organization, its actions and results It guides how employees think, act and feel It is the operating system of the company, the organizational DNA (Reid and Hubelle, 2005) THE BUSINESS OF YOUTH SOCCER Participation in soccer is 30 x higher now than 40 years ago: , million million + (U.S. Youth Soccer) Youth soccer participation is double that of tackle football and larger than baseball by about 1 million participants (Wall Street Journal) 3

4 CREATING A HIGH PERFORMANCE CULTURE How do organizations achieve significant and lasting performance that catapults them ahead of the competition? How do you intentionally create a sustainable culture of high performance in your organization? 4

5 HOW TO CREATE A HIGH PERFORMANCE CULTURE 1. Stop and take a hard look in the mirror.! 2. Include all stakeholders in the conversation.! 3. Let go of existing behaviors and practices that are no longer serving the organization s success.! COMPONENTS OF A CLUB CULTURE LEADERSHIP VISION, MISSION AND VALUES PEOPLE COACHING FOR PERFORMANCE ENVIRONMENT 5

6 VISION, MISSION AND VALUES 6

7 VISION, MISSION AND VALUES Mission!is a statement about your core purpose, why you exist, and is best stated in the present tense Vision!is a statement about your desired state, where you want to go, and is best stated in the future tense A company s values are the core of its culture. An effective!values statement!clearly offers a set of guidelines on the behaviors and mindsets needed to achieve that vision NEW YORK RED BULLS TRAINING PROGRAMS Mission - To offer unparalleled support and education to the youth soccer community Player Development Philosophy Create a!fun!and! CHALLENGING! environment where players have the opportunity to!learn 7

8 NEW YORK RED BULLS TRAINING PROGRAMS Who We Are 1. Passionate - We love the game. 2. Authentic - It's about a pure soccer experience. We make decisions based on what is best for our fans, the community, and the growth of the sport.! 3. Innovative - We help drive innovation and progression for the sport, and sporting experience 4. Community Focused - We start in our backyard, and grow from there. For our community - we are a part of their story, and they are a part of ours.! 5. Aspirational - We become the point of reference for soccer in North America.! NYRB TRAINING PROGRAMS KEY VALUES 1. Professional - Emotionally invested in the success of the organization. Display positive body language & attitude in every interaction. 2. Trust - Act as one team dedicated & committed to our standards. Communicate with transparency and proactively disseminate information with your teammates' best interests in mind.! 3. Selflessness - Put success of your teammates & the organization first. Before leaving the field 8

9 NSCAA Vision - NSCAA will be a recognized and respected soccer coaching education organization that provides a wide range of programming, events, and membership support for all in the sport. Mission NSCAA will develop and to deliver educational programming and events that inspire members to improve and to enhance their involvement in soccer. The NSCAA has a responsibility to activate a network of coaches and others involved in the sport that will take responsibility for advancing soccer in the greater community. NSCC CORE VALUES Deliver value to each member that exceeds their expectations Uphold a sense of family and acknowledge past contributions Maintain the highest standards of ethical conduct and sportsmanship Fiscal responsibility Meet the needs of a diverse membership Serve the greater good of the game Manage the Association through teamwork and open, honest communications. 9

10 EVALUATING YOUR VISION, MISSION AND VALUES REVIEW YOUR VISION, MISSION AND/ OR VALUES CURRENT. NO WORK REQUIRED. VISION AND VALUES EXERCISE REQUIRED ARE YOU SURE? CONVENE ALL RELEVANT STAKEHOLDERS CREATE, REVIEW, REDEFINE VISION, MISSION AND OR VALUES CONFIRM AND FINALIZE CREATE COMMUNICATIONS PLAN AND ACTION HOW DO YOU KNOW? FACILITATE DISCUSSION TO SHARE IDEAS AND OPINION UNDERTAKE ADDITIONAL CONSULTATION IF REQUIRED IDENTIFY KEY MESSAGES TO BE SHARED INTERNALLY AND EXTERNALLY MONITOR AND EVALUATE IS THIS YOUR ORGANIZATIONAL DNA? LEADERSHIP 10

11 LEADERSHIP Creating a performance culture requires a systematic approach to leading and managing the performance of organizations, teams and individuals. Provides a vision for the future Guide organizational achievement of the vision at every level Provides stretch and challenge for people to achieve the vision Prioritizes, guides and supports its people Intellectually stimulates its people The best teamwork comes from men who are working independently toward one goal in unison. The five separate fingers are five independent units. Close them and the fist multiplies in strength. This is organization James Cash Penny 11

12 The achievements of organizations are the results of the combined effort of each individual. Vince Lombardi Leadership does not reside only at the top of the organization It must emerge from, and cascade down to, those in customerfacing roles Leadership must be combined with strategy; it must be ongoing, consistent and grounded in on-the-job learning It must be supported by formal learning and leadership initiatives 12

13 DO YOUR JOB! Every member is a shareholder front office to coaching staff Being a shareholder means having an opportunity to show positive or negative leadership Values are the property of each individual and are held collectively STRONG ORGANIZATIONAL IDENTIFICATION Often means job satisfaction and performance is higher Is connected to higher employee retention, which can deepen trust and enhance any team s collaborative effectiveness In addition, people are more willing to be a brand ambassador for the company, attracting new customers, business partners, and talent Pearce (2017) 13

14 THE CULTURE DRIVERS The Political Leader; Chairman of the Board The Strategic Leader; CEO The High Performance Leader; Director of Coaching The Technical/ Tactical leader; Age Group DoCs, Head Coaches The Team Leader, Team Captain Goldsmith (2014) DO YOUR JOB. WHAT JOB? Does each position/ job have a clear, meaningful role for each member to play in order to achieve shared objectives Poorly defined and poorly understood roles inhibit collaboration, drive disengagement and undermine performance Clear expectations come with clear accountability 14

15 Who are you culture drivers? Who are the leaders at every level? In every team? What is their job role? How is this shared? What words/ images/ role models are used to showcase this? Where is their role displayed? How is this displayed? Who notices? Who cares? How do you know? How is their role monitored and evaluated? PEOPLE 15

16 14/03/17 PEOPLE Coherent cultures rely on people who who either share its core values or possess the willingness and ability to embrace those values. (Coleman, 2013) PEOPLE 16

17 STAKEHOLDERS INTERNAL STAKEHOLDERS EXTERNAL STAKEHOLDERS OWNERS MEDIA (E.G., PRESS, SOCIAL MEDIA) ADMINISTRATORS SUPPLIERS E.G COMPETITION ORGANIZERS, NCAA COLLEGE SCOUTS, CLOTHING EMPLOYEES/ VOLUNTEERS COACHES AND COACH DEVELOPERS OFFICIALS GROUNDSKEEPERS SPONSORS PLAYERS, PARENTS AND FANS STAKEHOLDER ROLES Change Sponsor (Individual/group who legitimises the change) Change Agent (Individual who is responsible for implementing the change) Change Advocate (Individual who wants to achieve a change, but does not possess legitimisation power) 17

18 GAUGING STAKEHOLDER INFLUENCE HIGH ABILITY TO INFLUENCE LOW KNOCKERS & SPOILERS NON PARTICIPANTS SPONSORS (POWER TO SANCTION AND LEGITIMISE) AGENTS (RESPONSIBLE FOR CHANGE) ADVOCATES (WANT CHANGE BUT LACK POWER) LOW COMMITMENT TO CHANGE HIGH ENGAGING THE STAKEHOLDERS Identify your stakeholders Label them as sponsors, agents or advocates Identity 3 key messages to be shared with each cohort State how you will share them Identify how you will know they have been effective 18

19 ENVIRONMENT FROM A DIFFERENT PERSPECTIVE Stranding in someone else s shoes consider their perception of your high performance environment 19

20 Imagine an environment where success is sustained inevitability because everything that surrounds you is geared toward achieving world-class performance In an environment like this, you understand how to reach your goals because you helped to shape them and are therefore motivated to achieve them. You know how to be successful and how long it might take. You have all the tools you need, and they support every step of your performance. You are aware that success won t always come easily and that it will be peppered with challenges, but you are prepared and excited about this. You are guided by a compelling vision that inspires you to excel every day and keeps you focused even when times are tough. Talented people around you offer strong support when you need it, as well as constructive challenge when things are too comfortable or easy. You seek and receive feedback regularly to improve your performance, and you notice that others expect and demand it from you. This is the type of environment a high-performance environment that will help you to be the very best that you can, not just occasionally but consistently. DOES THE HIGH PERFORMANCE ENVIRONMENT WORK? Financially? Is it affordable? How competitive is it? Value for money? Culturally? How inclusive is it? Geographically? Where is it? How accessible is it? Physically? On and off field facilities for admin, coaching, networking Aesthetically? What does the space look like? How does it promote the culture? 20

21 COACHING ENVIRONMENT Player Development Philosophy Create a!fun!and! CHALLENGING! environment where players have the opportunity to!learn ENVIRONMENT Internal and external factors that have a direct impact on the operations of an organization (Daft 1992) Those factors are complex, diverse and dynamic 21

22 ELEMENTS OF EXTERNAL ENVIRONMENT General Environment Those factors that not only impact sport organization but all of society (Slack 1997). Economic Recession v Growth Political Republican v Democratic Socio-cultural American Culture v European Culture Legal Title IX Demographic Upper Middle Class v Lower Class Ecological Year Round Warm Weather v Seasonal ELEMENTS OF TASK ENVIRONMENT Task Environment Those factors of the environment that directly impact the organization s ability to achieve its goals (Slack 1997). Constituents/ Stakeholders Fans, faculty, alumni, media, politicians Governance Structures NCAA, FIFA, USA Soccer, PIAA, USOC Competitors Other teams, clubs Unions 22

23 INTERNAL ENVIRONMENT Organizational Mission/Goals Policies/Procedures Stakeholders Athletes, Parents, Board of Directors Organizational Resources Human Financial Physical Plant Traditions CONTROLLING ENVIRONMENTAL FACTORS Internally Directed Action Making Changes to the structure and processes of the sport organization. What can you do and how within the organization? Externally Directed Action Responding to environment factors by interacting with elements of the general and task environment. What can you do and how outside the organization? 23

24 COACHING FOR PERFORMANCE Coaching is a process of guided improvement and development in a single sport and at identifiable stages of development (ICCE, 2013). 24

25 COACHING FOR PERFORMANCE FOR ALL Result Components of Performance Coaching for Performance Capability COACHING FOR PERFORMANCE FOR ALL Result Components of Performance Coaching for Performance Capability 25

26 DEVELOPING PEOPLE POTENTIAL What result(s) is/ are your organization seeking? What are the main components of performance needed to deliver the result? What results does each team need to deliver on? What are the capabilities needed by all people to deliver? How can you go about guiding the improvement or coaching of colleagues? TAKE-AWAYS The vision, mission and values are the organizational DNA Leadership is assumed by all, top-down and bottom-up Ensure all culture drivers are clear on role, task and purpose which is clearly aligned to and supports the delivery of the vision Communication is king, land tailored messages with key groups Create the right environment, physical and emotional Coach up all people to do their job 26

27 SARAH MCQUADE, MSC 27