THE  DETERMINANTS  OF:    

prof.  dr.  Matej  Tušak,matej.tusak@fsp.uni-­‐lj.si  SIRIUS  AM  d.o.o.;  University  of  Ljubljana,  Faculty  of  sport  www.matejtusak.si  

Portorož,  2012  

SUCCESS

MOTIVATION AND GOALS

COMPETENCE GOOD LEADERSHIP

SELF- EFFICACY

COMMUNICATION

TRUST SELF-

CONFIDENCE

TEAM WORK

SUCCESS  IN  SPORT?  BUSSINESS  AND  SPORT  

Stories  of  success  Failures  in  sport  Learning  from  mistakes  Mistakes  as  a  possibility  to  grow  Searching  for  new  ways  Sport  as  a  baSlefiled    CompeVVon  as  a  polygon  for  tesVng  ways  

STORIES OF SUCCESS

HOW  is  your  MOTIVATION  ORIENTED?  

•  TOWARD  ME  OR  TOWARD  COMPANY    

•  INTERNAL  OR  EXTERNAL  MOTIVATION  

•  PROGRESSIVE  OR  HOMEOSTATIC  

WHAT  IS  MOTIVATION?  

•  THE  POWER,  STRENGTH  AND  ENERGY  

•  THE  REASONS  WHY  !  

•  DIFFERENT  SOURCES  OF  POWER  

MOTIVATION  SITUATION  

INTERNAL  TRIGGERS  

EXTERNAL  TRIGGERS  

NEED   mo#va#on  GOAL  

SELF-­‐  MOTIVATION  

•  Self-­‐  discipline  •  Ability  to  control  moVvaVon.  •  The  ability  of  the  preparaVon  and  moVvaVon,  without  external  incenVves,  control  or  coerce.  

•  Successful  people  have  high  self-­‐moVvaVon  and  ability  to  disposal  needs.  

SELF-­‐DISCIPLINE  

Raising  moVvaVon  Raising  self-­‐moVvaVon  Raising    perseverance  Goal  se^ng  

I  like  to  do  what  I  am  good  at.    

Progress  and  achieving  goals.  

MOTIVATION  =  SELF-­‐EFFICACY    x    GOAL  

SELF  EFFICACY,    SELF  CONFIDENCE  

•  Who  am  I?  •  What  I  want  to    be?  •  Self-­‐esteem  as  a  filter  

•  I  am  what  I  see  and  I  see  what  I  want  to  be.  

•  Am  I  a  strong  lion  or  a  small  kiSy?  

•  Am  I  a  winner  or  a  loser?  

SELF  EFFICACY  

Person’s  belief  that  he/she  is  able  to  do  some  acVvity  

LET  US  START  WITH    REASONS  AND  IMPORTANT  FACTORS  OF  SUCCESS  

•  TAKE  A  LIST  •  WRITE  DOWN  MAIN  REASONS  WHY  YOUR  DEPARTMENT  HAS  PROBLEMS  

ACHIEVING  CHALLENGING  GOALS  AND  DIFFICULT  TASKS    OR  WHY  YOU  DID  NOT  ACHIEVE  SOME  IMPORTANT  GOALS  IN  THE  PAST?  

•  1.  ______________________  •  2.  ______________________  •  3.  ______________________  •  4.  ______________________  •  5.  ______________________  •  6.  etc.  ___________________  

LOCUS  OF  CONTROL  

•  Locus  of  control  refers  to  an  individual's  percepVon  about  the  underlying  main  causes  of  events  in  his/her  life.  

•  A  locus  of  control  orientaVon  is  a  belief  about  whether  the  outcomes  of  our  acVons  are  conVngent  on  what  we  do  (internal  control  orientaVon)  or  on  events  outside  our  personal  control  (external  control  orientaVon).  

•  Do  you  believe  that  your  desVny  is  controlled  by  yourself  or  by  fate,  god,  or  powerful  others?  

•  Do  you  believe  that  you  are  responsible  for  your  results  or  some  else  is?  

In  general,  people  with  an  internal  locus  of  control:  •  Engage  in  acVviVes  that  will  improve  their  situaVon.  •  Emphasize  striving  for  achievement.  •  Work  hard  to  develop  their  knowledge,  skills  and  abiliVes.  

•  Have  a  more  parVcipaVve  management  style.  

GOALS  

THINK…    •  Do  we  really  know  what  are  our  goals?  •  What  do  we  want  to  achieve  in  life,  profession,  business,  the  

company?    

GOAL  SETTING  

Behavior  directed  to  the  goal  =  mo#va#on   GOAL  

•  Allows  a  systemaVc  decision-­‐making  about  what  we  want  to  achieve.  

•  Easier  focus  and  concentraVon  •  Se^ng  long-­‐term  goals  allow  long-­‐term  vision  and  enhances  moVvaVon  

•  Montoring  progress  •  A  lot  of  people  do  not  know  what  they  want  and  what  their  long-­‐term  goals  are.  

 

LONG-­‐TERM  GOAL  

A  common  problem  is  to  put  a  final  goal,  while  forgetVng  operaVonalize  the  strategy  to  achieve  it  or  not  set  process  goals  which  are  most  important  to  reach    the  long-­‐term  goal.  

SHORT-­‐TERM  GOALS      

SHORT-­‐TERM  GOALS      

SHORT-­‐TERM  GOALS      

SHORT-­‐TERM  GOALS      

SHORT-­‐TERM  GOALS      

SHORT-­‐TERM  GOALS      

S- SPECIFIC

M- MESURABLE

A- ATTAINABLE

R-RELEVANT

T- TIME-BOUND

E-EVALUATED

R- RECODED

HOW  TO  SET  GOALS?  

ENJOYING,  HAVING  FUN    

TEAM  WORK  

ANALYSE  TEAM  MEMBERS:    -­‐  DO  WE  REALLY  KNOW  THEM?  -­‐  DO  WE  EVALUATE  THEM  POSITIVE,  SUBJECTIVE,  

BETTER  OR  WORSE  THAN  US?  -­‐  DO  WE  COMMUNICATE  WITH  THEM  ENOUGH?  -­‐  IS  THIS  PERCEPTION  EFFECTS  ON  OUR  

COMMUNICATION  WITH  OTHERS?    

TEAM  DEVELOPMENT  

TEAM

K

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B.J.

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L.U.

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TEAM  ROLES  

Every  good  team  requires  all  roles.  

EVERYTHING  STARTS  WITH:  COMMUNICATION  

COMMUNICATION  CONSIST  OF  

ENCODES  

ENCODES  

EmoVonsà  Roleà  

PosiVons  à  Experiencesà  Knowledgeà  

Skillsà  Environmentà  

 

ß  EmoVons  ß  Role    ß  PosiVons    ß  Experiences  ß  Knowledge  ß  Skills  ß  Environment  

communicaVon  

Verbal  Non-­‐verbal  

COMMUNICATION  SITUATION  

       EFFECTIVE  COMMUNICATION?                

CriVcally  evaluate  the  content  and  the  way  you  communicate  

ASK  OURSELVES  

•  What  is  my  communicaVon  goal?    •  What  do  I  want  to  say?  •  What  do  I  press/  message?    •  Does  my  listener  understand  me?  •  Could  he  understand  me  otherwise?  How?  •  What  a^tude  I  show  him  with  my  message?  •  Did  I  reach  my  goal?  Did  I  cause  with  the  communicaVon  goal  any  other  "side  effects"?  

•  Could  I  tell  in  any  other  way  and  reach  the  same  goal?  

NOT  JUST  SPEAKING…  …WHAT  ABOUT  LISTENING?  

•  Good  listening  is  a  skill  that  needs  to  be  developed,  it  is  the  result  of  hard  work.  

•  When  we  listen  to  someone,  we  show  respect.  •  People  who  can  not  listen  to  the  others  soon  become  

boring,  unpopular,  and    also  osen  misunderstood  other.  

„Every  good  conversa#on  starts  with  good  listening.“  

The  strategy  of  conflict  resoluVon:    two  dimensions:    -­‐  the  relaGonship  to  others  and    -­‐  the  realizaGon  of  the  goal.    

CALMING  COMPROMISE   DOMINANCE   FLIGHT   CONFRONTATION  

MANAGER AND HEAD COACH – EMOTIONAL INTELLIGENCE

DO  WE  WANT  THIS?  

MANAGER – LEADING AND PACING - ROLE MODEL

NEVER  EVER  FORGET  THAT  COMMUNICATION  IS  BASIS  

OF  RELATIONSHIPS.  

LEADER  

Personality

Self-confidence

Motivation

Values

Intelligence

Skills

Intuition

High motivation Masculinity

Power of persuasion

Personal maturity

Dominance

Stress tolerance

Emotional stability

IF YOU HAVE DESIRE, PASSION AND GOALS, BUT YOU DO NOTHING THAN YOU ARE JUST DREAMING.

IF YOU HAVE GOALS, YOU ARE ACTIVE AND YOU DO NOT HAVE PASSION AND DESIRE, THAN YOU ARE ONLY AVERAGE.

IF YOU HAVE DESIRE AND PASSION, AND YOU ARE ACTIVE, BUT YOU DO NOT HAVE VISION, YOU DO NOT KNOW EXACTLY WHERE ARE YOU GOING.

IF YOU HAVE DESIRE AND PASSION; YOU ARE ACTIVE AND HAVE CLEAR GOALS, YOU ARE ON RIGJT WAY TO SUCCESS. SUCCESS  =  DESIRE  +  VISION  +  ACTION  

IMPORTANT  TO  REMEMBER:  

•  Role  of  goal  se^ng  and  moVvaVon  •  I  am  what  I  see  and  I  see  what  I  want  to  be  •  MoVvaVon  =  self-­‐condidence  +  goals  •  We  like  to  do  what  we  are  good  at    •  We!  are  responsible  for  our  results  •  Team  roles  and  team  work  lead  to  success  •  Way  of  good  communicaVon  is  important  •  Role  of  listening  •  Who  is  a  good  leader  and  how  to  lead  •  SUCCESS  =  DESIRE  +  GOAL  +  ACTION  

A KEY TO REMEMBER: EVERYTHING IS POSSIBLE

FORMULA  OF  SUCCESS?  

Everything  is  easier  if  you  can  see  the  whole  picture  first.  (Dryden,  1999)  

SUCCESS  =  DESIRE  +  VISION  +  ACTION  

Thank you for your attention…