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Changing a Canadian mindset
Prior to the Vancouver Olympics, Canada was known in Olympic circles for one notable achievement: it was the only nation in the world to host the Games without a local athlete winning gold. In fact, Canada had achieved this feat twice; first at the 1976 Summer Games in Montreal, and again at the 1988 Winter Games in Calgary. When Vancouver won the bid to host the 2010 Winter Games, Canada’s 13 winter national sport organizations were determined to change that reputation. A report by sport management consultant and Olympic Hall of Famer, Cathy Priestner Allinger, found that Canadian athletes ranked top-five in the world the year before the games were far less likely to go on to win an Olympic medal than international athletes who were performing at the same level.“Canada’s challenge wasn’t producing world-class athletes; it was producing world-class athletes who could perform with all the distractions and pressure of the Olympics”In other words, Canada’s challenge wasn’t producing world-class athletes; it was producing world-class athletes who could perform with all the distractions and pressure of the Olympics. Brian Orser was one of Canada’s star athletes at the Calgary Games in 1988, and he spoke to us about the pressure of competing in front of a home crowd. To help Canada’s performers prepare for the pressure of Olympic competition, the not-for-profit organization Own the Podium was formed to provide and fund support structures designed to give Canadian athletes the preparation that would allow them to access their best performances in the face of Olympic pressure. Own The Podium was a spectacular success. At Vancouver, Canadian athletes won 26 medals, including a record-setting 14 gold medals, placing Canada third overall. Since that time, Canadian athletes have been ‘converting’ at a rate of around 70% and Canadians now enter Olympic Games with an expectation that they could indeed, be the best in the world.
The impact of self-awareness and communication strategies
We had always believed that self-awareness was a critical component of team performance, and there was no doubt on the subject following our work with the Canadian Women’s Olympic Hockey Team at the Vancouver Games. In 2010, the team was looking to defend its gold medal from the Turin Games four years prior. They were also preparing to face their American arch-rivals who had bested them at the world championship the year before. As the team’s mental performance coach, Third Factor Founder, Dr. Peter Jensen, was tasked with helping the team perform through the high-stakes tournament while under intense scrutiny from the home crowd. To help keep the team running like a finely tuned engine, he elected to bring in our collaboration guru, Peggy Baumgartner, to guide the team through our Self-Aware Team process. Through the program, the team was able to gain a better understanding of their tendencies – both individually and as a team under pressure. And, they leveraged that new understanding to design systems to keep communication flowing effectively when the pressure mounted. The players remember it as a challenge that was both extremely difficult, and extremely worthwhile. With a strategy in place, the team was able to communicate and stay consistent whether things were going well or poorly. They were able to work their way through the ups and downs of Olympic competition and successfully defend their gold medal on home ice. What we learned is that when you have a high functioning team – even one that’s among the best in the world – one of the most powerful ways to further enhance their performance is to increase their self-awareness and communication skills.The convergence of health and performance
For us at Third Factor, there was a hidden storyline we were following that was far more significant than the Olympics. One week prior to the start of the Games, Peter Jensen was with the Women’s Olympic Hockey Team in Jasper, Alberta, at their pre-Olympic camp when he received confirmation that he had throat and neck cancer.“Peter had to keep the information from the team so as not to become an enormous distraction”Peter had to notify the leadership at Hockey Canada and, with their blessing, continued to support the mental performance of the Women’s Olympic Hockey Team. As they headed into their most important competition of the four-year cycle, Peter had to keep the information from the team so as not to become an enormous distraction while simultaneously teaching skills, being at his best and dispensing regular doses of his usual sense of humour. Peter is currently cancer-free and maintains a crazy busy schedule delivering keynote speeches to audiences big and small around the world. Peter wrote about his experience in his own words in his whitepaper, When Health and Performance Converge: What I (re)Learned From Cancer. It’s a great read if you’re curious to learn more about how he was able to stay resilient through such a difficult time. To those of us at Third Factor, the 2010 Vancouver Games are a reminder that Peter doesn’t just teach people how to handle pressure, he lives and breathes the content. Great leaders coach their people by teaching, giving feedback, mentoring, and asking questions. And, when necessary, they confront problem behaviours. When done right, challenging conversations can lead to positive behaviour change and strengthen the relationship between the leader and team member. How you begin the conversation is the best predictor of the outcome. In this practical and motivating keynote address, Third Factor Associate Trainer and Olympian, Karyn Garossino, will introduce a map for challenging conversations and guide you through the process of effectively initiating a difficult discussion. By gaining a better understanding of the internal conversation that precedes the external one, you will leave the keynote with a better understanding of the positive aspects of challenging conversations and a new confidence in your ability to speak up when change is not negotiable and resistance may be high.
Participants will learn:
- The role of confronting in fostering a healthy coaching culture
- How coaches can build trust and rapport even while confronting
- Skills for self-management during the internal conversation that preceeds the external one
- Three critical questions a leader must ask themselves before engaging in a challenging conversation
- Strategies for crafting an effective opening statement
You should attend if:
- You are responsible for enabling and fostering a culture of coaching in your organization
- You are leading a change that will require a large number of people to modify their behaviour
- You want new ideas for increasing the effectiveness of your leadership team
- You want to build your own capability for producing behaviour change in others
What can you expect at this event? Take a look at this recap from our last executive breakfast.
About the presenter:
Olympian Karyn Garossino, BA, M. Ed., brings a combination of insight and grit from 40+ years of being coached and coaching others. Her experience at the highest levels of elite sport, Master’s Degree in psychology and adult education, and experience working with thousands of leaders in business and government bring huge depth to her understanding what it takes to thrive under pressure—and to lead others to do the same.
About the venue:
Just minutes from Union Station on Toronto’s waterfront, OCAD U CO is a state-of-the-art 14,000 square foot studio designed specifically for collaborative innovation work. The space features is home to 20 resident design-led startups, a suite of formal and informal meeting spaces, and is the setting for our program, How To Lead Innovation, which we run in partnership with OCAD U CO and the Smith School of Business at Queen’s University.
Reserve your spot:
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Sunrise Keynote | The Meta-Skilled Organization: Building the Capacity to Evolve
Thursday, January 23rd, 2020 – 7:15AM – Room 718A – Session #202
This is a sunrise keynote, and the topic of the day is going to be evolution. In a world where job requirements are changing, new skills are emerging, old skills need to be discarded, there has never been a time where evolution and adaptability is more important. It’s not that helpful to just tell people, “hey, you need to get better at evolving.” We need to help them understand how. I’ll unpack it the capability of evolution and have, what I hope, is a really interesting discussion on the role of self-awareness, flexibility, creativity, resilience, and a couple other key ingredients that go into personal evolution. See more about this keynote at the HRPA Conference website.Breakout Session | Future-Proofing Your Organization
Friday, January 24th, 2020 – 9:45AM – Room 711 – Session #306
In this breakout session, I’ll have an opportunity to unpack resilience, which is a key part of the journey of evolution. Resilience is one of my favorite topics, and for my money, there has never been a time where resilience has been more important. We are dealing with change. We are dealing with setbacks. We need individuals, teams, and organizations that can cultivate the ability to navigate change with resilience and adaptability. And there are a lot of questions around resilience: Is it something that you’re born with? Is it something that we can build? How does resilience differ across individuals and teams? I’ll unpack what we’ve learned from our work in sport and business, and hopefully answer a couple of those questions, while starting a bit of a dialog on this really important topic. See more about this keynote at the HRPA Conference website. In 2002, the Canadian Women’s National Hockey Team entered the Olympic Games in Salt Lake City in an unfamiliar position: as underdogs. They had not hit their stride as a team, their confidence had taken a hit, and emotions were at risk of boiling over. In eight head-to-head games against the Americans leading up to the Olympics, Canada had lost all eight. For many players, it was hard to avoid memories from four years earlier when the team had lost to the Americans in the gold medal game. Jayna Hefford, who was playing in the first Games of her Hall of Fame career, recalls the point when the stress and emotion came to a head: “There was an intense conversation in the dressing room with the team. A lot of people had a lot to say about things we needed to do and how we were going to get better, and we realized that a lot of what was happening was the blame game.”“We realized that a lot of what was happening was the blame game.”Through a frank, players-only discussion the team was able to come together, but the conversation could have gone a number of different ways. It stayed on track because the team was prepared – mentally and emotionally – to have performance conversations under pressure and surface a number of issues the team needed to resolve. And that preparation turned out to be an important stepping stone to winning gold in Salt Lake City.
Training the bomb squad
Handled poorly, team communication under pressure can lead to combustion. And just like you wouldn’t get success as a bomb disposal technician going in without their toolkit, you won’t find success in communicating through tense situations if your team isn’t prepared. The advantage the women’s team had that allowed them to emerge from that conversation united was a deep awareness of their communication tendencies and systems to counteract the counterproductive ones. They had laid the foundation for performance conversations in good times so that they could happen and be productive when the difficulty hit. In other words: they had a tool kit and they knew how to use it.“The biggest opportunity for meaningful growth is often to increase self-awareness and strengthen their ability to communicate productively when under pressure.”We’ve worked with hundreds of teams in elite sport and business, including the last four medal-winning Canadian women’s hockey teams. One of the things we’ve learned is that when teams are already operating at a high level, the biggest opportunity for meaningful growth is often to increase their self-awareness and strengthen their ability to communicate productively when under pressure. To support this, we’ve developed a process to help teams become more aware of their tendencies, develop systems and practice performance conversations anytime. At the heart of this process is a tool called the TAIS – The Attentional and Interpersonal Styles inventory. The TAIS was developed for use by Navy SEALs and Olympic athletes, and we’ve found it to be an incredibly valuable tool for diagnosing communication challenges on all kinds of teams. When the pressure is on, when teams are in the midst of setbacks and failure, individuals will fall back on their default communication styles.
Five communication choices
The author of the TAIS, Dr. Robert Nidefer, showed that people make five choices over and over in the course of a conversation. These choices are informed by their tendencies on five dimensions.
Cut the right wire
Every team will have members with different tendencies. Ultimately, it’s not the tendencies that matter; it’s the level of awareness team members have of their tendencies, and the systems they put in place to leverage their strengths and weaknesses in the heat of the moment. The highest performing teams we work with take three critical steps in preparing for productive communication under any circumstances.Acknowledge the “I” in team
Great coaches know that the phrase “there is no I in team” is a myth. Every individual makes their own contribution – and without self-awareness, people can’t adjust. That’s why the first step in your team’s communication action plan is to encourage every individual to build self-awareness across these five choices. By knowing and understanding their default tendencies, team members can begin to recognize their behaviour and course-correct when necessary for the good of the team.Connect to the “we” of the team
It’s advantageous to know your individual tendencies, and the value is multiplied when that information is shared with everyone on the team. When you raise the waterline of team awareness, everyone can work on the same communication system. Team members can see the intent behind the behaviors their teammates exhibit. The process can be incredibly difficult; Team Canada Captain Hayley Wickenheiser called sharing her profile with her team-mates, “the most stressful part of the 4-year [Olympic] quadrennial.”Come together as a team
Armed with knowledge of self and others, teams can come together and translate self-awareness into action. When pressure hits, if everybody on the team has the tendency to get louder, express their thoughts and try to take control of the conversation, the team can make decisions in advance to decide who’s going to take control when issues arise. By having these conversations earlier, teams can build systems to fall back on when the pressure is turned up.Preventing detonation
The next time you’re headed into a potentially high stakes conversations, use the five choices below to carry out a short 3-step preparation exercise:
1. Plot your default tendency on each of the five scales – given your past history, where are you most likely to fall?
2. Where would you ideally like to be as you head into this specific interaction?
3. What are the gaps between your ideal and default style? What actions will you take to ensure you are at your ideal?
Repurpose the fuel for growth
We’ve said before that negative emotion is volatile fuel. Improperly handled, it can lead to combustion. Used properly, it can lead to high performance. Team communication must go beyond just staying cool during difficult times. Teams must use communication to understand and lean in to their negative emotions, uncover what the emotions are telling them, and frame it as an opportunity for growth. This is what happened with the women’s team in 2002. They prepared to have productive communication at all times, and used the tools they learned to find the opportunity for growth at a moment when it could have blown up. Jayna Hefford explains: By understanding your individual communication style, sharing your tendencies with the team and proactively planning to address potential faults, your team can find its way through difficult times and not just safely diffuse difficult situations but find new strength and opportunity for higher performance in the process. When the trajectory of your life hangs in the balance of one critical moment – when your heart is racing, your palms are sweaty, and your breathing is ragged – how do you nail it? Few people are better qualified to answer this question than Olympic skating legends Brian Orser and Tracy Wilson. As athletes, they carried the weight of a nation at the 1988 Olympic Games in Calgary – entering as a reigning world champion and 7-time Canadian champion, respectively. Competing in front of a home crowd with incredibly high expectations, Brian and Tracy won 2 of Canada’s 5 medals in Calgary. Today, Brian and Tracy are coaches to a new generation of elite skaters from around the world at the Toronto Cricket Club. They’ve produced gold medalists for the last 3 Olympic games and currently coach the reigning Olympic men’s champion, Yuzuru Hanyu of Japan, and the reigning Olympic women’s silver medalist, Evgenia Medvedeva of Russia. As athletes and coaches, Brian and Tracy have delivered exceptional performances in moments of intense pressure. In this video series, they shine some light on their experience performing under pressure and coaching athletes to perform under pressure, and reveal simple strategies you can use to be at your best in your own most critical moments.Brian Orser describes the media frenzy and inescapable layers of pressure he felt leading up to the ‘Battle of the Brians’ on home ice at the 1988 Calgary Olympics.“There was a media frenzy”
Tracy Wilson shares how she practiced the emotional moments in advance of competition at the 1988 Olympic Games in Calgary.“What got me so excited was representing Canada”
Brian Orser talks about how he established and practiced routines for any situation, whether he had to skate first or wait around to skate 6th.“We were prepared for any scenario”
Tracy Wilson explains how leaning into emotions can help performers diffuse tension and how coaches can use communication to help their team members perform at critical moments. In the summer of 2019, we changed our name from Performance Coaching to Third Factor. We’ve heard so much positive feedback on the name change, but there’s a big question I’ve been asked many times over: what does third factor mean? I have the privilege of teaching in the Executive Leadership program at Queen’s University, and I took some time to explain the concept in a recent class. If you’re curious to learn more about the concept of Third Factor, this video will shine some light.“I hate this part”
By Dane Jensen / CEO, Third Factor
All teams suffer setbacks. What separates resilient teams from the rest is how they respond. Resilient teams come back stronger after failure because leaders and team members lean into the negative emotions that inevitably accompany setbacks and use the energy under those emotions to fuel recovery.Negative emotion is volatile fuel
Heading into the women’s World Cup in 2011, Canada’s national soccer team was one of the favourites. Two weeks later, they were knocked out of the round robin in a 4-0 defeat to France and headed home without winning a game – finishing dead last.“It wasn’t going to define us”Team Captain Christine Sinclair talked about feeling “humiliated” – like they had let down the country. And yet just one year later, the same team outperformed at the London Olympics to win Canada’s first ever medal in soccer. “We knew what we were capable of and just because we had one bad tournament it wasn’t going to define us,” said Sinclair. The head coach of the Women’s National Team, John Herdman, spoke about how the team was “an easy group to motivate” because they had just suffered such a crushing defeat. Negative emotion can be powerful fuel for positive response. It can provide ‘bulletin board material’ that leads to determination, and ultimately harder work and higher standards. But negative emotion is highly volatile fuel. If not handled correctly, it can trigger a negative feedback loop that leads to the blame game and teams that end up either combusting or just detaching.
Three Jobs for Leaders of Resilient Teams
We’ve observed that leaders of resilient teams are able to trigger the positive feedback loop from negative feedback by doing three things differently than leaders of less resilient teams: 1. Lean into negative emotion Leaders of resilient teams don’t retreat from negative emotion. They don’t try to rescue people from it and make them feel good. Rather, they use it for its developmental potential. The psychologist Roberto Assagioli has said, “a psychological truth is that trying to eliminate pain merely strengthens its hold. It is better to uncover its meaning, include it as an essential part of our purpose and embrace its potential to serve us.” When leaders try to reassure people or make the pain go away, they rob it of its power. It is better to acknowledge the pain and embrace it so that it can be used to fuel growth.“As painful as it feels now, it will help him.”So, what does ‘leaning in’ look like? Consider “the shot.” Kawhi Leonard’s quadruple bouncing Game 7 buzzer beater was a moment of euphoria for Toronto. On the other side, however, it was a devastating moment for a young Philadelphia 76ers team featuring 25-year-old star Joel Embiid, who left the court in tears. When asked about the emotional response of Embiid in the post-game press conference, Philadelphia head coach Brett Brown said, “As painful as it feels now, it will help him. It will help shape his career.” Rather than shying away from the pain, comforting Embiid and trying to lessen the sting, Brown leaned into it and helped his young player see it as a growth opportunity – a sign that he needed to work harder. 2. Frame negative emotion differently Leaders of resilient teams have a different answer to the question “what is this pain telling us?” than leaders of less resilient teams. They frame pain as a signal that they aren’t there yet – rather than a sign that they aren’t good enough. As a result of this framing, resilient teams respond to negative emotion with determination. They get committed to the challenges they face by exerting control where it matters: their own effort. After a lacklustre season heading into Salt Lake City in 2002, the Canadian women’s hockey team held a player’s only meeting where they came up with the acronym WAR, for ‘We Are Responsible.’ As 4-time gold medalist Janya Hefford reports, “there was a lot of the blame game going on”– and the WAR framing helped them redirect attention away from the officiating, their opponents, etc. and towards what they were responsible for. Ultimately, this perspective proved vital in overcoming 8 straight penalties in the Gold-Medal game to triumph. 3. Channel negative emotion After embracing negative emotion and finding its meaning, teams and their leaders must still channel the emotion into positive outcomes. Our founder, Peter Jensen, will often ask teams who have suffered failure one powerful question: “What are we going to do with the energy under this emotion?” it’s easy to channel emotion into what Ben Zander has called “the conversation of no possibilities” and allow the dangerous side of negative emotion affect to take over. Channeling negative emotion productively requires individuals on teams to take responsibility for redirecting energy towards growth and hard work.