Psychologist Robert Cialdini’s book, “Influence: The Psychology of Persuasion” was a best-seller for a reason. His ground-breaking work explaining human influence through six key principles (he later added a seventh) has been used by people in all walks of life to increase their effectiveness at motivating others.
One group of people who could greatly benefit from Cialdini’s research-based principles — but who largely haven’t — is athletic coaches. That’s might be because many of these principles are inherent to sports leaders, but it might also be because the lessons haven’t often been translated into coaching terms. And that’s too bad, because there’s a lot coaches can learn from the science of persuasion.
For instance:
Reciprocity
People who get favors tend to return favors. Coaches — and especially those who volunteer or routinely go above and beyond — can use this principle to get their athletes to go the extra mile. “Will you do it for me?” is a powerful question when directed at an athlete who might seem to be at the end of his or her physical limits.
Consistency
When people commit orally or in writing to do something, they’re more likely to do it. By asking players to commit to a team oath or motto, coaches can get players to do things they might not be willing to do if they didn’t publicly commit to doing so. (One great team motto we heard recently from a local youth soccer coach is “I will play to my limits. In practice. In games. In life. I will never quit.”)
Social Proof
People will do things that they see other people are doing. Lots of teachers know the power of saying things like, “I really enjoy the way that Susan is approaching her work right now,” but coaches sometimes miss out on the motivational power of public praise. “Everybody stop for a moment and watch how Meghan is handling this drill,” isn’t just motivating for Meghan — it’s motivating for everyone around her.
Authority
People will tend to obey authority figures. You’d think this would simply be an inherent part of the coach-player relationship, but it’s not. That’s because simply being in charge isn’t enough — coaches have to project confidence that what they are doing is right, and be able to defend their decisions with reason, too. Authority earned in this way is a powerful motivator.
Liking
People are easily persuaded by other people that they like. So coaches who say things like “I don’t care if you like me or not” are missing out on a powerful tool. Coaches sometimes need to be tough-to-please and harsh disciplinarians, but if they’re not also giving players plenty of opportunities to see through the harsh exterior, they’re probably not getting everything out of those players that they could.
Scarcity
Perceived scarcity will generate demand. Great coaches can take advantage of this by giving their players opportunities to study other practice situations. When players realize that great coaching is rare, it helps them appreciate the coaching they have — and perform with according reciprocity.
The more we identify ourselves with others, the more we are influenced by others. Coaches who work to build and sustain a team identity can expect to see their players go above and beyond — not just for their coaches, but for the players around them.
Are you using the science of persuasion to your advantage? If so, the next step is using the science of efficiency. Practice Planner Live offers you the ability to bring together great coaching strategies into amazing practices.