We discussed in the last Strength Coach Chronicles how to work with unmotivated athletes. In that we described a standard distribution of motivation and skill within a group. On one end we have unmotivated athletes and on the other end motivated athletes. Both have their challenges, we want to establish that this is going to be true and how then how do we work with them. 

Top Performers – Highly Motivated

The other aspect we wanted to revisit was their willingness to change. Motivated athletes are going to be in the Action and Maintenance sections of the Readiness to Change. This leads to a sustainability question and giving perspective on ‘work life’ balance.

Readiness to Change Model

The final model to dive back into is the Motivation-Skill continuum. Motivated athletes may not be skilled. This creates a need to temper motivation for a more definitive plan of attack. High intrinsic motivation can be thwarted by frustration from not understanding. We need to appreciate they may not know something, but are incredibly motivated to do anything. Channeling that energy positively is imperative to success. 

The key is to keep the flame burning hot for these guys at the right time. Give clear expectations and standards to follow. Higher threshold or more skill based activities will require more rest in between sets. This lowered density can be hell for the motivated athlete, stasis is death. Clearly explaining the purpose such as certain velocity zones or objectives of a drill or exercise is the first step. The second step is giving objectives to reach so they do not rush the process. 

Motivation-Skill Continuum

We have to create a sustainable plan of action for these athletes and channel motivation energy positively. Consequences of doing too much can have a reverse effect from what we want, because they may perceive that as a challenge. There has to be a direct explanation, we term it pre-mortem, of what we want, how we are going to get there, and what are the limiting factors to us getting what we want. It has to be their decision to do what is prescribed, and not do a ton of extra work. 

My goal was always to explain the difference between extra and necessary. If it needs to be done, it’s necessary, everything else is extra. Harkening to the true objective, whatever that may be, is the best way to align that motivation with safe and sustainable training.