Gary Keegan

and they're soundboarding that they're in the right place, they're leaving feeling that was good, that was enough.

Some players would stop me at five minutes and say, that's all I need.

And they're up and they're gone.

So it's teaching them to, I used to say, when you know what makes you tick and when you know what makes you untick,

well, then you can navigate it more effectively.

So become more familiar with what makes you tick because that's where you can ground your focus.

And if there's any adjustments that need to be made around that, it's much easier because you have clarity on what works for you.

And it's different for every player.

There's some nuance in there.

Not every player will do the same thing.

Some of them will be very detailed in their planning and some of them will be less so.

I talk to them a lot about social, don't avoid, right?

So acceptance is power, avoidance is the grim reaper.

So if you're suffering in silence and suffering on your own and trying to pretend

that you're present when actually you're drawn into the future or you're worried about the past and that's just going to destroy your capacity to perform and then ultimately will contribute negatively on what the team is trying to achieve so getting them to take ownership of what's going on for them and to try and put their hand up and be open and be vulnerable so that we can help them to deal with it it's not acceptable i don't think in a proper high performance culture

that you would compromise the team just because you didn't want to reach out and seek some advice or support.

You know, I...

We sometimes follow the examples of our leaders.

So I think leadership is all about how you're perceived.

or help people perceive you, especially your own team.