| Understanding strengths and weaknesses in hockey is | | | | teams with a stat sheet. During a game you must look |
| more then just recognizing them. You also have to | | | | for what the other team's players usually do, and |
| understand that they are constantly changing, every | | | | figure out how to counter it. |
| time somebody moves on the ice, the situation | | | | 2) Being able to relay to the players what needs to be |
| changes. A move by a player can close an | | | | done and getting them to do it |
| opportunity that you wanted to take or it can open a | | | | The difference between a good coach and a great |
| different opportunity. To see the strengths and | | | | coach is that a good coach will recognize strengths |
| weaknesses of each team you just have to look at a | | | | and weaknesses, a great coach will motivate his |
| stat sheet. To take advantage of strengths and | | | | players to take advantage of them. |
| weaknesses you must do more. Here are three things | | | | Showing your players strengths and weaknesses |
| that are crucial to taking advantage of your strengths | | | | requires constant communication. The good thing is |
| and your opponents weaknesses. | | | | that once your players recognize strengths and |
| 1) You have to be totally unbiased | | | | weaknesses of the other team, they will be able to |
| 2) You must be able to make your players see the | | | | communicate themselves and leave the coach to |
| strengths and weaknesses of the other team | | | | organize what options to choose. |
| 3) You must be respected by your team | | | | The best team is the one where the players see the |
| The ability to do these three things is the thing that | | | | strengths and weaknesses of the other team and |
| separates a good coach from a great coach. | | | | take advantage of them. |
| 1) Being totally unbiased | | | | 3) Being respected by your team |
| When people look at the strengths and weaknesses | | | | This is the crucial part of communication. Your players |
| of the other team the fact that they are biased makes | | | | have to view you as somebody who is always right. |
| them make mistakes. They will either do one of two | | | | This must not be talked about with your team, you |
| things when they are biased. They will either favor | | | | must be able to make sure that every player thinks |
| their team and become wishful thinkers, or they will | | | | that you know what you are talking about all the time. |
| overestimate the other team and become pessimistic | | | | For example, let's compare the coach who loses |
| thinkers. | | | | every game, with the coach who wins every game. If |
| A wishful thinker will underestimate the other team and | | | | the coach who loses every game sees a strength or |
| throw plays at them that will not work. A pessimistic | | | | a weakness his players will not trust him enough to |
| thinker will overestimate the other team and not do | | | | take advantage of the strength or the weakness. If |
| plays that will work. Either one of these will stop a | | | | anything they will do the exact opposite of what he |
| team from winning. | | | | says. |
| You may ask how is it possible to be completely | | | | Compare this with the coach who wins every game, |
| unbiased. Even the most unbiased people will be at | | | | his players will do anything he says even if it is wrong. |
| least a little bit biased. To be unbiased you must | | | | This is the importance of your reputation. The better |
| compare the strengths and weaknesses of both | | | | your reputation, the more you will be taken seriously. |