I have been following the #MohaliGateHomework discussions on Twitter.
Events surrounding the exclusion of four players from the Third Test in India have helped me focus my thoughts on the distinctions between leadership and management.
I am trying really hard to see both sides of the story but like Jim Maxwell wonder if “it seems a dramatic thing to do on tour when perhaps it could have been sorted out in a less public way”.
At a time of poor team performances in both tests in India, I am assuming that there must have been a tipping point for this decision. Cricket Australia’s position is stated here. I thought that might have come after the First Test.
The Roar has some interesting exchanges about the exclusions. One comment included:
Back at #MohaliGateHomework:
I had hoped there might be opportunities on a long overseas tour for coach, captain and team to come closer together. I think England manged this on their tour of India.
I am left pondering about the energies that drive a centripital momentum in a team (coming together to be greater than the sum of its parts) and avoid centrifugal forces (that lead to a team being less than the sum of its parts).
I wish everyone well in transforming performance. I do hope that a line in the sand helps … I would advocate drawing this in the team room.
For me there is an alarm bell ringing when a coach feels the way to receive feedback from players is to have them respond in writing. Does this pose some questions about the dynamics between players and coach/management. Surely when a group is on tour, with a degree of down time, its appropriate for a coach to have the honest conversation with players, face to face in a convivial atmosphere. Despite reports that some did talk with the coach, the reliance on email correspondence between players and staff, whilst on tour, does in my view reflect some fundamental communication concerns.
I agree entirely, Mick. Conviviality is the key for me too.
Thanks for finding and commenting on the post.
Best wishes
Keith