Search This Blog

Showing posts with label captaincy. Show all posts
Showing posts with label captaincy. Show all posts

Wednesday 16 January 2013

The zone and the importance of imagination

A sportsman in the zone, like an artist, has both a wider and a narrower focus. He has the ability to be in the game and yet stand above it, seeing it clearly
Ed Smith
December 16, 2012

Text size: A | A

Mike Brearley throws the ball to Bob Willis, fifth Test, England v Australia, Old Trafford, 16 August 1981
Mike Brearley: went beyond merely visualising a desirable outcome Adrian Murrell / © Getty Images
Mike Brearley, the former England and Middlesex captain, recently gave a talk about "the zone". Before cricket, Mike was an academic philosopher; after cricket, he became a psychoanalyst. Taken as a whole, professional sport is a relatively small proportion of Mike's career. But it afforded him an intense period of practical absorption and experience. Looking back on three careers spread over one varied life, Mike spoke to an audience at the London School of Economics about what cricket had taught him about concentration, technique and freedom.


Sometimes the best way to define something is to describe its antithesis. "The zone" can be a slippery concept. But we all know what bad form feels like. Brearley began with a memorable description of a player in crisis: "We try to focus on all sorts of things that should be unconscious - like the centipede, who, trying to think about each leg before it moves, ends up on its back on a ditch." 

"The zone" is the opposite. When we are in the zone, there is a sense of effortlessness, your body acting as though it does not require instructions from the mind. Many batsmen have written about the zone, but this was the first time I've heard anyone describe "captaincy in the zone". 

It was 1982 and Brearley was captaining Middlesex against Nottinghamshire. It was a bouncy pitch, and he was trying to think of a way to dismiss the opposition star player, Clive Rice. Brearley not only sensed there was a chance of Rice misjudging the bounce - many captains would have done that - he also began to imagine as though he, Brearley, was in fact the batsman.

In Brearley's phrase, "Here I felt my way into Rice's body and the shape of the shot. I sensed there might be a thick outside edge, and I pictured the ball flying to a deep wide slip, perhaps 20 yards back. I put Clive Radley in this position, and shortly afterwards it went straight to him at catching height. When something similar happened in the second innings, this time on the leg side, Rice thought there was something magical about my captaincy; in fact, it was a mixture of bodily intuition laced with a great deal of luck."

Brearley is describing something rarely discussed in a sporting context: the practical value of imagination. It transcended merely "visualising" a probable outcome. Brearley used his imagination, as a novelist might, to bring to life a very unlikely potential scenario. "Many years later," he added, "I saw a film of Bushmen hunting a deer on foot. As they followed the tracks of the deer in the stony ground, the hunters 'became' the deer, using the identification to find the faint footprints in the ground; they shaped themselves into the way of moving and likely course of the deer."

It is a rare perspective. We hear a lot about plans, very little about imagination; much about strategy, little about adaptiveness. Brearley's point is that a captain has to balance conscious planning with imaginative hunches.

A team can also enter "the zone", just as a single player does. Brearley explained what happens when a team is "hot": "Each player breathes in the others at their best, is strengthened by that identification, and gives off similar vibes to the rest of the team."

Note how the positivity becomes self-perpetuating, even contagious. That is why good teams always have a strong core of senior players: this core takes the weaker "waverers" with them on the journey towards self-belief. Thus the team - rather than being just a list of individuals - becomes an organic entity in its own right. One of the truest phrases about good teams is that they become "more than the sum of their parts".

What of the individual? One of the thrilling aspects of watching a player in the zone - and I am thinking more of football and rugby than cricket - is the sense that he is both aware of the whole pitch and yet totally absorbed in the small details; he is ahead of the game, yet also living in the here and now.

I once had a memorable conversation with the film director Stephen Frears about the French footballer Zinedine Zidane. Frears saw parallels between a football playmaker in full flow and a film-maker in the zone. "What I really admire - and you see it particularly in players who are just past their prime - is the feeling that what they have lost physically they make up for by seeing the whole picture. They grasp the shape of the game. They can somehow stand above it and see it clearly."

Brearley calls this "seeing the wood and the trees: he looks and takes in the detail; but he also looks with a broader gaze, in a way that allows unconscious ideas and connections to flow". The sportsman in the zone, like the artist, has both a wider and a narrower focus.

This sounds very abstract. What does it feel like in more practical terms? I would say I felt fully "in the zone" only a few times in my career. One day, when I made 149 for Kent in about a session and a half, stands out. And, looking back on it, there was that sense of both narrower and wider focus. I remember being aware of gaps in the field. In fact, there seemed to be a ready-made "channel" - it seemed to exist in its own right - running in a line to the boundary, dissecting mid-off and extra cover. 
Time and again I hit the ball into that channel, as though I had only to aim vaguely in that direction and my body subconsciously directed the ball exactly into the gap between the fielders. Without straining or thinking about it, I could both watch the ball onto the bat, and yet also see that channel leading to the boundary rope.

Later I tried to recall what batting felt like that day: "You stay in the present, enjoying it for what it is: the feel of the bat in the hand, the rhythm of the ball arriving in sync with the shot, the feel of the earth under feet, a lightness and yet a rootedness. Your mind is revving at the same rate as the pace of the game. There is no sense of being rushed (the ball arriving too soon) or impatience (wanting the balls to be delivered quicker). There is harmony. I felt very clearly, on that day in July 2003, that my role was to not get in the way - to make myself the conduit more than the agent."

Brearley described batting in "the zone" in similar terms. But on one point I disagreed, or at least had a different take on things. Brearley interpreted "the zone" as an extreme version of the more common phenomenon of "good form". At one level that is obviously true. But I feel that "the zone" exists in a different sphere to the question of form. Form is an achievement, the zone is a feeling. A batsman can enjoy a spell of scoring heavily without getting anywhere close to the zone. The zone is subtler than form, more mysterious.



I would draw a distinction between success that follows from an effort of will and success that is just allowed to happen. I associate the zone with "letting go", relinquishing the controlling grip of your own will power





In particular, I would draw a distinction between success that follows from an effort of will and success that is just allowed to happen. (I acknowledge that even the latter relies on a great deal of preliminary hard work and practice.) I associate the zone with "letting go", relinquishing the controlling grip of your own will power. In the zone, the world is co-operative; you do not have to bend it to your will.

An awkward, perhaps impossible, question follows: what is the sportsman's optimal relationship with his own will power? On the one hand, we know that will power drives athletes to many of their victories. And yet I also believe that your controlling mind prevents you from playing at your absolute best.

So would you achieve more if you trusted yourself just to "play", instead of trying to manipulate events with your will power and strength of character? I suspect the answer is different for different players.

A good example of two opposite approaches is the rivalry of Rafael Nadal and Roger Federer. Nadal relies on his phenomenal will power - as though he draws confidence from the strength of his own character. Federer, in contrast, seems to play best when he does not interfere with his own talent. It is as though Federer's brilliance exists of itself, in its own right: he merely has to set it free. It must be difficult to advise Federer when he is losing: "try harder", "fight more" - those ideas seem entirely inappropriate for his game.

Maybe for some players (the Federer type), the zone is almost a prerequisite of performance. For others (the Nadal type), the zone is practically an irrelevance.
****
At the dinner after Mike's talk, where the guests were mostly LSE professors, I reflected how easily he could be mistaken for a distinguished lecturer in philosophy. And yet each of the worlds he has touched - academia, sport, psychoanalysis - has benefited from insights and experiences he developed in the others. Had Mike lived a narrower life, and focused on one strand to the exclusion of the others, I suspect he would have had a less surprising life - and, I think, a less influential one. Breadth, paradoxically, can lead to depth.

By nature I am an optimist: my firm conviction is that sport is getting better in many respects. But I could not escape a feeling of sadness that it is highly unlikely that a similar career could happen in today's ultra-professional sporting world. I doubt an academic philosopher in his 20s would be persuaded to return to professional cricket, or that a professional cricketer, having retired from the game in early middle age, would subsequently pursue a full career in psychotherapy.

Perhaps Mike's insights will help a new generation of players get into the zone more often. But I suspect the particular zone he experienced is an increasingly uninhabited space.

Sunday 22 April 2012

Aggressive Captaincy



Nathan Lyon and Michael Clarke celebrate after getting rid of Sachin Tendulkar, Australia v India, 4th Test, Adelaide, 4th day, January 27, 2012
Michael Clarke doesn't give his bowlers protective fields by default like many other captains © Getty Images
Enlarge
Related Links
Review 2011 : 'We need a deep point. What if he gets four?'
Players/Officials: Michael Clarke
Series/Tournaments: Australia tour of West Indies
Teams: Australia

Captains: follow Clarke's lead

In the long run, captains who aim to win and set fields that will get them wickets are the ones who will succeed and last
April 22, 2012


Michael Clarke is quickly establishing a well-deserved reputation for brave and aggressive captaincy. His entertaining approach is based on one premise: trying to win the match from the opening delivery. This should be the aim of all international captains, but sadly it isn't.
In every era there are Test captains who prefer to attain a position of safety before they go all out for victory. These captains are frightened stiff of the Michael Clarkes, who make it obvious they are not interested in a draw. At least 50% of international captains consider a draw to be a good result and when that option is removed they easily panic.
The first thing a captain like Clarke understands is that he will lose some matches in constantly striving for victory. Once that premise is accepted the captain has reached the stage where he hates to lose but doesn't fear it. There's a huge difference: the latter is a positive state where the captain will do everything in his power to win; the former a mindset where the captain sets out not to lose.
An important indicator of a captain's thinking is his field placings. A positive captain will always make the opposing batsmen feel their very existence is threatened. Through his field placings he allows his bowlers to turn at the top of their mark and see where a wicket (other than bowled, lbw or through the batsman's stupidity) can be claimed. 

A bowler operating to a purely containing field is like Zorro without his sword; he's not very threatening. There has been plenty of discussion on whether the shorter forms of the game will adversely affect batting techniques and turn bowlers into cannon fodder. What the 50- and 20-over matches have actually had a marked influence on is field placings.

Whereas the No. 1 priority, by a wide margin, used to be taking wickets, followed by saving singles, and then, way off in the distance, stopping boundaries, in the mind of the modern captain the last one has assumed far too much importance.

The almost robotic use in Test matches of a deep cover point and a backward square leg on the boundary, regardless of whether the ball is being played in that direction, borders on mindless captaincy. When a fieldsman is unemployed for half an hour but the captain still retains him in that position, you have to wonder: who appointed this captain?

The change in attitude to field placings is perfectly summed up with some typical Caribbean humour and common sense.

Former West Indies fast bowler Herman Griffith was captaining a Barbados club side in the 1930s once, and called on his debutant offspinner to have a trundle. "Where do you want the field?" asked Griffith politely.

"I'd like a deep-backward square leg, a midwicket on the boundary and a long-on and long-off," replied the youngster.
"Give me the ball," growled Griffith.
Not unreasonably, the young man asked, "Why?"
"You intending to bowl shite," came the forthright answer.

Nowadays, most bowlers would be horrified if the captain didn't automatically give him a number of protective fielders in the deep. Clarke is not such a captain.

Sadly, his latest gambit - a challenging declaration at the Queen's Park Oval, which was answered with equal bravado by Darren Sammy, failed because of inclement weather. Nevertheless, it's to be hoped their positive endeavours have acted as a sharp reminder to the administrators.

In Test cricket the captain is allowed free rein. We've seen in the case of Clarke and Sammy what's possible when two captains use a bit of imagination and have a desire to produce a result. It's impossible to legislate for captaincy imagination. In the 50-over game, which is highly regulated through a variety of Powerplays, and bowling and field restrictions, there is less real captaincy involved.

Wherever possible, the captaincy should be left to the skippers, and those with imagination will prosper. Hopefully those who lack inspiration and the nerve to face a challenge will be quickly replaced by the selectors.
Former Australia captain Ian Chappell is now a cricket commentator and columnist
RSS Feeds: Ian Chappell
© ESPN EMEA Ltd.

Wednesday 15 February 2012

Captaincy


Andrew Strauss looks pensive as Pakistan pile on runs, Pakistan v England, 3rd Test, Dubai, February 4, 2012
Andrew Strauss: undemonstrative on the field, but he gets the job done © Getty Images
Enlarge
Related Links
Ed Smith in Cricinfo 15/02/2012

A few years ago, I played in a charity match with an Australian cricketer. He was captain for the day and casually told the fielders to just "spread out". As we walked off at the end, after a laidback game, he said (at least half-seriously): "How can Tugga [Steve Waugh] get paid so much extra money just for doing that?" 

The view that captaincy is easy - perhaps even irrelevant - is not uncommon. Professional sport is a macho culture that prefers to deal in physical realities rather than abstract concepts. That bowler is quick, that batsman is powerful, that fielder is fast - as skills, they are all easy to admire. Leadership, in contrast, is an elusive thing to identify. That captain is shrewd, that one is subtle, that one encourages the players around him to be themselves - sportsmen are not trained to recognise or celebrate those gifts.

But the evidence is overwhelming: leadership matters. Look at the turnaround in Pakistan cricket. Two years ago I was at Lord's on the Saturday before the News of the World published their scoop about spot-fixing. Pakistan were not merely losing, they were broken. When Salman Butt was bowled, he initially stood his ground, as though he was waiting for some outside intervention that allowed him to have another go. When Mohammad Yousuf was caught on the boundary, hooking, he too stood still in disbelief. It was sad to watch.

Now, under the captaincy of 37-year-old Misbah-ul-Haq, Pakistan are revived and victorious - and able to beat the world's top Test team 3-0. It is a powerful riposte to the critics who argue that no one should be selected as captain if he isn't an automatic choice as a player. In fact, the best team is simply the 11 players who produce the most effective cricket. If the presence of a good captain improves the team by a greater margin than the advantage gained by picking a slightly superior player, then it is obviously rational to select the superior captain. The best XI is the most effective team: end of story.

The next question is much harder to answer: what makes a good captain?

It is easy to fall back on familiar clichés: "the natural captain", "the leader of men", "the alpha male". But it is striking how many effective captains do not fit that mould. Take Andrew Strauss. When Strauss was appointed England captain in 2008, several English cricket legends criticised the appointment because he "wasn't a natural captain". What did they mean? They meant that Strauss is unshowy and undemonstrative on the field. Off the field, he is not the biggest, loudest man at the bar. Tactically he doesn't go in for flashy, "original" field-placement. In press conferences he avoids controversy. In short, he is isn't Mr Obvious or Mr Born to Lead. Strauss - we now know - has gone on to win two Ashes series as captain.

The whole business of captaincy is misunderstood. It tends to be thought of as a list of qualities, a set of boxes to tick - as though a good captain has to be x, y and z. In fact, all captains are different. Perhaps the only essential characteristic for any captain is the one that cannot be taught or emulated: he must be himself.

Instead, pundits look for qualities they recognise in themselves and assume that's what makes a good leader. When I was appointed captain of Middlesex, a senior figure at the club asked me what "kind of captain" I was going to be, as though I had a list of adjectives up my sleeve. When I asked what he meant, he said, "You know, are you going to be a strong captain?" I replied that I'd have to be seriously stupid if I announced at the outset that I wanted to be a weak captain.

We have captaincy in the wrong box. We should not think of captaincy - or leadership in general - as a characteristic or even a quality. Instead, it is an effect. If the captain has a positive effect on the group then he is leading effectively. That doesn't sound like much. But it is, of course, mighty difficult.
 


 
Off-field stability, good management and strong relationships at the heart of the team are infinitely more important than moving silly mid-off half a yard to the left
 





Captains are always being judged, but most of the analysis focuses on largely irrelevant side issues. During the deciding Test against Australia at The Oval in 2009 - it turned out to be the very day that the Ashes turned in England's favour - I bumped into a former England player who has become a leading voice in the media. "What a stupid mistake of Strauss', not using the heavy roller!" he began. "Schoolboy error! You just can't make mistakes like that!" I was surprised at the vehemence of the reaction. Despite many years as an opening batsman, it was often unclear to me when to use the heavy roller, or indeed if the decision was worthy of much analysis or energy.

Many "talking points" about captaincy are complete red herrings. Should he have a third man? Why is gully standing so deep? These "controversies" are often just convenient distractions to fill the airwaves and newspaper columns. Yes, very occasionally an inspired field placing can strangle a batsman, or a shrewd bowling change can lead to a wicket. But much more often we read far too much into surface decision-making, and radically underestimate the underlying foundations that lead to success: off-field stability, good management and strong relationships at the heart of the team. They are infinitely more important than moving silly mid-off half a yard to the left.

Captaincy is both overrated and underrated. It is overrated because people expect too much of it in the short term. Very few losing teams can be galvanised by a single stirring team-talk. "Gee them up!" is the commonest (and stupidest) advice given to captains.

But captaincy is underestimated over the long term. Losing teams often think that they should change the captain every five minutes "until the right person emerges". Quite the opposite happens: the latest captain merely takes over an unsteady ship. In contrast, successful teams quickly forget their debt to their captain, imagining that they would be just as good - or better - if they axed him. When you're winning, it's easy to underestimate the culture that helped you to win.

When it comes to leadership, cricket teams should remember a line from Bob Dylan: "No matter what you think about, you just won't be able to do without it."