Mr Cricket (20 page)

R
outines, preparation and even superstitions are only relevant if you know what your goals are. Sandy Gordon gave me a great education on how to get the most out of my preparation. But it was another wonderful man who helped me clearly define exactly what I was trying to achieve.

I met Vic Smith through Noddy Holder, who knew Vic through the Scarborough Cricket Club. I'd been working with Noddy on the technical side of the game and he suggested that I have a coffee with Vic and see what he had to say about the mental aspect. Being so keen to explore all possible avenues to improve, I jumped at the chance.

Within a few minutes of us meeting, I found Vic to be an incredibly smart man, very switched on and fascinating to listen to and learn from. He started talking through his big lisp and some heavy breaths about mental skills and he asked me how I went about setting my goals. He listened to me talk for a while before he began giving me suggestions. Each suggestion he gave made complete sense. Within a short time of meeting Vic, he had helped me to rationalise, if not revolutionise, the way I went about setting my goals.

Vic's advice was to set out a very systematic process of goalsetting. The first step was outcome goals. My outcome goal at the time was to play Test cricket. But, of course, that can be a goal that is very hard to control. There might not be any injuries in the team and therefore no openings. The team might have won 14 Tests in a row (which they had done around the time of my meeting with Vic) and no changes would be made. There are many reasons why the goal of playing Test cricket depends on external factors.

Success seldom comes quickly, and almost never comes easily. Most of us miss our best opportunities in life because they use the disguise of hard work.

So Vic took it down a level. The second step became the performance goal, where I would ask myself, âWhat do I have to do to achieve my outcome goal of playing Test cricket?' I believed the answer was to score five or six Sheffield Shield hundreds â not just hundreds, but big hundreds â and win man-of-the-match awards so as to be noticed by the selectors. But here, too, was a problem. The goal of scoring five or six hundreds depends on factors outside of your control. You might have to bat on some bad pitches on which scoring runs is extremely hard. You might get run out a few times or be unlucky enough to get out to the bowler's best ball of the day. Perhaps some games will get rained out. There is nothing you can do about these circumstances, yet they can make scoring that many centuries impossible.

So Vic said to reduce it again. The next step down was process goals. At this level, I would ask myself, âWhat things do I need to do to give myself a chance to score those hundreds, to win man-of-the-match awards and to get noticed by the selectors?' My answers were starting to become more achievable. To give myself a chance to do those things I needed to bat my way, stick to my plans, never give in to myself (one of Dad's old lines), stay mentally tough and stick to my batting keys â the things I know give me a good chance of batting well. Vic's advice began to take shape in my mind because I could see how each step was not only linked but, as you went down each level, they became more realistic, attainable and controllable. If I fulfil the obligations of step three, the first two steps become possible.

But there was a fourth step. This was the âhow or what' stage. How or what do I need to do to give myself the best chance of sticking to my plans, playing my game and sticking to my batting keys? Here were specific process goals that I could definitely control. It was no longer about lofty dreams that depended to such a large degree on external factors. I now had a list of things in front of me that were completely my responsibility and, if I didn't follow the list, there was no one to blame but myself. I could get nine hours of sleep, I could follow particular diets, I could train with 100 per cent intensity, I could face my fears. I had the power and was no longer crossing my fingers for luck to play a part.

LETTER FROM VIC SMITH (JUNE 2001)

Dear Mike,

As you know, the problem of teams getting into winning positions and not going on with it is not uncommon, although it is indicative of a lack of mental discipline or toughness.

Probably the first mistake players make when in a winning position is to begin to focus upon outcomes as opposed to processes.

For example, they think about winning (which casts their minds into the future) instead of thinking about what they have to do to win (focus on the very next ball, be alert in the field, apply additional pressure, etc) which keeps their minds in the present. As the game begins to get away from them, they begin to worry about losing, which keeps their minds in the future while putting additional pressure on them. Before they know it, they have handed control to the opposition (who by now are positive and enthusiastic). This loss of control causes players to become rushed with results and inevitable mistakes. Self-talk becomes increasingly negative, tensions increase, and the rest is history. Anyway, enough for the diagnosis â¦ We need to look at some remedies! So here are a few suggestions:

1. When you get a team 7â70, chasing 170, it's easy to relax and take the pressure off while you wait for the other batsmen to get themselves out. After all, you've got 100 runs to play with. Why not reset your target so as to keep everyone focused on the task at hand. For example, set a target of getting the opposition all out for 100.

2. During a break, give all players specific instructions about what they personally have to do, without worrying about what other team members are doing or thinking. For instance, tell the pace and medium-pace bowlers to keep the ball up just outside off stump. Tell them to get into position quickly after each over to keep the pressure on the batsman. Encourage a lot of positive talk among players. Tell the fielders (or batsmen, if you're batting) to control the pace and tempo of the game by either slowing things down (if the opposition batting well, or speeding things up if they are losing wickets).

3. Instruct players to say encouraging
and positive things to themselves (self-talk) and to instruct themselves in terms of what they want to do, not what they don't want to do (the subconscious mind cannot think in the reverse of an idea â¦ so it doesn't understand or attend to the word DON'T). If you doubt me, try this: âDon't think of pink elephants!' How did you go? So if a bowler doesn't want to bowl short, he should tell himself to âKeep the ball up on the off stump', as opposed to saying âWhatever you do, don't bowl short!'

4. When things are getting out of hand (e.g. bowling, batting or fielding poorly) there is a strong tendency to analyse technique. This should be resisted as it will result in a loss of timing and rhythm (by incorporating the left brain).

5. At training sessions set up (or have them imagine) scenarios that put players under pressure. For instance, instead of just bowling in the nets, a bowler could imagine that he is bowling the last overs of a match and that he has to restrict the batsman to one run per over (or none) for three overs in order to win the game. A batsman can create a similar scenario in which he has to score four runs per over to win the match.

6. All players should be encouraged to set performance goals for each training session and game. These goals should not be outcome focused (e.g. score 100 or get five wickets) as they are to some degree outside of one's direct control. Instead, they set goals such as: keep my mind in the present, focus totally upon every ball, keep the pressure on the batsman by bowling quick and accurately, etc.

7. After each game or training session, players should review their performance and select aspects of their game that they will work on during future training sessions. They should then ârelive' (or visualise) the things that went well so as to develop a positive âtemplate' in their muscle-memory.

8. Importantly, all players should ensure that they have a solid pre-game and pre-ball routine that will keep them mentally and physically switched on for every ball they face or bowl. This will help them to slow down and stay focused when the pressure is on.

Mike, these are just a few suggestions off the top of my head. I hope some of them make sense to you and help your team to play to its potential â¦ especially when the pressure is on.

Vic

The entire idea was brilliant and logical. If I put into place step four, step three became possible. If I looked after step three, step two was closer. And if step two was under control, step one â to play Test cricket for Australia â was no longer just a far-off dream. Even though I've reached my outcome goal, I still stick to Vic's plan because, as John Buchanan always said: âYou have to control the controllables.' There might be times I face the bowler's best ball of the day. There are times there will be washouts, or bad pitches. There will always be elements of the game that I can't influence. But, what I can influence â whether playing for Wanneroo or Australia â is step four, train with 100 per cent intensity, sleep well, eat well, do the basic things that don't depend on anything except what goes on in my mind and body.

LEAST INNINGS BY A BATSMAN TO REACH 1000 TEST RUNS