AASP Newsletter - May 2020
Researcher's Corner: Psychological Well-Being - Lessons Learned From Sport Coaches and Sport Science Support Staff
 Brendan Cropley |
 Paul Sellars |
 Stephen Mellalieu |
 Rich Neil |
 Chris Wagstaff |
 Ross Wadey |
Brendan Cropley, PhD, University of South Wales, UK
Paul Sellars, MSc, Cardiff Metropolitan University, UK
Stephen Mellalieu, PhD, Cardiff Metropolitan University, UK
Rich Neil, PhD, Cardiff Metropolitan University, UK
Chris Wagstaff, PhD, University of Portsmouth, UK
Ross Wadey, PhD, St. Mary’s University, UK
Introduction: Understanding Well-Being
While there are a growing number of reports in various media channels that detail mental health and well-being issues in sport performers (including athletes, coaches and sport science support staff), there continues to be some confusion over the definitions of such concepts. Certainly, our understanding of well-being has not been helped by the vast array of terms and definitions available and the way in which mental health and well-being are often used interchangeably. In agreement with the World Health Organization, we understand that well-being is an aspect of the more global concept of mental health, whereby mental health relates to an individual’s ability to cope, work productively, and make a contribution to society (WHO Definition of Mental Health). Well-being, on the other hand, is linked to happiness, life satisfaction, growth and self-acceptance and refers to an individual’s ability to function personally, socially and professionally.
Well-being contributes to an individual’s overall mental health. There are a number of different forms of well-being (such as psychological, emotional, social, and physical well-being), but the term itself cannot be used as a catch-all for everything related to health, including illness. Well-being simply refers to being well – a state where an individual experiences positive emotions, cognitions, and attitudes about the self – and therefore cannot be associated with the negative processes and outcomes associated with being ill (ill-being) – a state where an individual experiences grief, anxiety, and potentially anger. There are many factors that will influence whether an individual experiences levels of well-being or ill-being, including (amongst others): sleep, nutrition, and exercise; quality of interpersonal relationships; ability to cope with daily demands; the level of control an individual feels they have over their life; experiences of enjoyment; how competent an individual feels, or is, within their varied roles; the level of certainty/uncertainty an individual experiences within their life; the sense of purpose an individual experiences; and the ability an individual has for personal and professional growth.
Research that has examined the impact of well-being on sport coaches and support staff has been consistent in suggesting that it is linked to improved health (physical, social and mental), productivity, and performance. As a result of such findings, and the reverse effect of coaches and support staff experiencing ill-being, it appears imperative that individuals and organizations work hard to support the ongoing development and maintenance of well-being. Indeed, in our most recent research (still ongoing), we found that 61.4% of our sample of 389 sport coaches (n = 285) and support staff (n = 104) were experiencing extremely high (35.5%) to moderate/low (25.9%) levels of ill-being. In our study, these ill-being profiles were characterized by the experience of symptoms associated with depression and anxiety, negative mood states, low levels of job and life satisfaction, and high levels of job and life stress. In addition, these participants reported a lack of control at work and high levels of work demands, as well as difficulties in withdrawing themselves from their work roles and responsibilities and low levels of self-esteem (for updates on this research project see USW Sport, Health and Exercise Research Unit).
Developing Psychological Well-Being: Lessons Learned
In support of a number of recommendations relating to the development of psychological well-being, our research has indicated the potential benefit of a range of strategies that can be considered by both individuals and organizations (who aim to create an environment that supports the well-being of their employees) with a view to facilitating functioning. In adopting these strategies, and in doing so attending to psychological well-being, individuals will be in a better position to flourish within the roles that they fulfill in both their personal and professional lives.
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Developing Purpose |
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Work-Life Balance |
While it is becoming more difficult to negotiate burgeoning workloads and variable working hours it is important that we attempt to manage the balance between the different aspects of our lives. Prioritizing the “right” things, ensuring we “clock off,” leaving our work for work hours, and engaging in regular “mindset cleanses” (e.g., identifying what we need more/less of and what we need to start/stop doing) would help to manage the balance. |
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Be Active |
Physical activity will have a positive impact on psychological and emotional states. It is therefore important that individuals prioritize physical activity in and outside of work. For example: break productivity with an activity, change sit-down meeting for standing/walking meetings, and create more opportunities for physical activity in daily life. |
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Growth and Mastery |
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Keep Learning |
Learning can help develop our sense of fulfillment and self-esteem. It also focuses the mind on positive tasks that are associated with personal growth. We should set ourselves weekly, small development goals that can be linked to any part of our lives. |
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Reframe Success and Failure |
When we’re successful we quite often overlook the process that allowed us to be successful. Additionally, when we fail, we see it as a negative experience that potentially dents our self-esteem and perceptions of competence. We need to see both successes and failures as opportunities for development – making sense of how we can maintain or improve what we do to lead to more successful future outcomes. |
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Connection |
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Talk to the Right People |
Communicating with others and sharing ideas and problems is an important part of the process of managing demands and developing a sense of relatedness required to improve our well-being. Be clear about who you can trust, open up to, and discuss the different areas of your life. |
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Be Around the Right People |
It is important to surround yourself with “good” people – those with whom you can empathize and communicate freely. Try to develop networks with people who will challenge you, make you happy, and be able to offer support. |
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Developing Autonomy |
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Set Targets and Monitor Progress |
Goal setting has long been identified as a potent approach to developing motivation and directing behaviors. However, people often get bogged down with ensuring their goals are SMART and overlook the need to develop an appropriate plan to understand how the goal will be achieved. Goals afford us a level of control over our developmental journey, but we have to ensure that we are interested in, motivated to achieve, and clear about the necessary actions required for goal achievement. |
