Hi Reader

I think we've all seen it happen.

You might well have felt (of feel?) it yourself.

A talented head-coach with a decade of experience still makes the same mistakes they made in year one.

A sports director who claims "extensive experience" but shows little growth in actual wisdom.

The shocking and sad truth? Many sports leaders don't have ten years of experience. They have one year, repeated ten times.

This isn't about intelligence, aptitude or work ethic.

It's about falling into what I call "The Vague Trap."

It's worth coming with me to unpack this....but first a quick word from our sponsor.

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The Hidden Pattern That Kills Growth

In the past year, I've worked with 14 high-level sports leaders. When I ask them to explain their biggest challenge, they almost always start with phrases like:

"We need to get better at..."

"We should improve our..."

"I want to develop more..."

These sound like real thoughts. They feel productive.

They're not.

These are vague positions masquerading as clear thinking.

Why Vague Thinking Creates Career Ceilings

Imagine this scene: A basketball coach watches her team lose a crucial game. In the changing room, she tells them, "We need to get better at execution."

Players nod......But nothing will change.

Why? Because "get better at execution" could mean 50 different things to 12 different players.

Now imagine a different coach who says: "Our last five possessions, we failed to make the second pass within three seconds. Tomorrow, we drill that specific pattern until it's automatic."

Same issue. Dramatically different approach.

One keeps spinning in circles. One moves forward.

The difference? Precision.

A WPL manager I worked with struggled for two seasons with "defensive issues." After we broke this vague concept into specific patterns, he realized the real problem was a 3-second transition delay when losing possession in just two specific zones.

They fixed it in two weeks.

The vague problem had hidden the real solution for two years.

The Three Most Dangerous Vague Traps

After studying hundreds of coaching sessions (my own mostly!), I've identified the three most damaging vague traps:

1. The "Get Better" Trap

Vague Position: "We need to get better at communication."

Precise Reframe: "Our defence is not calling out opponent switches in the final third, resulting in 7 unchallenged attacks in our last 3 matches, leading to 4 goals conceeded"

The vague position feels good to say but impossible to act on. The precise position creates immediate clarity for action.

2. The "More/Less" Trap

Vague Position: "We need more energy in training."

Precise Reframe: "Our monitoring data is showing clearly that our first 15 minutes of Tuesday and Thursday sessions lack physical intensity compared to match demands."

"More" and "less" hide the real issue. They feel actionable but aren't.

3. The "Why" Trap

Vague Position: "Why aren't we performing better?"

Precise Reframe: "What specific patterns occur in the phases of play before we concede goals?"

"Why" questions trigger defensive responses and circular answers. They feel deep but often lead nowhere.

Breaking The Vague Trap: Your Action Plan

Now over to you. The few common traps I identified should resonate - but without action it's only giving you information. Here's you can escape 'the vague trap' in four steps:

Step 1: Catch Yourself

For one week, write down every time you use these vague phrases:

• "Get better at..."
• "Improve our..."
• "More/less of..."
• "Why aren't we..."

Just notice the pattern. Don't judge it.

Step 2: Use the Precision Formula

When you catch a vague statement, apply this formula:

WHO + WHAT + WHEN + WHERE + HOW MUCH

Example: Vague: "Our defense needs improvement." Precise: "Our central defenders lose aerial duels in the final third 67% of the time when crosses come from wide positions."

Step 3: Ask Precise Questions

Replace these vague questions:

• "How can we get better?"
• "Why aren't we improving?"
• "What should we focus on?"

With these precise alternatives:

• "What exactly happens in the 5 seconds before our best/worst moments?"
• "Which specific skill gap appears most often in critical situations?"
• "Where exactly do breakdowns occur in our process?"

Step 4: Create Microchanges

Break solutions into tiny, specific adjustments.

A rugby coach I advised stopped talking about "improving breakdown work" (vague) and instead focused on "hand placement in the first half-second of contact" (precise).

Their turnover rate improved by 34% in three weeks. Players could paint a picture with his words.

The Precision Advantage

The most successful sports leaders I know share one trait: they speak and think with unusual precision.

They don't "work on fitness." They improve "repeated sprint ability in the final 15 minutes of each half."

They don't have "leadership issues." They address "decision-making clarity in the first 30 seconds after momentum shifts."

This precision isn't just semantic. It's the difference between endless loops and actual progress.

Your Challenge This Week

Pick one vague problem you're currently facing. Apply the precision formula:

WHO + WHAT + WHEN + WHERE + HOW MUCH

Then break it into one microchange you can implement tomorrow.

The vague trap keeps you stuck in cycles of mediocrity.

Tough to hear; but true. I had to confront it myself so I know the pain!

Precision thinking breaks that cycle.

Over to you...what vague trap can, and will, you escape this week?

P.S. Send me the before (vague) and after (precise) version of your biggest challenge. I'll be happy to reply to your mails and offer you some assistance.

Interested in more leadership strategies, insights & frameworks to help you perform better?

Have you had a look at my online Leadership Course where we focused on 6 proven principles that will help you stand out as a leader - you can get more detail here and use 'Leader33' discount code for your exclusive community discount.

Also check out my YouTube channel: Paul Clarke - The Leaders Coach.

Let’s connect: On X and Linkedin

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A Master's Voice....

Identify a cause that resonates with your people.

And when you see or hear about something positive be 100% sure to go out of your way to acknowledge it. In public if possible.

These two things provide a sense of belonging and a bridge to consistent performance.

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Thank you for being part of the Leaders Coach community. The work on how to lead better is something you have to do alone. But you don't have to do it on your own. Onward and Upward, Paul Clarke

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