The following post is an excerpt from Frank’s newest book, The Soft Science of Tennis.
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During the past three decades, the business of tennis coaching has become much more scientific. Biomechanics, technique, and technology have changed the hardware (strokes and athleticism) for the better, yet, the software (mental and emotional) has been routinely ignored.
I was fortunate to begin my career at The Vic Braden Tennis College as a tennis instructor. Back in the 1980’s stroke production was the focal point. As I opened and directed tennis colleges throughout the country, I had the opportunity to work with top nationally-ranked athletes and touring pros. It was then that I realized that although stroke production was fundamental to the game of tennis, it was by no means the whole story. I found that the athletes with sound hardware (strokes and athleticism) and under-developed software (mental and emotional components) struggled in competition. So, for the past 20 years, I’ve immersed myself into the study of the athlete’s competitive software.
When Sergey Brin and Larry Page founded Google in 1998, they believed that only techies understood technology, so they set the companies hiring algorithms to employ computer science students from elite Universities. Fifteen years later Google began Project Oxygen to test their hiring methods. The conclusion of the research project shocked everyone. Among the seven most valued qualities of Google’s top employees, technical expertise came in dead last. Interestingly, what proved more important to their corporate culture were SOFT SKILLS.
The following are the seven essential personality traits Google prioritizes in their hiring process:
- Effective Coaching Skills
- Effective Communication and Listening Skills
- Empathy and Support for Others
- Effective Critical Thinking Skills
- Effective Problem Solving Skills
- Ability to Connect Across Complex Ideas
- Technical Expertise
Since exposing these findings, Google takes soft skills very, very seriously.
Like Google’s search engine business, most of the tennis-teaching industry assumes that hard skills (biomechanics and tennis technical knowledge) are most important. This book intends to share insights as to why soft skills matter and their significance may be more important than we were led to believe. The beliefs of athletes are directly influenced by their interactions with coaches and parents. After all, great coaching requires great collaborating, which is at the heart of The Soft Science of Tennis.
This book is designed to improve our tennis-specific soft skills that are the behaviors that enable us to connect more efficiently. Soft science characteristics are learned behaviors, and when properly nurtured lead to the more effective and harmonious development of our athletes.
In the two years, it took me to research and write this book, the one reoccurring theme throughout this journey was “invest in the person, not just the player.” Whatever industry your athletes choose, whichever position they desire, they’ll take their soft skills with them for the rest of their life.
