The official magazine of the Football Medicine & Performance Association
football medicine & performance
Issue 30 Autumn 2019
Feature
David Cotterill’s Road to Recovery FOCUS ON: Mental Health The Role of a Psychotherapist in a Football League Club Hidden in Plain Sight – Mental Health Challenges in Football Clubs Substance Abuse and Gambling in Professional Football Managing Mental Health Emergencies in Elite Football
Legal Ţ Education Ţ Recruitment Ţ Wellbeing
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CONTENTS WELCOME
8
Updates
FEATURES
10
Injury Mitigation in Team Sports. Part-1: A Review of Current Dogma Colin W. Fuller
13
The Role of Football Clubs in Supporting Community Mental Health Initiatives Dr Alan Pringle
15
David Cotterill’s Road to Recovery
16
The Role of a Psychotherapist in a Football League Club Gary Bloom
20
Mental Health Symptoms in Professional Football Vincent Gouttebarge, Gino Kerkhoffs
24
ABOUT
27
Golf. The Ultimate Mind Game? Dr Andrew Murray
28
Substance Abuse and Gambling in Professional Football Gary Souter
32
Mental Health of the Elite Young Athlete Manroy Sahni, Johnson Pok-Him Tam
34
Managing Mental Health Emergencies in Elite Football Tim Rogers
37
Getting Back in the Driving Seat: Taking Control of Your Work, Life and Wellbeing
40
FMPA Register
Hidden in Plain Sight – Mental Health Challenges in Football Clubs Dr Misia Gervis, Lara Baker, Osimeiro Imoedemhe
Football Medicine & Performance Association 6A Cromwell Terrace, Gisburn Road, Barrowford, Lancashire, BB9 8PT T: 0333 456 7897 E: info@fmpa.co.uk W: www.fmpa.co.uk FMPA_Official Officialfmpa fmpa_official LinkedIn: Football Medicine & Performance Association FMPA_Register FMPARegister fmpa_register Chief Executive Officer Eamonn Salmon eamonn.salmon@fmpa.co.uk
Design Oporto Sports www.oportosports.com
Executive Administrator Lindsay Butler admin@fmpa.co.uk
Photography PA Images, FMPA, Getty Images
Administration Assistant Amie Hodgson amie.hodgson@fmpa.co.uk Project Manager Angela Walton angela.walton@fmpa.co.uk Marketing/Advertising Charles Whitney 0845 004 1040
Contributors Colin W. Fuller, Dr Alan Pringle, Gary Bloom, Vincent Gouttebarge, Gino Kerkhoffs, Dr Misia Gervis, Lara Baker, Osimeiro Imoedemhe, Dr Andrew Murray, Gary Souter, Manroy Sahni, Johnson Pok-Him Tam, Tim Rogers Print Media Village www.media-village.co.uk
COVER IMAGE Birmingham City’s David Cotterill. Birmingham City v Nottingham Forest - Sky Bet Championship - St Andrew’s. Dave Howarth / EMPICS Sport / PA Images
Football Medicine & Performance Association. All rights reserved. The views and opinions of contributors expressed in Football Medicine & Performance are their own and not necessarily of the FMPA Members, FMPA employees or of the association. No part of this publication may be reproduced or transmitted in any form or by any means, or stored in a retrieval system without prior permission except as permitted under the Copyright Designs Patents Act 1988. Application for permission for use of copyright material shall be made to FMPA. For permissions contact admin@fmpa.co.uk
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wellbeing
football medicine & performance
GETTING BACK IN THE DRIVING SEAT: TAKING CONTROL OF YOUR WORK, LIFE AND WELLBEING. Is too much of your day reactive? Do you sometimes do things against your better judgement? Do you lack the control that you need to do your job properly?
Each point can be considered: individually or as a team; in relation to life/work in general; or to a specific issue/concern, e.g., improving your physical health, or at work, overcoming a lack of funds, inappropriate management expectations or behaviour.
a.
Make a comprehensive list of everything that matters within the concern, e.g., what causes it, how it impacts upon you or others. These issues are within your Circle of Concern.
Looking at this list, consider: In the high-pressure, often uncertain, and frequently changing world of football (and indeed, life), the above can become the norm as our options appear depleted and our decisions are influenced by external motives, pressures or social coercion. Making such externallymotivated decisions often have benefits. They might enable us to get the job done faster and within budget. We might gain rewards or reduce threats, e.g., by helping us fit in or keep favour with the boss. It might enable us to avoid negative feelings of guilt, anxiety, or protect ours (or others) egos. But despite externallymotivated actions appearing to be the best option available, they all have the potential, particularly if they dominate over time, to reduce our autonomy and wellbeing. Autonomy is one of the three basic psychological needs that underpin our psychological wellbeing by improving our daily, positive emotions and our overall happiness, life satisfaction and ability to flourish and function optimally. It is held when you are able to; have control of available options, freely choose what you do, and make decisions that are guided by your internalised motives. Your internalised motives are those that fit in and reinforce your deep-rooted beliefs of who you are and the values that are important to you. Also, those things that you find intrinsically motivating, just rewarding in their own right, i.e., learning, having fun, mastery. Improving Autonomy So what can you do to improve the ‘out-of-yourcontrol’ situation and your autonomy? The following pointers aim to help you increase your autonomy, functional ability and wellbeing by enabling you to: ~
see more and better options of how to deal with a concern(s),
~
make more internally-motivated decisions,
~
make better in-the-moment and long-term strategic decisions,
~
invest your future time and energy efficiently.
1. Ţ
Be Aware: Of your internalised motivations. Consider what makes you you. What values do you hold? What do you enjoy? It might help if you consider a time when you were at your best/most proud, or indeed, why you admire someone.
Ţ
Of what motivates your decisions. Not everything you do will be motivated by internalised motives, but you should be aware of the overall balance between internalised or externally motivated actions and the implication of this on your wellbeing.
Ţ
Of habitual behaviours that you do with little conscious consideration, e.g., always saying yes, constantly checking emails, or crashing out on the sofa with a beer at the end of the day.
Ţ
That there is always a choice. That doing nothing to change a situation is the consequence of a choice to do nothing. You have accepted the status quo regardless of the personal impact.
Ţ
That having autonomy is not the same being independent. Instead, it is about having free choice as to when and how to engage with others. Indeed, as I’ve previously highlighted (Football Medicine and Performance, Issue 29: Summer 2019), seeking social support is often instrumental to our ability to function optimally and to flourish.
Ţ
Of others: Ensure that the effect of your decisions is in line with your personal belief of how others should be treated.
2. Take Control Take time to systematically consider your chosen concern(s) by completing the Circle of Control exercise below (based on Stephen Covey). The aim is to reduce the current concern(s) by highlighting what you can proactively do.
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b.
c.
Everything that you can directly control, i.e., what you can do to manage yourself, your actions, thoughts, emotions, physiology, language. This is your Circle of Control and is indicated by “I/We can…”. Everything that you can have some influence over. This could be by developing a greater understanding of the situation/alternative courses of action, or of another’s perspective and pressures. Or through developing your skill base or using your skills to build relationships or a better social network. This is your Circle of Influence and is indicated by, “I/We could overcome/do this IF…”.
Those issues left in the Circle of Concern, should only be those that are genuinely beyond your control or influence. The greater awareness of these should be used to promote acceptance (which is increasingly realised as positive for wellbeing), or at least to reduce wasted time and energy. The concern can, of course, be reconsidered should future opportunities for influence and control arise. d.
Explore the steps that you have identified to gain influence and control, and then develop an action plan with realistic time-lines of how best to prioritise and focus your time and energy to achieve greater control. Throughout this, be mindful of making decisions and actions that fit in with your internalised motives, thus giving a further boost to your autonomy and wellbeing.
Remember: You can control more than you think. Be aware of your internal motives and use them to take control and to provide proactive focus and energy to make the meaningful difference to your own wellbeing and life, and to the lives and wellbeing of others.
37
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