Footballers between 12 and 15 years old - They are years of rebellion of nonconformity of criticism of self-confidence of dejection in which these children will neither agree with themselves nor stop being so.
- These are years of profound changes before which the coach will remain very attentive very understanding and very hopeful.
- They are also years of consolidation of the preceding ages while forgetting these ages of aspiration to be greater while growing instability of continuous comings and goings, as who says between applause and rejection successes and failures that they harvest.
Intellectual growth - In order for the coach to perceive at all times the degree of attention that his players pay to his indications that he is not satisfied with the fact that both without a word are limited to bowing their heads. It is convenient that you demand their assent or doubt with the word.
- Players at this age are always looking for the why of things but in depth without asking for asking inquiring the meaning of each of the orders they receive
- The desire to find convincing solutions from reasoned thinking drives them to reject any superficial formulas proposed to them. They are willing to establish complex relationships for example in the conception of the game they like to face the limit situations do not shy away from the difficulties are fajan if necessary with theoretically much superior teams without feeling complexed ...
We want to insist on three aspects of this intellectual growth that if well oriented will create many difficulties for the coach in his task of leading the team. We refer to selfishness, relentless criticism and obsession with results: - The excessive selfishness with which some footballers at this age are entrenched in front of others is their coach are their teammates. Selfishness that leads them to reject any reasoning warning or call to disciplinary order to give it a team based on the conviction that they know everything or that they can do everything apart from the non-existent security for them that could come from others,
- It is a false self-esteem – we have stressed that it is an excessive selfishness – that prevents them from progressing in their necessary learning – they are children of age to know and practice many new concepts – and prevents them from integrating with others in that common effort that obliges without exception all the components of the team.
- ... Relentless criticism is another aspect to which we draw the attention of team managers. We have always admitted criticism as an element that reveals the degree of human maturity of all children and adults, but reducing criticism to its implacable versions seems to us to disfigure its value of analysis and that it contributes nothing to the task of all.
- When these children insist or are prone to it in the negative evaluation of the reality that surrounds them, they hardly pay attention to their self-criticism while on the contrary they turn against gestures or against the wordsor against the decisions of others.
- ... Any team manager with this negative attitude of those who insistently will only look at the failures that will be and will not appreciate the full reality of the team should be very careful. Criticism in these ages, is contagious is a sign of rebellion typical of those who want to grow up as it is and can constitute a hindrance in the good progress of the equipment difficult to annul if it is not stopped in time.
- The obsessive concern for results is the third aspect that we submit to the consideration of the coach at these ages. Children following other models that are proposed to them from the adult world appreciate immediate success more than the learning process, which is slow by definition with ups and downs and that is unconcerned with the fame of the present time.
- The boy wants to compete as soon as possible he wants to show his talnto without waiting for his football category to settle on a more consistent foundation he wants to appear before others before he tried to be better and he is eaten by the rush to prove that he knows how to win a game. Plausible desires all of them as long as they were combined with the priorities established by the educational guidelines.
Again the coach is presented, in the performance of his managerial functions exciting moments and at the same time difficult for his understanding, his patience, his method of work, his analysis and his future projects: - To achieve, for example, that these young footballers willingly accept to confront their own reality and that of others, is an exercise in serene self-criticism and accepting all the consequences that will derive from it, would represent one of their best successes.
- The same as if he managed to get them to accept his guidelines even if he forced them to rectify in the conviction that it is he as a teacher and coach who is right in those matters ...
Social growth: ... The child footballer and cadet escapes even more in these ages of the family and finds in the team his most natural and most beloved seat. He needs to assert his independence which he otherwise gives to the group. He likes to recognize himself as a member of that teambecause he doesn't just recognizehimself or doesn't quite accept himselfas he is... The coach will take advantage of these experiences of his players to guide his direction: - In the attempt to strengthen the union between all the members of that team whatever the cause of why they are comfortable ...
- In the attempt to fix the concepts of authority since the appearance in that team of the bossesor leaders more or less spontaneous will help him in his managerial task by insisting for example on team discipline or the rigor of minimum tactical rules ...
- In the attempt to enhance the concept of mutualaid or support concepts that go beyond what tactics mean. It is an attitude of an ethical value that meets the needs of the others in the group and that is related or not to the systems of play in training and in matches. Attitude that predisposes the footballer to give the best of himself wherever he is needed even on the bench ...
Affective growth: Here in these ages is where the changes in the development of the personality become more evident and take on their deepest radicality. - First, children reflexively realize that their bodies begin to mature sexually.
- Secondly, there comes the time when feelings claim their now preponderant role in your life.
- Thirdly, and as a consequence of the previous situations, these children are bewildered by new experiences that keep them perplexed.
The coach even as team director does not have all the answers that meetthe vital demands of his players,and must seek the collaboration provided by other technicians or experts ...Anyway, the coach will know through certain symptoms what may be happening in that time of affective growth: - You can know states of excitement or agitation usually transient that take over the inner world of these children and that prevents them from making the right decisions even those that are directly related to the gestures of football. The oscillations, for example, that are noticed between joy and sadness between good humor and bad mood canbaffle these children to unsuspected limits.
- Even feeling linked to their friends within the group, theirinstability would lead them to confront them without knowing for sure why they behave like this.
- They would close in on themselves in an attempt to find there the root of their bewilderment, when in reality this inward flight will further distance them from possible solutions... They become surly and lose their interest in what for them remains their first dream, that of playing football.
The coach must enhance the positiveaspects of the behavior of these playersto annul any feeling of negative individuality giving them that margin of confidence that stimulus that degree of complacency that allows them to turn to a more committed realization of football ... Other guidelines with which coaches can act will be to insist on their more responsible integration into the dynamics of the team... It could even assign, to whoever suffered from this situation some special task some relevant function within the team with which to stimulate him to offer the best of himself. ... The coach should therefore not live with his back to these situations as if there were no reason why children as a rule will not spontaneously tell him what happens to them. Andhe remains the reference for all his players. Ethical growth: In these ages the world of values is strengthened... We refer to generosity to the sense of justice, their desire to copy the models and their desires for activity... ... The coach will not need to appeal to reasons other than those of strict dedication to good play to verify that the effectiveness of his orders is instantaneous. - The sense of justice that is revealed in these ages allows the coach to value, for example, fair play, respect for referees, mutual respect not only to set the rules of conduct of the players among themselves but those that govern the relations between him and his players ...
The coach has a great resource for children to give free rein to their imitative interest. However, we warn that the repeated copy of the model copies verbatim of their gestures of their attitudescould nullify the creative gifts of children ... - Finally, and withinthat world of values that we remember as a provider of ethical answers, we cite the desire that children manifest in these ages for activity, for the incessant movement that we already noticed in previous stages and that now is consolidated as a more consented and better esteemed decision.
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