The 21st century environment requires a nimbleness of thought and decision-making on a daily basis that is proving challenging for almost every sport leader. Having to focus daily on growing the sport you lead while working with key stakeholders from all over the globe, while at the same time addressing national needs, is at best interesting and at worst simply overwhelming.

In T&T, a huge challenge is to return sport participation to previous levels and then manage exponential growth strategically  in a sustainable way. Making choices that are best for the long term viability of sport becomes the strategic priority. Building the understanding and trust across the various stakeholders is also necessary.

Adding value to stakeholders, who are in essence clients, require balancing the increasing demands inherent in a member based non-profit organisation that also functions in a burgeoning commercial industry. Coming up with strategies for the direction of the NSO, specifically on the business development side is proving a significant step up for every single NSO.

Most sport leaders are facing the hard question: how to balance their love of sport with the business of sport while at the same time facing up to the realities of the political side of sport. There need to be some hard choices made; the resistance to change is powerful and influential. Moving local sport forward is a journey. And like every journey it starts with a single step with obstacles to overcome along the way.

Where is T&T on that journey from developing a strategy to making important decisions and delivering on objectives what is our guide? How do we position sport in T&T for accelerated growth? How do we position T&T as an emerging force in global sport? How can we integrate the diverse objectives and agendas to develop a united strategy?

I remain convinced that T&T provides the near perfect stage to develop and sustain a powerful presence in the theatre that is global sport. T&T is alive with potential. Sport talent and potential is in our DNA. What will it take for policy makers and manifesto drafters in the political realm to wake up to the untapped value of sport?

Modern sport is a diverse business. Setting goals, single minded focus on success, being a team player are all leadership skills that are developed from playing sport. NSOs are responsible for governing their sport, following rules and regulations as established by their international federations and at the same time providing member organisations with increasingly demanding service expectations, often in the face of tremendous financial difficulties.

The person ultimately responsible for the strategic direction and implementation for the NSO, for understanding its strengths and weaknesses, is its president. The president must be able to demonstrate the full range of modern leadership skills commonly found in successful corporate and commercial enterprises.

The ability to serve, inspire, motivate, empower, guide and attract the best people. The NSOs brand, image, reputation and commercial value can either be enhanced or diminished by the leader. However, notwithstanding all that has been said previously, the most important people in any sport organisation are the athletes not the sport leaders.

Next week we will take a look at the national sport policy which should be the document that provides the guide and systemic framework for all local sport stakeholders including the Ministry of Sport and Sport Company T&T. Brian Lewis is the president of the T&T Olympic Committee. The views expressed are not necessarily those of the Olympic Committee.

•Support #10Golds24 Athlete Welfare and Preparation Fund. Make your donation at any branch of Scotiabank TTOC Account #171188. Share the Olympic Dream.

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The National Lotteries Control  Board  (NLCB) has formalised its partnership with the Trinidad and Tobago Olympic Committee  (TTOC ). The historic agreement resulted in the creation by the NLCB of a new instant money (Scratch ) game called Going For Gold that will carry the #10golds24 logo. The projected contribution is $200,000 with potential to generate one million dollars or more  per annum.

The upper end is an ambitious target that will require the Going for Gold game to be extremely popular and well supported by the public. It’s a start compared to what is received from national lottery funding  in other countries. Aside from the cash injection into the Ten or more Olympic Gold medals by the year 2024 Athlete Welfare and Preparation fund, there are a number of other athlete focused elements such as internship, ongoing training etc.

But the real win for the TTOC and NLCB is the creation of a new paradigm in respect of thinking outside the box. The willingness to come up with new answers to old questions is a credit to the decision makers at NLCB. Senior executives at NLCB were focused on creative solutions so as to support the TTOC to meet challenges and optimise opportunties.

How can we get sport in T&T to flourish? One of the key priorities is to take the guess work out of how sport is funded. What are our most important financial goals? Is our financial resources the determining factor in how we are able to plan and acheive set targets? There are pros and cons to everything.

Some of our athletes are extremely motivated to work hard to acheive their Olympic dreams and goals. Their motivation is evident. NLCB is a wonderful example of a corporate/state entity committed to finding a way to help and support the Olympic Dream. Our athletes are dedicated. They  have national pride and are fiercely competitive. To build a successful career in elite sport requires those three attributes among others in abundance.

Our athletes  matter. They have an unbridled excitement and enthusiasm and determination to give their all for their country. They have stories that everyone should hear. Since 1997, when national lottery funding was introduced to directly help British Olympic and Paralympic sport, Team GB has become one of the leading Olympic nations in the world.

Their legendary Olympic great Sir Chris Hoy has said without dedicated national lottery funding he would not have achieved his Olympic dreams. The British approach to national lottery funding for Olympic sport is now being adopted by a number of other countries.

So while the NLCB Going for Gold Instant Money Game rolled out to the public on Monday is new, it is not unprecedented around the world. It is a first and historic step to advance the discussion for T&T to follow the British approach to national lottery funding for Olympic sport. UK national lottery funding is supporting the stories of courage and resilience of British athletes who aspire to win Olympic medals and become Olympic Champions.

I believe a similar, dedicated and specific national lottery funding approach that is transparent and accountable will have a huge and transformative impact on Olympic sport here. To acheive the target of ten or more Olympic gold medals, the first challenge is for the NLCB and TTOC to ensure that the Going for Gold Instant Money Game is a success.

Brian Lewis is the President of the T&T Olympic Committee. The views expressed are not necessarily those of the Olympic Committee. Support #10 Golds24 Athlete Welfare and Preparation Fund make your donations to any branch of Scotiabank account number 171188.

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The dictionary defines excellence as the quality of being outstanding or extremely good. The International Olympic Committee promotes respect, friendship and excellence as core values of the Olympic Movement. Propagating these values is the responsibility of the Olympic movement led by the respective National Olympic Committees.

It’s a difficult role and responsibility given the ever changing landscape that is contemporary society. Pierre Coubertin- founder of the modern Olympic movement articulated the following:
• Joy of effort in sport and physical activity;
• Fair play;
• Respect for others
• Pursuit of excellence;
• Balance between body, will and mind.

However for the majority of people including many National Olympic Committees it is an Olympic medal preferably gold that defines excellence. What exactly is the pursuit of excellence? For some excellence is not just about winning. Sport inspires people in all walks of life to strive for excellence. There are no shortcuts to excellence.

Supporting the elite aspirations of those who aspire to win medals is a topic that causes significant discussions. Not everyone is of the view that elite level athletes should be supported. It may rankle some especially those of us who see the power of sport making a difference on a daily basis. But it is important to listen to the argument made by those who don’t support sport.

It’s a complicated issue that is shaped by individual experience, upbringing and perceptions. That sport is given special consideration is a source of resentment in some circles. Those of us who argue vehemently and passionately that the development of physical skills and positive motivation that comes from success in team and individual competition inspire the desire to pursue excellence must accept that not everyone buys the party line.

Sport at its best can help young people develop positive mental, social and psychological skills. But it has to be acknowledged that when sport is used for negative reasons it paints an ugly picture. It is in this respect that national sport organisations must be very conscious of the need to maintain the positive image and attributes of sport.

In embracing the duality of our human experience we find the ability to reach deep within ourselves and produce what we choose to define as excellence. In helping young athletes to pursue excellence we emphasize hope. Encourage positivity, set expectations and demand accountability. If we are to inspire champions it can’t be at the expense of the totality of human experience.

Excellence in many ways defines the experience of sport and the Olympic Movement. Aspiring for excellence in all that you do on and off the field is a worthy endeavour. Let’s continue to strive for excellence in life through sport. But let’s also embrace the challenge that sport isn’t a cure all and that making the argument for sport requires giving careful thought and consideration to different views.

Sport ought not to be used as a bully pulpit.

• Brian Lewis is the president of the Trinidad and Tobago Olympic Committee. The views expressed are not necessarily those of the Olympic Committee.

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Today the Trinidad and Tobago Olympic Committee (TTOC) joins the rest of the global Olympic Movement in celebrating Olympic day. The occasion will be marked by a number of activities at Olympic House, 121 Abercromby Street, Port-of-Spain. Various schools will be hosted at Olympic House. Members of the public are invited to visit and join in the celebrations. Olympic day in T&T comes against the backdrop of troubling times for local sport.

Sport is at a critical juncture and transition, decisions can either harm or help the sustainable development of sport here. Decisions that impact directly on the national sport organisations and their capacity to develop and run their sport require transparent two way discussions. Any perception of a lack of transparent discussions in and of itself damage claims of a commitment to good governance.

In some quarters, the argument is still potent that both the Ministry of Sport and the Sport Company has not done enough to calm fears and allay concerns in respect of good governance. Post Life Sport, the local sport community remains troubled. International bodies are intolerant of government interference.

As the focus was put on a few individuals who may well have had less to do with the entire Life Sport debacle than the public has been led to believe. For certain individuals it’s business as usual and it serves a purpose to perpetually sing the song that national sport organisations don’t know what they are doing. Hence the refrain that Ministry of Sport and Sport Company is the solution.

Take away the fear of a loss of funding or access to funding there is need for broad discussions in respect of the sport system. Somethings aren’t as above board as some purport. Why is the Sport Commission and the establishment of the Commission on the back burner? What are the policy perspectives and imperatives informing the sidelining of the sport Commission? Who decided and why?

Has there been open and transparent consultation in respect of the way forward? What is the vision and strategic imperatives driving decision making? As the Ministry of Sport and Sport Company hold the microscope on national organisations and the Olympic Committee, there is a saying fix your own house first.

There are a number of extremely capable and honest individuals who make a hugely positive difference inside the Ministry of Sport and Sport Company. They have a clear sense of what needs to be done and why respecting the national sport organisations is a critical success factor. They know the hidden truth and need to be given a fair hearing. Ministers of Sport, generally, aren’t the intractable problem. Short term thinking overides the policy  cycle.

In countries perceived as best practice, the public sector functions  effectively and efficiently  on the basis of policy and a policy cycle. What the sport community wants to understand from the political parties contesting the upcoming general elections is a loud and clear perspective on how will sport be integrated as a key pillar  in their respective economic and national vision and development plans.

Resource allocation of$57 million dollars to national sport organisations is not adequate and reflective of a sustainable  approach to sport development.

Brian Lewis is the president of the T&TOlympic Committee. The views expressed are not necessarily those of the Olympic Committee. Support #10 Golds24 Athlete Welfare and Preparation Fund make your donations to any branch of Scotiabank account number #171188. Share and support the Olympic Dream.

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It takes mental strength and a winner's mindset to be the best in the world. If we want to be the best, we have to be willing to do whatever it takes effectively and ethically. Stuart Lancaster, national rugby head coach, has vowed that his squad will be fitter and leaner than ever for the Rugby World Cup in September, warning his players that they face a “grim” time during their training camp at altitude in Denver, Colorado, in July.

“In order to win the World Cup, you have to be the fittest team,” said Lancaster. “And the type of game we want to play, it is probably the most important thing that we need to get right. It is going to be pretty grim for the players in Denver. It is tough there. We are then going to Vail, which is even higher.”

Shad Forsythe, a new fitness coach at Arsenal—headhunted to invigorate their training regime—was one of four specialists who worked with Germany’s FIFA World Cup winning coach Joachim Low’s every session of the way at the World Cup. Arsène Wenger identified the need for improvement in the club’s training regimes and went about solving the problem by recruiting a man who has been working at the vanguard of elite performance.

The two cases above are highlighted in an effort to emphasise how important a proper fitness regime is to the creation of a high performance culture. The mantra is a simple one: if you want to be at your absolute best you have to prepare to be the best. In the absence of specific and detailed proper preparation, all else is wishful thinking.

Creating a high performance culture begins with having the mind-set and mental strength. Without the mind-set and mental strength one would hardly be able to attain the best performance that is required to achieve success at the highest level of world sport. Some have asked why is it so difficult to move the T&T sport environment and system to a high performance one.

That there are a cadre of individuals who understand and have the training needed to help build the high performance culture there can be no doubt. But the question is why is it –at least in the minds of the athletes- so hard to get the environment right? We can set all the loft goals and objectives we want. Unless we adopt a high performance mind-set and develop the requisite mental strength to insist that it is in place- the chances of reaching set goals will be difficult.

It makes little sense being defensive or living in denial.   It is important that all who have an interest in seeing T&T adopt a high performance culture make the conscious decision to put aside perceived differences and integrate the available resources. It can be frustrating and at times easy to simply stay in our individual silos.

But we are too small a nation to be so inclined.  Working together for the common good is a necessary priority. There is too much potential and talent residing in T&T to allow differences to divide and disperse the development of a high performance culture. I saw this list on the Forbes.com website. It makes for interesting reading and is worthy of consideration.

The 18 things mentally tough people do:
1. They move on
2. They keep control
3. They embrace change
4. They stay happy
5. They are kind
6. They are willing to take calculated risks
7. They invest their energy in the present
8. They accept full responsibility for their past behaviour
9. They celebrate other people’s success
10. They are willing to fail
11. They enjoy their time alone
12. They are prepared to work and succeed on their own merits
13. They have staying power
14. They evaluate their core beliefs
15. They expend their energy wisely
16. They think productively
17. They tolerate discomfort
18. They reflect on their progress

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