A structured review model mitigates both. Start with controllables: execution of game plan, discipline under pressure, and physical metrics (work rate, repeat efforts). Separate decision quality from result quality: a well-chosen shot that misses is different from a low-percentage option that happens to land. This reframing protects confidence while still demanding precision.

Emotions require processing. Brief cooling-off windows before meetings lower arousal and improve receptiveness to feedback. Language matters—focus on behaviors (“defensive spacing was late”) rather than identities (“we’re poor at defending”). Leaders model accountability by owning their calls, setting the tone for constructive critique.

Preparation for pressure is built, not hoped for. Simulating endgame scenarios in training—timeouts, set plays, clock management—creates familiarity. Athletes learn to scan, communicate, and execute with elevated heart rates. Between-plays resets—breath, cue, posture—keep attention anchored.

Culture underpins resilience. Teams that celebrate effortful actions (second efforts, screens, recoveries) as loudly as scoring behaviors reinforce the habits that travel in tough moments. Psychological safety allows athletes to surface issues early—niggles, confusion on schemes—before they become performance problems.

Health threads through all of this. Fatigued brains make poorer decisions; sleep and nutrition are competitive edges as much as conditioning. When organizations treat welfare as performance infrastructure, winning becomes an outcome of aligned processes rather than a coin toss.