The Coach (Part IV)

Max questioned daily what he was doing, what he tolerated, and what he was willing to accept. He didn't realize, but what the coach was achieving was not only physically and psychologically submitting him, but also modifying his thoughts and behavior beyond what was expected by the one training him.

He didn't know, but the coach did, and he used it to his advantage. And he took it to the extreme.

Controlled, demanded, mistreated, humiliated, considered the worst, he felt an expectation on his shoulders that surpassed him. He had trouble sleeping at night, despite the fatigue. Taken to the extreme, he decided to talk to his coach:

- Sir, I don't think I can achieve what you're asking. I respectfully request that you release me from my commitments. I don't think I'm worthy of being part of your team.

- No, I won't release you from any commitment. You're a wimp, you lack commitment and effort. No, I won't give you the pleasure of your whims.

Devastated, Max knew what true punishment was. That night, he not only slept shackled but also inside a wooden cage, completely in the dark and with a gas mask that required extra effort to breathe.

That night, Max understood that he only had one way out: obey and respond with the expected results.

It was a long road, since his teammates were superior to him, but he had to give it his all. He understood that he had to forget all his limits and overcome his prejudices.

The only limit was the one set by the coach. He had already said it, but Max hadn't understood it, now it was clear.

The coach didn't give him any free space from that weekend on, there wasn't a day without a new demand. He didn't give him space to question, only demands, goals, and results.

The coach was a young man, a recognized athlete, a medalist in diving, married and divorced. He had achieved great recognition for his achievements in training new divers. He had been in that position at the university for five years. He had developed a deep understanding of his students. He analyzed them in depth, discovered their strengths and weaknesses, and dug until he knew their motivations, fears, traumas, and joys.

He discovered, based on basic assumptions (concentration, dedication, repetition, focus on strengths), how to motivate and direct each team member. He had come to the conviction that the window for achieving good results was very small and that good raw material couldn't be wasted with condescending and soft attitudes. He was tough, disciplined, and didn't accept errors or lack of conviction.

And with those certainties, he arrived at his most definitive convictions regarding training: total control over the lives of his students, restriction of sex, application of incentives and punishments. He was testing whether his trainees were capable of withstanding his conditions: if they followed his rules and accepted his decisions, they contin...