The England Amputee Football Association (EAFA)

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Building Identity, Belonging, and Adaptability in Elite Disability Sport

Summary
For over five years I worked with the England Amputee Football Association (EAFA), helping players, coaches, and leaders build a performance culture rooted in belonging and adaptability. What began as a small consultancy during my MSc evolved into a deep partnership, supporting individuals and systems through transition, challenge, and growth. The work reshaped not only the organisation’s mindset but my own philosophy as a psychologist and coach: that sustainable performance starts with who we are, not just what we do.

When I first joined EAFA in 2018, the team’s spirit was undeniable, but the culture carried the weight of constant comparison and expectation. Like many elite programmes, performance psychology was often seen as a service to fix problems or boost motivation before big events.

What I quickly learned was that this environment didn’t need more motivation, it needed meaning.

Working alongside the head coach and senior players, I introduced a series of conversations and workshops designed to shift the narrative from inspiration to identity. We explored questions like:

• Who are we when the spotlight fades?
• What do we want to stand for as a team?
• How do we show up when pressure and uncertainty hit?

Drawing on Social Identity Leadership Theory (Haslam et al., 2011) and psychological flexibility principles from ACT (Hayes et al., 2012), the focus moved from mindset techniques to shared ownership. We embedded belonging through simple but powerful practices, leadership circles, player-led reflection, and open discussions around pressure, purpose, and pride.

Over time, the impact was visible. Players began leading debriefs themselves, captains initiated peer support, and “psychology” became something lived, not delivered. When the team faced COVID disruptions and later prepared for the European Championships, those same foundations of trust and adaptability became the backbone of how they performed.

The real transformation, though, was mutual. The work taught me that the most powerful form of influence isn’t control, it’s connection. Psychology works best when it helps people remember who they are at their best and empowers them to live it under pressure.

My experience with EAFA became a cornerstone of how I now work with leaders, teams, and organisations. It shaped the foundations of ThinkClick, the process I use to help people and systems align mindset, behaviour, and culture.

What I learned in elite disability sport applies everywhere:

• Belonging fuels performance. People commit deeper when they feel part of something meaningful.
• Adaptability is trainable. Teams can learn to stay calm, focused, and connected under pressure.
• Authenticity is non-negotiable. Sustainable change only happens when it fits the truth of the people and culture you’re working with.

Whether I’m working with a leadership team, a business under growth pressure, or an athlete at a crossroads, the principles remain the same, create space for reflection, build shared identity, and help people click into who they are when it matters most.

“The shift wasn’t about adding more psychology, it was about helping people see that who they already are can be their greatest performance advantage.”