We caught up with the brilliant and insightful Dominic Morais a few weeks ago and have shared our conversation below.

Dominic, appreciate you joining us today. So let’s jump to your mission – what’s the backstory behind how you developed the mission that drives your brand?

MindReady was born out of the idea that we want to be the person we needed when we were deep in our sport careers. Our purpose is to provide athletes with the mental skills and knowledge that allow them to thrive both inside and outside of competition.

My view of sports has been deeply influenced by my own experiences. My parents put my brother and me in karate classes when I was in kindergarten, and I earned my black belt by 6th grade before starting school-sponsored football in 7th grade. I played until I graduated high school, and then walked on to the Vanderbilt football team my freshman year. I earned a scholarship my senior year and was further shaped by these sport experiences.

Later, I became a collegiate strength and conditioning coach for athletes. I learned more about all the components of collegiate athletics while also honing my passion for developing others. Eventually, I changed course to earn my PhD in physical culture and sport studies, before becoming a sport management professor for six years. Throughout that time, I continued learning about sports through both my own experiences and my studies.

For instance, many of us who participated in sports, especially through traditional channels in the United States, assume that sports build character simply because we took part in them. However, as sociological research has shown since the 1970s, sports don’t automatically build character—there’s only a strong correlation when supportive mechanisms are in place to guide athletes.

For someone like me, whose parents and extended family were supportive of my school and sport endeavors, and who provided financial help when needed, it was okay if coaches missed the mark when it came to my personal development. It was okay if the mentorship that’s often assumed in sports was sometimes ineffective. I had a support system to fill in those gaps. But not everyone is so lucky, especially young athletes who believe they have no other path to success outside of sports. This often leads to identity foreclosure and decisions that limit life and learning experiences, rather than expanding them.

I think a lot about friends from high school who were doing all they could to play at junior colleges to get some of their education paid for, all while brutalizing their bodies with injuries that now limit their everyday movement. I think about some of my college teammates who said things like, “F*** these classes,” or expressed that they were only in school because of the scholarship. While I understand that advancing in sports can be financially lucrative, I also know how few people make it, and how even fewer have long careers. When athletes retire from high-level performance, I’ve seen, read, and experienced how difficult the transition can be. In the worst situations, it can lead to addictions or unhealthy life choices—issues that could have been prevented with proper foundational support from the organizations these individuals invested their time and effort into.

I also think back on some of my own experiences. Like when I was a 14-year-old freshman and showed a coach that my finger wouldn’t bend, which later turned out to be due to a tendon being ripped off the bone. His response: “A linebacker should be willing to lose an arm.”

Or when a college coach, during a meeting about my spring performance, praised my effort but said I needed to get first place. As he said, “Now, I’m not telling you to ugh ugh,” motioning an injection into his arm, “but you gotta do what you gotta do.” Later, I did, but it didn’t change my standing on the team.

The truth is, I believe it’s incredibly important to acknowledge and address that people have different life experiences. I’ve seen people reach great success in and out of sports, during and after their careers, largely due to the support they received along the way.

Let’s not forget that sports were included in the educational system in the U.S. because of the belief that they build character. Yet, with few exceptions, we don’t evaluate coaches the same way we evaluate teachers or professors. What were the learning objectives for the year in sport? Was the coach effective in helping athletes achieve them? The only “curriculum” sports typically adhere to are W’s, L’s, and sometimes T’s.

As time has progressed, the situation has only become more complicated. With the emergence of NIL (Name, Image, and Likeness) allowing collegiate student-athletes to earn revenue from branding deals, the stakes for athletes are even higher. However, the increased support they’re receiving is mainly focused on the commercialization side of their lives.

In my opinion, this evolution will only widen the power gap between college conferences, with a small percentage of athletes truly benefiting from these changes.

But here’s the thing—have you ever tried to tell someone they needed something they weren’t even aware of yet? Have you ever tried that with a modern sport coach? Or an athletic director? Or a president of a pro sport club? Good luck with that.

I understand the capitalistic context we operate in, and I’m not arguing against it. I’m simply pointing out the limitations the system places on long-term athlete development, especially when the benefits of that development might not reveal themselves for weeks, months, or even years.

This lack of advocacy often leaves young athletes unprepared for the immense demands their sport careers will ask of them. That’s why we believe MindReady is the answer.

Dominic, love having you share your insights with us. Before we ask you more questions, maybe you can take a moment to introduce yourself to our readers who might have missed our earlier conversations?

My journey into sports and leadership development started early, and it’s shaped everything I’ve done since. I grew up in a small town in southeast Texas, where my parents set the foundation for me and my brother by placing a high value on education and involvement. They enrolled us in activities like karate when I was in kindergarten, and by the time I was in 6th grade, I earned my black belt. From there, I transitioned to football, playing through high school, and was fortunate enough to walk onto the Vanderbilt football team during my freshman year. By my senior year, I earned a scholarship, a moment that solidified how sports could mold and shape a person’s development.

That experience inspired my career. After college, I became a strength and conditioning coach, where I learned about the physical and mental demands athletes face. Eventually, I transitioned into academia, earning a PhD in physical culture and sport studies. I spent six years as a professor, studying how sports impact individuals and group behavior, how they intersect with culture, and how they can shape a person’s character. I’ve always been passionate about how sports can influence not just performance, but personal growth.

But here’s the thing: sports don’t inherently build character. There’s a widespread belief that because someone participates in sports, they naturally gain leadership skills and resilience. While that can be true, research shows that character development is highly correlated with the presence of strong support systems. My own upbringing and experience highlight this. I had family, coaches, and mentors who supported me in my development. But not every athlete has that, and it’s often young athletes from underserved backgrounds who fall through the cracks—those who believe sports are their only way forward.

I’ve seen athletes sacrifice everything to pursue their dreams, sometimes to their own detriment. I think back to high school friends who were pushing their bodies to the limit, trying to earn scholarships by playing through injuries that now affect their daily lives. I remember teammates in college who saw their education as secondary, only focusing on the short-term goal of making it to the pros. The reality is, very few athletes make it to that level, and when their sports career ends, the transition into “regular” life can be a tough one. Without the right mental, emotional, and developmental support, athletes can face identity crises, addiction, or unhealthy coping mechanisms.

That’s why I co-founded MindReady. We’re here to fill in those gaps. MindReady is built on the idea that we need to be the resource we wished we had when we were deep in our sports careers. Our mission is to equip athletes with the mental skills and knowledge they need to not just succeed in their sport, but also thrive in life after sports. We specialize in developing mental performance, leadership, and emotional resilience—skills that are essential both on and off the field.

One of the things that sets us apart is our holistic approach to development. We don’t just focus on performance metrics; we focus on helping athletes become well-rounded individuals. We help them navigate the often turbulent transitions from high-level competition to life beyond sports. Our work is rooted in systems thinking—we know that in order to grow athletes into strong leaders, we also have to change the environment they’re growing in. It’s like a plant: no matter how much you water it, if the soil isn’t rich and the pot is too small, the plant won’t grow to its full potential. We help athletes develop, but we also work with the cultures around them—teams, coaches, schools, and parents—to create an environment that allows that growth to flourish.

We’re also aware of the evolving landscape of sports, especially with the rise of Name, Image, and Likeness (NIL) deals that allow college athletes to monetize their brands. It’s exciting, but it’s also pushing athletes to think of themselves as businesses earlier than ever before. While NIL opens doors for financial success, it’s also creating pressure and commercialization that can limit long-term growth if not balanced with personal development. At MindReady, we help athletes navigate this terrain by focusing on their mental and emotional well-being, ensuring that they’re prepared for whatever comes next—whether that’s a professional sports career, business ventures, or life outside of competition.

What I’m most proud of is how we approach athlete development in a way that meets them where they are. We don’t push a one-size-fits-all solution. We understand that each athlete has their own journey, and our goal is to support them in becoming their best selves—whatever that looks like for them. Whether it’s an athlete who needs help managing pressure on the field, or someone transitioning out of a sports career and struggling to find their next path, we’re here to help them thrive.

At the end of the day, MindReady exists to fill the gaps that traditional sports systems often overlook. We’re not just about creating better athletes; we’re about creating better people.

How do you keep your team’s morale high?

To manage a team effectively and keep morale high, think of your leadership like being a good gardener—your team is the plant, and you’re responsible for creating the right environment for them to grow. Just like a plant needs space to spread its roots, your team needs a supportive structure but also the freedom to take on new challenges.

Start with Self-Awareness (Awareity)
It all begins with Awareity, which is the practice of being aware of your own awareness. As a leader, you need to understand your own values and leadership style, and in turn, help your team understand themselves. When people are self-aware and aligned with their purpose, they feel more engaged in their work. Maslow’s hierarchy of needs places self-actualization at the top, and by fostering self-awareness, you’re helping your team reach that peak where work becomes fulfilling, not just a job.
Create Meaning through Learning
Like plants need nutrients, people need meaning in their work to stay motivated. Learning plays a key role in creating that meaning. It’s not just about acquiring new knowledge—it’s about connecting that knowledge to their personal growth and sense of purpose. Self-Determination Theory shows that people are most satisfied when they feel competent, autonomous, and connected to others. By giving your team opportunities to learn and apply their skills in meaningful ways, you’re nurturing their intrinsic motivation, which directly impacts morale and overall performance.
Let Them Make Decisions
A plant can’t grow in a small pot; it needs room for its roots to spread. In the same way, your team needs the freedom to make decisions. Leaders often try to direct every move, but real growth comes when individuals feel empowered to take ownership. Allowing team members to make decisions builds their confidence and strengthens their sense of autonomy. This not only boosts morale but accelerates learning, as they are able to apply decision-making skills in real contexts. Autonomy is crucial for sustained engagement and is one of the key drivers in helping your team grow.
Use Challenges as Opportunities for Growth
Much like a plant sometimes needs to be repotted for continued growth, your team occasionally needs new challenges to stay engaged. This doesn’t mean overwhelming them but offering the right kind of stretch that allows them to learn and grow. Leadership is about balancing support and challenge—continually checking in to ensure your team is being pushed just enough to grow while still feeling supported. This helps keep people from feeling stuck and enables them to achieve their full potential.
Create a Positive and Supportive Environment
Plants thrive with the right mix of sunlight, water, and care. Similarly, your team thrives when they receive regular recognition, constructive feedback, and room to make mistakes. Positive reinforcement and a culture of support help people feel valued. At the same time, allowing room for mistakes creates a learning environment where people aren’t afraid to experiment and innovate. This balance of support and challenge drives both individual and team growth.
Align Individual Meaning with Organizational Culture
To keep morale high, your team’s growth should align with the larger mission of the organization. People need to feel like they’re contributing to something bigger than themselves. When they see how their individual work ties into the company’s broader goals, their work becomes more meaningful. This sense of purpose, which aligns with Maslow’s need for belonging and self-actualization, reinforces morale and commitment.
Conclusion:
As a leader, your job is to listen to your team members, enhancing their environment by providing them the right “pot” and “soil” to grow. Just like a gardener carefully prunes and tends to plants, you must continuously adjust and improve the conditions in which your team operates. This approach not only nurtures growth but ensures a continuous cycle of development for individuals and the team as a whole.

When you model this cycle of support, learning, and decision-making effectively, it becomes embedded in the culture. Over time, this process of fostering growth and autonomy becomes “just the way we do things,” creating a perpetuating cycle of excellence and high morale that benefits both the team and the organization.

Can you share a story from your journey that illustrates your resilience?

One time I had to really lean into resilience was during my time as a walk-on football player at Vanderbilt. To be clear, it was a grind, and sometimes it was grueling. There was also a certain feeling of being an outsider, primarily during my first two years. Some of the so-called leaders on the team treated me like I didn’t belong, which made it harder to find my place. It wasn’t just the physical challenge of balancing football and academics, either. It was about trying to maintain my own standards when others didn’t have to hold me to them. That’s something I still reflect on. It’s tough to push yourself when you know that you’re seen as expendable.

By my senior year, I earned a scholarship, which I’m proud of, but it’s not the whole story. I didn’t get to play in a game, and that’s something I still wish had happened. Every now and then, that sense of missing out creeps in, but I also know that being a scholarship SEC football player is an experience very few people get to have. That realization has been part of the gift, too—taking pride in what I did accomplish, even if it wasn’t the full story I imagined.

That test of resilience, of showing up and doing the work even when you feel a bit like an outsider, came up again when I decided to leave academia. I didn’t have another job lined up when I made the decision. I was a sport management professor for six years, and making the leap into leadership development was something many people close to me didn’t understand. Some of my mentors told me I wouldn’t find a job, and others didn’t even try to support my decision. It would’ve been easier to stay where I was comfortable, but it forced me to ask, “Who am I living this life for?”

That moment—leaving academia with no clear next step—was tough. It felt like a risk, but one I knew I had to take. Just like football, it wasn’t about the flashy outcome; it was about staying true to myself and keeping my standards, even when things were uncertain. Looking back, that resilience has shaped everything I’ve done since. Whether it’s in sports or my career, it’s been about showing up, doing the work, and trusting that it will all come together, even if it takes time to see the results.

Contact Info:

• Website: https://www.mindready.co
• Instagram: @mindready_us
• Linkedin: https://www.linkedin.com/in/dominicgraymorais/