Auditing Your Coaching Staff
In a recent blog post, we discussed End of Season Duties. They include collecting equipment, doing inventory for loss or damage, scheduling reconditioning, hosting player meetings, establishing your “wants and needs” list for next season, scheduling a date for your banquet, creating the off-season strength & conditioning program, identifying professional development opportunities, doing video analysis of the past season, scheduling dates for Spring Ball, and most importantly thanking the many contributors who all aided in our program’s success. The last duty prior to getting the next season kicked off is the auditing of our coaching staff.
We have two priorities in regard to our coaching staff. One is that they are happy in their role and two is that they are productive in their role. We break up our coaching assignments into five categories: Administrative, Coaching, Gameday, Practice and Video. Below are roles for head and assistant coaches. For the sake of this article, let’s assume I’m discussing a small to medium sized high school staff where coaches address multiple roles across offense, defense, and special teams. Larger programs may have the luxury (or necessity) of specializing in smaller position groups on one side of the line of scrimmage. Nonetheless, one should apply the same principles of auditing more specialized roles as well.
Table 1: Coaching Roles Worksheet
After all other End-of-season duties have been completed, we meet with each coach individually to review each assignment and get discuss if it is the best use of their talents and something they enjoy doing. Most of the conversation follows the path of “What are we doing well?” and “What do you think we can do better?” I suggest applying those questions from several perspectives:
- What are we as a team doing well, and what can we do better?
- What are you as a coach doing well, and what can you do better?
- What am I as a head coach doing well, and what can I do better?
Perspectives matter: “Where you sit determines what you see.” The minor shifts in perspective posed by phrasing the same question in slightly different ways has the potential to open a much broader view of your coaches, your staff, and your team.
While the tasks and responsibilities outlined in the assignment table are tangible touch points for a specific role, there are also other considerations common across the staff. We are all responsible for leading, teaching, and mentoring those in our care. From a leadership perspective, we discuss each coach’s personal example; both on and off the field. It’s our responsibility to model the character and behavior we hope to cultivate in our players, and to feed the culture, beliefs, and values of our team. Let me emphasize, I don’t expect Sainthood or perfection. We are all human and all make mistakes. I try to set and convey expectations for character and personal example in order to better serve our athletes and team. If we are to grow as leaders, and if I am to realize my goal of helping assistant coaches maximize their potential, we should consider leadership performance as well as the categories highlighted in Table 1. Assessing both tangible and intangible aspects of performance helps clarify and confirm expectations and understanding, ultimately guiding both staff members and our team to future success.
Coach Rich Alercio is available to discuss team building, coaching philosophy, X’s & O’s, or teach his O-Line “techniques in the trenches.” Contact Coach at firstname.lastname@example.org and share http://www.olineskills.com with your colleagues and friends. Thanks for your time!