What it takes to be a modern-day coach (Part 1)

There was a time when people believed that a head coach’s job was simple as to win.

In fact, that wasn’t enough, it was about achieving the maximum results from the resources invested. Or, in coaching term, getting over 110 percent.

While this overall game plan hasn’t altered, there has been a fundamental change in the main role and responsibilities of the modern coach – mentor.

And nobody understands that better than the recently fired Australian women’s football head coach, Alen Stajcic.

Expectations have never been low, it’s getting higher and higher: nowadays coaches are not only strategists, tacticians, but also psychologists, doctors, salespeople, philosophers, influencers and parents.

Being responsible for on-field performance through to build organisational culture, the coach is the “front window” of the modern day sporting organisation.

And when the performance is poor, the coach is always the first one in the line that get fired.

“Very rarely does coach resign or retire. There’s a little silver bullet incorporated with your name and it’ll get you, sooner or later”.

A head coach is considered a ‘developer’ or a coaching guru, Malthouse holds the record of the most (718) VFL/AFL games coached and he achieved three premierships in a career which lasted more than 30 years.
“I wasn’t born and raised with patience, but the fact is that everyone has to have a reasonable amount of patience to realize that people is different in nature.” Malthouse shared.

But there are so many things support staff can do, and unable to involve key stakeholders such as fans and the board management can prove to be as costly as a poor winning record.

Social media will kill them and the majority of it has to do with how you’re are written in the press, which in turn impacts on the analysis of supporters, as well as the board.