A coach is required to have more non-coaching skills such as time management and delegation which are crucial for undertaking a more diverse off-field role.
Today, the new-age mentor needs a holistic approach to cope with the board, sponsors, and media. The older coaches would have suffered today unless they changed to adapt no matter how great they were with coaches. It’s true as at the end, they are judge.
Knowing their role is one thing, knowing the athletes is another very heavy responsibility for coaches. Lisa Alexander has been the head coach of the Australian Diamonds netball team – the nation’s most successful outfits since 2011 and ever since, she has creating really wonderful young people.
In such a demanding “24-hours-a-day” role, prioritising is integral when it comes to take care of athletes and staff. By creating an emotional attachment when the priorities get too close, you don’t protect the position of head coach.
From the changeroom to the boardroom
The old-school coaching model of taking training and managing game day has become a relic, similar to the role of the captain-coach – rugby league coaching stalwart Matthew Elliott shared. He worked for more than 20 years in the elite environment and is now the founder of a wellbeing company that uses a high-performance sporting model to support the corporate sector.
While he realizes the role of the current coach is “beyond definition”, Elliott understands the position hold a high level of responsibility, accountability to craft the foundation of the team’s culture and to conduct the team, on and off the field. It requires strong collaborative otherwise, it’s flawed.
The coaching goalposts of two coaching are not the same, there’s no one-size-fits-all prototype. Some coaches prefer to based on human relationships, others keen on wheeling and dealing, and then some are the tacticians and strategists while a rare amount will excel in all areas.