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Building Coaching Teams
Development Editor David Simms looks at methods to develop a successful team. | | For business minded coaches, building an effective team of coaches is a necessary pre-requisite for optimum financial and delivery success. At any time a coach can only be in one place at one time - this is a major constraint to expansion !
I have found coaching teams and assistants to be an important factor in the effectiveness of the programmes I have directed in Brent, Alverstoke and Liverpool and many of our staff have since graduated to greater things (e.g. Martin Weston is now an LTA Performance Director, Nicky Shannon and John Purcell both now TDOs at Manchester and Aberdeen respectively) and this is a source of great satisfaction.
Therein lies an overall key lesson - always look at the situation from your staff's point of view. Be attentive to assisting them achieve their own career development rather than regarding them as a mere source of additional income and they will show you great loyalty and work ethic in return.
How do you start a coaching team ?
The biggest potential source of 'future coaches' is amongst the ranks of your junior players. Most of us well feel comfortable employing someone we know and trust and they will be familiar with the way we work.
Look for the possibility of getting potential future coaching assistants involved as volunteers in the first place (you can always give them free squads in return). Remember, they'll be apprehensive to start with and because of inexperience you will have to provide firm guidance on exactly what you require and what you want taught.
As your programme develops, you can look at using coaching assistants in a wider role and giving them greater responsibilities. What qualities should we be seeking in our assistants?
1. Reliability, honesty, loyalty. This seems obvious, but don't even consider anyone who won't be fully supportive to you.
2. Future potential. We are all only too aware that coaching is very much 'not what you are, but what others think you are'. Look at where your assistant could be in two years time and the image they could develop. Personal as well as playing credibility should be taken into account.
3. Abilities that complement rather than correspond to our own. This is significant, especially for coaches who may not be star players any more ! There's good mileage in bringing young assistants of a high playing level on board to work with strong juniors, etc. Equally, look for other areas which require specialist qualities - a Short Tennis programme is a great place to start keen assistants off.
What should we offer in return ?
1. Line management. Employees work best when they are given clear leadership and direction. Involve the assistant in programme planning, and where relevant, decision making. Set a positive example - their effectiveness will be directly related to their level of respect for you.
You need to be firm but fair - ensure your assistant is always on time, dressed in relevant attire and keeps accurate records. Don’t accept anything less than 100% in these areas.
2. Guaranteed work. This is obviously a very important consideration for the assistants peace of mind and security! Before looking to employ anyone, have their potential work programme already mapped out. Make sure you always pay them on time - they will rely on the income from you. Be aware of your responsibilities towards their day to day existence.
3. Opportunity to specialise. Employees thrive on responsibility and the chance to act on their own initiative. Find an area or particular session which your assistant will undertake. Ensure they get paid a premium for this, conditional on satisfactory work in other areas. Some possible ideas are: Short Tennis outreach sessions, stringing, running junior teams, etc. If your assistants have capabilities in these areas - use them!
4. Career development. Show the assistants that you care about them even if it's possible that they may only see work with you as a temporary start - if you are seen to be a fair and benevolent employer you will have little difficulty finding people to work with you.
It's a good policy to meet regularly with your assistants on a one to one basis to discuss their development. Encourage them to attend in-service training and take further qualifications.
5. Equipment support. Provision of kit and rackets will be appreciated. It's not too hard if you already have a deal with sports companies to get it extended to include your employees.
Financial aspects
As we've discussed, from a commercial point of view team building makes a lot of sense. Here are some ways you will benefit.
1. You can put on more than one activity at a popular time, e.g. 4-6 pm after school or Saturday morning, thus potentially doubling your income potential.
2. You can use the assistant to build up stringing and regripping business.
3. You can take holidays!
4. You can recoup a percentage of the assistant's individual lesson income. If you're doing the marketing and providing balls/equipment, probably up to 25% is fair.
5. The assistant will certainly bring new business to your programme on groups, etc. Possibly some of this 'surplus demand' is from clubs with only one coach!
Conclusion
Properly managed coaching teams are a key ingredient of successful development programmes and a must for coaches intending running their own operation on a long-term basis.
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