Welcome back! The thoughts on my mind this week lend themselves to something that is one of the more misunderstood, undervalued parts of coaching: building a coaching staff.
For those of you who do not know, I accepted a coaching job at a new school this offseason. It was a change that our family did not anticipate, but we embraced when the door was opened for us.
One of the most important aspects of taking on a new job involves building out a coaching staff. Therefore, I wanted to give some insight today into my thought process during my efforts to build out the most effective coaching staff.
Efforts to build out a coaching staff come from one of two areas: personal network and available applicants. There are pros and cons to each of these options.
Finding a Coach: My Personal Network
Relating to personal networks, I am more likely to think highly of people that I have prior experience with. I think that is attributable to human nature. Because there is already a foundation of familiarity built, it is much easier to trust those people when bringing them into the fold and incorporating them into the fabric of the program. I am familiar with their strengths and weaknesses as coaches, so there are few surprises. However, when relying on a personal network, the downside is either that the network isn’t quite as expansive as it needs to be or I am blinded by the familiarity and cannot honestly evaluate if that individual is a good fit. It requires constant massaging on my own personal awareness to ensure that I am making the right decision.
Finding a Coach: The Applicant Pool
The other option is using the available applicant pool. Using the applicant pool allows me to cast a wider net in search of the right fit or the best candidate. It might allow me to come across an individual that I have not known prior who offers a new perspective or skillset to help push the program forward. A variety of viewpoints is, in my opinion, necessary for an organization to achieve at the highest level, provided those differing viewpoints are handled in a healthy manner. The downside of the pool of applicants relates to the aforementioned trust. Since I do not know these people yet, I have to be more diligent in evaluating their intentions and personalities to ensure that they are the right fit.
The role of assistant coaches is vital in the success of any athletic program. There must be unquestionable trust and alignment amongst the coaching staff in order to organize practice, handle stressful moments in and after games, and deal with the issues & concerns that arise over the course of an athlete’s career, amongst other things. This is where the alignment and trust come into play so heavily. As the head coach, I am responsible for everything that happens within our program. However, as one person, my eyes and ears are not perpetually available to notice everything that needs my attention. This is the primary area where the value of the staff as a whole is recognized. When they see something that needs to be corrected, are they willing to uphold the standard of the program? Are they able to communicate shortcomings in an effective manner? Do they have the character to address these things even when it may be uncomfortable? Have I given them the freedom to be themselves within the confines of the program so that they feel comfortable COACHING the person & the player, in that order? There are the questions that must be answered along the way.
Why Care Who You Bring In?
Having the right people in the building is of the utmost importance. I firmly believe that the most critical part of developing culture is WHO you let be part of it. That involves assistant coaches that I can trust as people of character. Trust does not necessarily relate to a baseball philosophy perspective. It is primarily referring to their willingness to make sure that the right things matter: the character development of the people inside of our program. Differing philosophies is not a bad thing, as long as it is effectively communicated within the coaches office amongst the coaching staff, and stays in the coaches office when it is time to get to work.
It is my responsibility to create the right environment for my coaching staff: one where they can grow as coaches and people and are able to identify & execute what they do best for the benefit of the players. It is also my responsibility to surround the players with the right kind of men: men who can showcase the pillars of the program and the character traits that we are seeking to develop daily, who can embrace servant leadership, who can effectively reach each player, and who can display the grace, resilience, and unrelenting expectation that is required to help boys become men.
Because of these elements required to build a cohesive staff, the process of hiring assistant coaches is not easy. It is a patient, intensive process to ensure that we are all pulling the rope the same direction, because the boat can’t set sail if it never gets out of the harbor.