Coaching content provided by the NSCAA

A Good Coach and Manager
(Part 1 of 3)

Off-field activities must be organized and work delegated
By Karen Stanley

Player management
Individuals within the team structure - Remember that all players are different. Each has strengths, weaknesses, personalities, come from different backgrounds, etc. Coaches must adjust to each person on the team. Find out what each person reacts to best and coach accordingly. Remember, people first want to know that you care.

Motivation and coaching styles - The first thing to determine is why is this person turning out for soccer? What is each individual's expectation of the experience? What coaching style does each player best respond to?

Treating the players with fairness - There is a difference between treating players fairly and treating them the same. No exceptions should be permitted in applying team rules. Remind players that you don't yell, you talk loudly due to outside distractions and there is a need to be heard. Also emphasize that during a match people are being addressed as players, not as people.

Talents of each individual - All players bring a talent to the team. What is it? Try to find roles for those who will see little game action. Discover their talents and utilize them within the team setting.

Communication - Establish that you know that it is "their team." But let the players know that there is a certain expectation you have for them. "This is what I expect" needs to be repeated often. When coaching during a game, eye contact must be made by both the coach and the player. After there has been some dialogue, the player needs to respond (i.e., "okay coach"). Both players and coaches should demand honesty from each other. Use the "sandwich approach" when you critique a player's performance. Surround criticism with praise. Criticize the performance; praise the individual. Emphasize that objectivity is necessary for individual and collective improvement and when you do criticize, it is directed to the individual as a player, not to the total person.

Quality individual time - Remember that, as a coach, you are a very important person to each player. Find time to talk to each player on the team each day. While doing so, make eye contact.

Expectations - Learn from the past; establish new goals each year. Work with the captains in carrying out these goals.

Behavior management
Expectations - Be specific with what you want from them and what they can expect from you.

Captain(s) - Choice should ultimately be made by the coach. Votes can give the coach some indication of the players' preferences, but the coach has 51 percent of the vote.

Teaching and developing leadership - Have players take leadership training courses. Place players in public speaking roles. Leadership development is a major responsibility of the coach.

The prima donna player - Usually a vain, undisciplined person. Be demanding. Keep a close rein and record the player's positive and negative actions. The documentation will be needed if you dismiss the player from the team. Have the player, parents and your athletic director co-sign as events emerge. Evaluate how much time this player is demanding of your coaching time against what is spent on the rest of the team. When it gets out of proportion, ask the player to leave the squad.

Acceptable versus unacceptable behavior - List these expectations in your list of team rules: o Reputation - One bad example, one poor judgment can affect a person's viewpoint of the image of your team. "A team is as strong as the weakest link." o Lifelong values - The objective of coaching is to make a difference in players' lives. Instill good values (punctuality, ethics and morals, respect, communication, dealing with adversity, reliability, leadership qualities) in your players. Coaches have an opportunity to make a difference by everything we say, do, believe in and teach.