|
|
Post by lbedwards on Apr 13, 2020 18:36:53 GMT -6
Hey coaches,
I hear the phrase “He has a plan” frequently. It is used used when a new head coach first comes into a program. As I understand coaching, a plan involves some, if not all, of the following elements:
1) Strength & Conditioning Program
2) Systematic teaching progression of O, D, and ST
3) Relationship building with student-athletes, parents, school personnel, community, booster club, etc.
4) Staff assembling with role and responsibilities
5) Youth program involvement/development
Most things not listed would fall under one of those category headers. My questions are: Am I missing something? Is “the plan” some esoterical and mythical construct that only the initiated understand? Or is “the plan” a simple, straightforward process of good work? Lastly, is it strange for a new head coach to not have a plan?
Thanks in advance.
|
|
|
|
Post by chi5hi on Apr 14, 2020 2:33:32 GMT -6
Hey coaches, I hear the phrase “He has a plan” frequently. It is used used when a new head coach first comes into a program. As I understand coaching, a plan involves some, if not all, of the following elements: 1) Strength & Conditioning Program 2) Systematic teaching progression of O, D, and ST 3) Relationship building with student-athletes, parents, school personnel, community, booster club, etc. 4) Staff assembling with role and responsibilities 5) Youth program involvement/development Most things not listed would fall under one of those category headers. My questions are: Am I missing something? Is “the plan” some esoterical and mythical construct that only the initiated understand? Or is “the plan” a simple, straightforward process of good work? Lastly, is it strange for a new head coach to not have a plan? Thanks in advance. Sounds about right, but don't overthink this. I wouldn't dwell on your #3 or #5 too much. That much on your plate gives you ulcers 'cause there is really very little you can do. Try it for a couple of years and see for yourself. Now...If you win...(1) the kids have fun, (2) the parents will love you, and (3) the boosters work harder so they can feel like they're part of it all. The community, well...that's the school's job, and the youth development is overrated IMO. It ends up being a Farm Team and THEIR coaches will get tired of being YOUR AC's without pay. Things fall into place when you win. The winning part is up to you and the staff. Get the staff and kids to buy into your philosophy and program...they'll follow you anywhere and the boosters sell more T-shirts. Anyway, that's my 2 cents. |
|
|
|
Post by coachjm on Apr 14, 2020 4:22:15 GMT -6
Hey coaches, I hear the phrase “He has a plan” frequently. It is used used when a new head coach first comes into a program. As I understand coaching, a plan involves some, if not all, of the following elements: 1) Strength & Conditioning Program 2) Systematic teaching progression of O, D, and ST 3) Relationship building with student-athletes, parents, school personnel, community, booster club, etc. 4) Staff assembling with role and responsibilities 5) Youth program involvement/development Most things not listed would fall under one of those category headers. My questions are: Am I missing something? Is “the plan” some esoterical and mythical construct that only the initiated understand? Or is “the plan” a simple, straightforward process of good work? Lastly, is it strange for a new head coach to not have a plan? Thanks in advance. That is a pretty good list we have always broken our plan like this. 1. Culture- Positive environment that people want to be part of, coach/player/booster 2. Strength and Conditioning Program 3. Scheme, being sound and consistent in O, D, and ST 4. Staff infrastructure building a crew of like minded men that compliment each other. 5. Recruitment, this ties to our youth programs and what not, build a relationship and sure the infrastructure encourages and grows participation and enough participants when the kids get to your program. 6. Future planning and retention, helping players move to next step phase in life college football, job connections, ect and building deep and strong relationships which encourages them to stay in the program. These go hand in hand in my opinion. To take a little different perspective as chi I think relationships with those folks in your number 3 is huge. However, to his point they aren't always positive (especially if your losing) so be kind, be helpful to others and in the end they will be a lot better then if you are trying to control or manipulate those). Likewise with 5 I think the relationship with the youth programs is really important but it isn't about them running your schemes or you leading them specifically in anyone direction it is a matter of you just showing appreciation for their time and be willing to support and help them if they want it. I have found building good relationships with the coaches has built stronger relationships with dads in my HS program later (they tend to be the same guys). |
|
|
|
Post by carookie on Apr 14, 2020 10:02:40 GMT -6
I would say about half the programs out there have a 'Plan' that focuses on the same things you established; the other half have systems for play calling, access to a strength training routine, a calendar, and maybe a grab bag of other things theyve picked up along the way.
Of those half that have a plan, I would say about half of them actually have a detailed outline of the process through which they will achieve the goals of their plan. I have been a part of championship teams that had a plan, but lots of gaps in the process of how to achieve those goals (talent can cover up a lot).
That being written, be wary of someone who says, 'they have a plan' or 'trust the process' and just leaves it at that. I have known many places where that is code for, 'I dunno but I don't want to be challenged because I am the boss.'
|
|
|
|
Post by lbedwards on Apr 14, 2020 11:21:45 GMT -6
Thank you for chiming in. I tend to over-analyze things anyway so when I hear about someone having "a plan" and then I hear their plan I think "Duh." I don't mean that in a derogatory sense by any means. I just think assuming a leadership position necessitates a plan. How else can someone lead if they do not know where they're going?
On another note, how detailed do you think a plan should be? I've seen some that are executive level strategic planning documents while others are bullet-point generalizations? I tend to lean somewhere in the middle. In other words, for the HC the plan should be strategic planning document-esque to keep him on schedule, while what is presented for public consumption is more bullet-point generalization.
|
|
|
|
Post by carookie on Apr 14, 2020 11:30:31 GMT -6
Thank you for chiming in. I tend to over-analyze things anyway so when I hear about someone having "a plan" and then I hear their plan I think "Duh." I don't mean that in a derogatory sense by any means. I just think assuming a leadership position necessitates a plan. How else can someone lead if they do not know where they're going? On another note, how detailed do you think a plan should be? I've seen some that are executive level strategic planning documents while others are bullet-point generalizations? I tend to lean somewhere in the middle. In other words, for the HC the plan should be strategic planning document-esque to keep him on schedule, while what is presented for public consumption is more bullet-point generalization. I think every plan should explain every step required to achieve the stated goals; and be explained in such a way that a new member to your staff, with no football background, could understand precisely what is required of them if they had to fill in any job. With that in mind, you should review it to eliminate redundancy and get rid of anything that is ancillary. Keeping in mind that vigorous planning, like writing, is concise. |
|
|
|
Post by coachjm on Apr 14, 2020 16:41:13 GMT -6
Thank you for chiming in. I tend to over-analyze things anyway so when I hear about someone having "a plan" and then I hear their plan I think "Duh." I don't mean that in a derogatory sense by any means. I just think assuming a leadership position necessitates a plan. How else can someone lead if they do not know where they're going? On another note, how detailed do you think a plan should be? I've seen some that are executive level strategic planning documents while others are bullet-point generalizations? I tend to lean somewhere in the middle. In other words, for the HC the plan should be strategic planning document-esque to keep him on schedule, while what is presented for public consumption is more bullet-point generalization. As detailed as needed for the leadership and coaches to execute the plan! This varies greatly from person to person and staff to staff. |
|
