The Role of the Coaching Director

The relationship between the Board of Directors, the Executive Director/Office Manager and the Coaching Director is one of the most difficult to understand and manage effectively in youth soccer. 

A Coaching Director or Director of Coaching (DOC) is hired by the Board of Directors and/or the Executive Director to meet defined technical need of the association – the development of players and coaches within the organization – and must meet the requirement for the position as defined by the United States Soccer Federation.  In most cases the DOC has more coaching education and coaching experience than any board or staff member. 

This sets up a classic confrontation that must be avoided and/or carefully managed.  The confrontation is between the real desires of the board or Executive Director to set policies over matters that they are less experienced in than the DOC and the real desire of the DOC to insure that the policies are valid in the context of US Soccer and US Youth Soccer coaching policies and practices and in the best interest for the development of the coaches and players.

As stated above for the Executive Director, in a non-profit organization, boards primarily govern and staff primarily manages. It is incumbent on the DOC to ensure that the board is given full and complete information on current coaching and developmental theories and practices to allow them to formulate programs and policies that are appropriate for the audience – players, coaches, etc. Each party in this relationship needs to understand its own responsibilities and those that fall in the other's purview, and the way in which the board and technical staff conduct their business needs to reflect this understanding. Clear expectations for the board and the coaching director need to be established and maintained, because a board that is overly active in management can inhibit the organization's effectiveness.

Ultimately, the ideas and actions of the Coaching Director, perhaps more than the will of the board, will influence the nature of player and coach development programs in the association. The Coaching Director must help determine which issues the board will address and to assemble the information that shapes the discussion, this individual can guide the board towards a true developmental.

The following are three specific methods that the Coaching Director can take to help the board govern more and manage less:

Use a comprehensive strategic development plan that has been developed in conjunction with the board, and supplement it with regular progress reports. This can be a useful tool for the board as it develops its own annual work plans, and will keep the board's sights focused on the long term development goals and mission of the organization. Regular reports based on this plan will keep board members apprised of progress toward organizational goals, and provide part of the basis for evaluation of the coaching director.

Provide the board and executive director with relevant materials before board meetings, and explain why the materials are coming to the attention of the board. Let board members know how specific agenda items relate to the organization's larger mission, and what kind of action or discussion is desired of the board on each item.

Provide the board with relevant materials regarding all phases of player development and coaching education including information provided by US Soccer and US Youth Soccer.  Let board members know what other state associations, the regions and the national organizations are doing to enhance player development and coaching education.  Being an effective coaching director requires a constant commitment to continuing education, the same is true for a board of directors and Executive Directors.

Facilitate board and board committee discussions so that the board stays focused on the larger issues. Refer to set policies that define the limits of the board's decision-making power, and strive to engage the board in a dialogue among themselves that leads to consensus-building.

Chain of Command – who the Coaching Director reports directly to differ from state to state.  In some cases the DOC reports to the Executive Director who may or may not have a technical background.  In other states, the DOC reports directly to the President or another board member or committee.  These may or not have a technical background as well.  In all cases, it is prudent for the DOC to refer to Items 1 through 3 above to insure that his direct superior is fully informed and aware of the issues the DOC is dealing with and is able to evaluate the DOC’s performance and activities.