coaching essay sample

Coaching Experience in Sport Essay

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Introduction

In sports, coaching has been fundamental tool managers use to enhance the development of team members. Each coach has given principles and ethics they utilize to achieve the desired outcome. Before commencing the training practices, the experienced must identify key areas that require improvement. Upon identifying the personal needs of a player, the manager formulates the most appropriate techniques that will enable the respective players to gain the necessary professional development. Since teams consist of many individuals, the coaches usually employ various coaching styles, which include democratic, autocratic, and holistic, based on the objective intended to be achieved. Despite the number of players in the team, sports managers ensure each person is respected and treated with the utmost respect. The aim is to make sure the possible ego of the coach remains invisible and the interest of the players is met. The aspect of coaching is an all-around practice that requires the leaders to have different abilities, including motivating, advising, analyzing, and coordinating relevant training programs to meet the development needs of all players in the team.

My Experience with Rugby Team Coaches

At the age of 15 when I was in grade 10, I developed an interest in playing rugby. The school head coach was one of the educators with whom I interacted frequently during class lessons. Following my physical fitness and the urge to enroll in the team, I applied for the chance to join division three of the rugby team. During this time, I had limited skills and competencies required to be an excellent player. In the category, several other individuals did not have the relevant abilities as well. The school had three coaches responsible for the training and development of each of the teams. After some duration and subsequent tests, I managed to break through to division two and then to the main team where I became one of the recognized players. The success of the processes was significantly influenced by the various head coaches. They undertook different roles and commitments to ensure they impart relevant skills to enhance the professional growth of each player. The managers used various coaching techniques that allowed the development to be easier and more achievable.

Coaching Process

Since coaching entails a series of events, the leaders ensure that the players derive maximum professional development to enhance their practices. Generally, it was the duty of the head coach to ensure all the multi-disciplinary approaches are utilized together to facilitate effective engagement. Before setting the goals and objectives for the team, the frontrunner used to take a close observation of each player, especially during training sessions (Sullivan et al., 2021). Afterward, the individual team member was contacted by the trainers to discuss the possible areas that require immediate adjustments. The coaching process was deeply dependent on the philosophy and coaching ethics used in the team.

Coaching Philosophy

The team’s head coach had an outstanding coaching philosophy that applied to the whole training program. According to the manager’s idea, he believed that knowledge and skills are transferable from one person to the other (Cahill, 2022). Based on this perspective, the frontrunner maintained that through effective coaching practices, using appropriate and reliable approaches each player has the potential to improve their talents in sports. Furthermore, the manager acknowledged that through playing games, there is strong character development and confidence which is essential for the growth of an individual. The key components of the philosophy included the objective, the technique used to coach players, and the principles applied.

Before commencing the training session, the coach used to come up with an already prepared objective that the team must aim towards. The trainer first communicates his purpose and expectations once the practice is over. To warrant that the training program is conducted effectively, the manager ensures the atmosphere is positive and accommodating for all the players and the support staff. The approach proved effective because each team member understood the primary reason for the coaching exercise, and thus they worked accordingly towards achieving them. For instance, when engaging in physical activities, the coach always alerted players before preparing them psychologically. The technique proved vital in developing the required attitude for participating in the game. Therefore, it was important to set a clear objective and make it known to the players to facilitate their concentration and commitment to professional development.

To have an effective coaching process, several principles must be applied to facilitate engagement. By definition, sports coaching is known as the training that focuses on individual improvement and that of the whole team members while considering both specific and general performances. Some key principles the rugby coach applies are an emphasis on behaviors, proper order during the training session, rapid correction and instructions, provision of immediate feedback, and use of questions and clarifications. While relying heavily on the stated values, the manager made it easier to handle any possible challenge that could occur to team members. Players as well adapted to the approach, which further simplified the process and created harmony and deep understanding amongst the trainees and the staff members.

Coaching Ethics

Sports attract the interest of individuals from different cultural backgrounds and have varied perspectives. To coordinate and maintain an effective team, coaching morals is a necessary tool. During my time with the school rugby team, the head coach was always applauded, following the respect he accorded the players and the supporting staff. The manager understood that people have different values and beliefs. Furthermore, he considered role differences, ethnicity, age, language, sexual orientation, origin, and socioeconomic status to ensure each player is not treated differently from the others based on attributes (Sabzi et al., 2022). The team reported no case of prejudice and immoral conduct portrayed by the head coach and the assistant. He valued the rights and dignity of all participants, which made the training environment welcoming and accommodating for the various players. In addition, the management set several rules that guide participants’ behaviors in and out of the training sessions. Most of the time, the team was encouraged to respect and uphold practices that embrace moral conduct. For instance, performers were frequently advised to take responsibility, remain fair and apply integrity in every situation they might encounter.

My Experience as a Sports Coach

I have been involved in coaching activities engaging people from different groups, ages, clubs, and gender. I have been exposed to the practice for a couple of years, leading to significant experience in the field. Currently, I am training girls below the age of 16 years to touch rugby and contact rugby as well. In addition, I am the chief instructor for Kids Outdoor Adventure Company, where I coach boys and girls between the ages of 6 to 12 years. Furthermore, I am a certified personal trainer and a CrossFit coach. The mentioned involvements have given me relevant encounters in coaching practices. Since I have been dealing with different individuals, I opted to use the long-term athlete development model as a tool to enhance the ability to improve specific and general improvements among the groups I train.

Long-Term Athlete Development

The long-term athlete development (LTAD) model is a framework created to enhance the quality of physical activity in sports and to allow the players to fully realize their potential and possible ways of exploring them effectively. Coaching is a dynamic program that requires the coach to constantly keep formulating and implementing new training methods that best suit the needs of the performers being trained (Costa et al., 2021). To ensure all my players in their respective groups attain their potential, I employed the LTAD approach to establish the required solution. By definition, LTAD is a properly planned and progressive system that assists in developing individual players. The tool is essential, especially for coaching juniors who are still undergoing various body developments. I used the LTAD to know what to do at any stage of performers’ advancement to enhance their engagement in healthy physical activities. It further provides solutions for handling the players with the talent and drives to succeed in games.

In general, LTAD aims to provide what seems best for the team throughout the training period. It promotes a positive experience for the participants, limiting possible shortcomings that might hinder the engagement of players in physical activities. I adopted the use of the LTAD model because it is applicable in all stages, right from childhood to adulthood. Being that I am dealing with teenagers and some adults, the system provides a proper approach to handling each group effectively. The LTAD framework has seven critical stages that give the coach a platform to guide the training, participation, and recovery process during the involvement (Costa et al., 2021). LTAD is useful since it recognizes involvement and performance-oriented tracks in sports. In addition, the model encompasses fun-based physical literacy necessary for teams aged between 6 to 12 years. The key phases that are making coaching practices include active start, fundamentals, learn to train, train to train, train to compete, training to win, and active for life.

Before applying the LTAD model, as a coach, I considered several factors to ensure that participation, training, and competition were successful. The aspects include physical literacy, specialization, trainability, age, emotional development, periodization, competition, system alignment, excellent task time, and continuous improvement. Each of the mentioned elements significantly benefits the participants and ensures they advance their specific and general physical, intellectual, and mental development.

Periodization Planning

When conducting training activities, I have depended on periodization planning to ensure I deliver the services on time. Since the coaching process entails different activities, it is important to structure and formulates the right period for each training exercise. In most cases, I break the coaching activities into components to be done in sessions, days, and weeks. The approach enables me to be situation specific whereby I bring the required training to enhance the necessary improvement in the team.

Goal Setting

Generally, the participants have different abilities and potentials in the team. To ensure all the performers are engaged and improve their professional development, I create objectives that cover process, performance, and outcome. This is because coaching is a sequential program geared towards unlocking the potential of each player in the team (Cronin et al., 2022). When making developing the goals, I ensure they are specific, measurable, achievable, realistic, and time-bound. The technique has made it easier to impart new skills to the participants in an effective manner.

Coaching Roles and Responsibilities

Coaching is an involving practice that comes with several responsibilities to be performed. Generally, team managers are responsible for planning, organizing, and providing different sports programs to enhance the physical fitness of the team members (Cho et al., 2021). Some of the key roles I play include teaching performers various relevant skills to enhance their abilities in rugby. Similarly, I train different tactics and techniques that players can use during competition. Apart from focusing on physical development, I frequently monitor and promote the overall performance by encouraging the individual participant and issuing positive feedback. In addition, I evaluate and identify the strengths and weaknesses of team members to plan for needed adjustments. Since health is a concern when it comes to sports, I advise the performers and their parents on ways to maintain a good lifestyle throughout their life. Other activities are creating appropriate training programs that suit the demands of players and other support staff.

Coaching Styles

As a coach, the most fundamental aspect of coaching is the style being used. When the approach is ineffective, the overall outcome of the involvement will be insignificant. It is necessary to apply the style that best tackles various cultures and behaviors that might prevent the development of each player (Samson & Bakinde, 2021). I have been using the democratic style to enhance the training of teams. The technique is aimed at making the athletes contribute to every aspect of the training program (Kim et al., 2021). Since I deal with people from different age groups, I usually apply the method to individuals aged 12 and above because they understand what is appropriate for them. The coaching technique enables performers to focus on the objectives outlined by the training program which is essential for their physical development.

Teaching Skills

Coaching a team focuses on skill development and each performer is required to gain the necessary abilities that improve their talents. I subject the players to six levels of training to enhance their competencies in sports. Initially, the player learns the relevant skill by engaging in the learning process (Newman et al., 2021). It is then followed by the aspect of skill mastery through a continuous repeat of the technique. The third phase encompasses adding speed to the already known skill to enhance faster execution. The next step is adding fatigue to enable the participants to understand the impact of tiredness on their accuracy and quality. The fifth stage involves adding pressure to make sure the player can apply their abilities when under pressure. The last level entails decision-making; the performer must be able to make the right decision fast during the execution process.

Coaching is an effective process that allows coaches to teach the players relevant skills to enhance their professional development. It is fundamental for the trainers to understand the needs of each performer before planning and structuring the required training programs. Coaching philosophies and the whole process is vital in ensuring the expected outcome is achieved. By applying the LTAD model, it is easier for the coach to provide proper training for the participants while considering various factors such as age, trainability, and physical literacy. In addition, the coaching style promotes the ability of trainees to execute the instructions. The democratic approach has proved player-centered thus making them remain active.

Cahill, G. (2022). Coaching philosophy:” Why we do things the way we do?” ITF Coaching & Sport Science Review , 30 (86), 7-9.

Cho, H., Kim, S., & Lee, Y. H. (2021). Sport coaches’ positive emotions, task performance, and well-being: The mediating role of work satisfaction. International Journal of Sports Science & Coaching , 16 (6), 1247-1258.

Costa, M. J., Marinho, D. A., Santos, C. C., Quinta-Nova, L., Costa, A. M., Silva, A. J., & Barbosa, T. M. (2021). The coaches’ perceptions and experience implementing a long-term athletic development model in competitive swimming. Frontiers in Psychology , 1626.

Cronin, L., Ellison, P., Allen, J., Huntley, E., Johnson, L., Kosteli, M. C., Hollis, A., & Marchant, D. (2022). A self-determination theory based investigation of life skills development in youth sport. Journal of Sports Sciences , 40 (8), 886-898.

Kim, S., Park, S., Love, A., & Pang, T. C. (2021). Coaching style, sport enjoyment, and intent to continue participation among artistic swimmers. International Journal of Sports Science & Coaching , 16 (3), 477-489.

Newman, T., Black, S., Santos, F., Jefka, B., & Brennan, N. (2021). Coaching the development and transfer of life skills: A scoping review of facilitative coaching practices in youth sports. International Review of Sport and Exercise Psychology , 1-38.

Sabzi, A. H., Golzadeh, F., Aghazadeh, A., & Heidarian Baei, E. (2022). Explaining of correlational model of organizational ethical culture with professional ethics in sport coaches. Sport Psychology Studies (ie, mutaleat ravanshenasi varzeshi) , 11 (39), 195-218. Web.

Samson, A. B., & Bakinde, S. T. (2021). Relationship between Coaches’ Leadership Style and Athletes’ Performance in Kwara State Sports Council. THE SKY-International Journal of Physical Education and Sports Sciences (IJPESS) , 5 (1), 91-104. Web.

Sullivan, M. O., Woods, C. T., Vaughan, J., & Davids, K. (2021). Towards a contemporary player learning in development framework for sports practitioners. International Journal of Sports Science & Coaching , 16 (5), 1214-1222.

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Essay Samples on Coaching

My mentorship expirience in social health care practice.

Mentor is an accomplished senior guide who recognizes the academic and proficiency requirements of a lesser individual while helping the person in question seek after the chances and encounters to meet them. Mentee is the person in the job of 'leaner' in the coaching relationship....

The Difference Between the Three Levels of Listening

It is quite interesting to explain first the difference between the three levels of listening as identified by the authors of 'Co-Active Coaching'. Our listening level differs depending on the role we are playing in a conversation, whether as regular individuals or as coaches, therapists,...

Public Speaking

Track and Field as a Transformative Force in My Life

Introduction Track and field has played a significant role in shaping my life and has had a profound impact on my physical, mental, and personal development. As a competitive athlete, I have experienced the thrill of victory, the agony of defeat, and the invaluable life...

Track and Field

Health Coaching: Motivating Lifestyle Change

As life becomes more fast paced and cutthroat with each passing second, chronic illnesses such as stress, hypotension and chronic pain become more common. What’s most unfortunate about such illnesses is that they do not have a solid cure, as they arise due to a...

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Ideology and Foundation of Coaching Philosophy

In other words, the idealistic rhetoric of a coaching philosophy is unlikely to be seamlessly achieved in the complex and messy realities of coaching pedagogy. Therefore, more authentic and detailed pictures of coaching practice are needed (Hall et al, 2015) A coach’s ‘philosophy’ above all...

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Merits of Listening in Non-Judgemental Coaching

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Psychotherapy

The Rise of Jose Mourinho

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Personality

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1. My Mentorship Expirience In Social Health Care Practice

2. The Difference Between the Three Levels of Listening

3. Track and Field as a Transformative Force in My Life

4. Health Coaching: Motivating Lifestyle Change

5. Ideology and Foundation of Coaching Philosophy

6. Merits of Listening in Non-Judgemental Coaching

7. The Rise of Jose Mourinho

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How to coach teammates: A key responsibility of effective leaders

By Justin Rosenstein & Carly Schwartz

A few months into my career at Facebook, my manager, Yishan, found out that I was rubbing my colleagues the wrong way. Turned out that I was a jerk, and I didn’t even know it!

Left unimproved, this would have thwarted my ability to contribute at Facebook. Fortunately, to my great luck and eternal appreciation, Yishan was determined to see me succeed. First, he asked all of my colleagues for specific feedback about how I was doing—the good, the bad, even the ugly. He then typed up that feedback, printed it out, and asked me to go through it in detail. My homework was to extract the major themes and write a short essay on each one.

While initially a hard pill to swallow, seeing such a clear reflection—and, more importantly, having space to reflect on how to improve—was ultimately both humbling and inspiring. The final list of essays read like a “Management 101” course: listening to feedback, sharing credit, focusing on “we” instead of “me.” I had my work cut out for me.

Effective coaching can have a profound impact on not only the lives of your teammates, but on your entire company. Tweet

With Yishan’s help and support, I chose one theme to tackle first. Along the way, the two of us met regularly, during which Yishan “held space” for me, asked probing questions, and guided me toward specific goals, without interjecting his own ego. Once one theme was sufficiently addressed, I chose another, and then the next. Six months later, he asked the same colleagues what they thought of working with me, and many said they felt like they were working with a completely different person. They liked this person better.

That experience marked a major turning point in my life, fundamentally changing the way I relate to others and even myself. And it’s just one example of how effective coaching can have a profound impact on not only the lives of your teammates, but on your entire company.

Branches on the tree: what coaching is (and isn’t)

A company is a group of people who come together to achieve a goal. So it makes sense that helping the people you hire reach their full potential is an extremely effective strategy. In fact, one study found that leadership coaching delivers an ROI of 5.7 times the cost.

Companies traditionally draw org charts with the CEO at the top, an illustration depicting managers giving commands to reports. But a more empowering view is to think of an organization like a tree, with the CEO on the bottom. The individual contributors are the fruit—the people doing the work—and managers are their supportive branches. Coaching is a key tool for ensuring your teammates fully ripen.

Coaching can be defined as “a development process whereby an individual meets on a regular basis to clarify goals, deal with potential stumbling blocks, and improve their performance.” In other words, you can help people become better versions of themselves by holding space for them to solve problems and accomplish goals. This should happen over the course of a series of one-on-one sessions that occur at a regular cadence. Unlike your regular weekly 1:1s , these meetings should be specifically dedicated to coaching.

I’ve found coaching to be most effective in addressing three areas:

solving problems
developing and achieving long-term goals
improving performance

This takes patience and empathy: Always remember that your teammates are people, not computers whose software you’re upgrading. But it’s worth it. Not only will your team be more capable and better retained, but you’ll grow too, as teaching is one of the most effective ways to learn.

1. Problem-solving: Teaching your team to fish

When a teammate comes to their manager with a problem that needs solving, many leaders’ first instinct is to give them advice on what to do. If you’re good at something that someone else is struggling with, it’s only natural to say, “Here’s what I would do.” But that’s at best a short-term solution. When you simply give advice, your teammates never learn how to solve similar problems for themselves in the future.

Instead, you want to “teach them how to fish.” To adapt the famous saying, “Give your team a solution, and you empower them for today; teach your team how to solve problems, and you empower them for a lifetime.”

Start with active listening: when your teammate brings up the problem they need to solve, reflect back on what they’re saying (“What I hear you saying is…”). Sometimes just hearing a problem relayed back inspires someone to realize they already know the answer.

Think of an organization like a tree, with the CEO on the bottom. The individual contributors are the fruit—the people doing the work—and managers are their supportive branches. Coaching is a key tool for ensuring your teammates fully ripen.

Next, ask probing open-ended questions that can help them come to the answer themselves. Walk them through the thought process you would use. Tell them about your own experiences, and how you’ve seen similar situations go down. Give a specific solution to the problem only as a last resort.

I was once coaching a person on my team who was struggling with another teammate’s perceived unwillingness to take feedback. I asked her questions like, “Can you give me an example?” “Is there a chance the opposite of your assessment is also true?” “How do you want him to feel?” “How can you help him to feel that way?” Through this conversation, she came to her own conclusion about how to approach her teammate: Reassuring him about her respect for him without sacrificing directness .

2. Goal-setting: Big hairy audacious goals

Anyone on a career track should have concrete long-term goals. As a coach, it’s your job to help them identify those goals and then set them on a realistic path toward achieving them, with a timeline of concrete milestones along the way.

For example, a long-term goal might be to take on new responsibilities that are more aligned with their passions; you can help them identify the skills they need to develop to achieve that, and what projects they could take on to develop those skills gradually. As you do this, it’s important to align your teammate’s priorities with the wider goals of the team.

Different people have different goals, so you need to listen and probe to understand each person deeply. One person might want more responsibility, another may want to master their craft, or be a better communicator, or become a leader, or increase their productivity , or feel more confident. What obstacles will they need to overcome? What habits do they need to outgrow? You can ask them to introspect on these questions, and you can add your own answers based on your experience.

Many people need help figuring out possible goals, especially when they’re early in their careers; they may not know what their career options are. Throughout the course of these conversations, try to unearth their real goals, not just their stated ones. Many people will say that they want to become managers, when their real goal is to have more influence and recognition; you can help them identify other paths to achieving that goal.

Once goals have been identified, it’s your job to help set realistic expectations about how long it will take to achieve them. Create intermediate milestones and a plan for tracking progress towards them. Emphasize the value of the journey, rather than being focused on the particular outcome. Ultimately, they should develop their own framing and phrasing of the goal, but you should provide a lot of feedback and input.

I often like to set “BHAGs” with teammates—big hairy audacious goals, moonshot aspirations that at first seem impossible to reach. In early 2014, I was coaching Tyson, the designer on our mobile team. His goal was to do world-class design, but at the time, our mobile apps were only so-so. The BHAG we came up with was for Asana to be recognized as having one of the best mobile apps in the world. Since then, thanks to a team effort to which Tyson was central, we’ve won many mobile design awards, including Google’s own Material Design Award . This may never have happened if Tyson’s goal had been to just “make Asana mobile better.”

3. Performance improvement: Tough conversations

An inevitable part of any leader’s role is to give constructive feedback to a teammate when something isn’t going the way it should be. These can go poorly if done without mindfulness; if done well, they can be a huge source of growth and gratitude.

In these conversations, it’s important for them to know you’re on their side. Be empathetic and maintain eye contact in order to maintain a consistent and trustworthy presence. Disclosing your own weaknesses (“I totally get it; I’ve been there”) can help create a space of trust.

Energetically, you want to be centered. That is, you want to avoid leaning back: beating around the bush, sheepishly prefacing with “Oh, hey, this isn’t a big deal, but…” But you also want to avoid leaning forward: scolding aggressively, making the situation feel dire. Instead, remain in your center, like a calm mountain. Be direct, without judgment.

Speak objectively about what you’ve observed and about your own experience. “I see you doing X. When you do X, I feel Y.” Explain why this matters to you—how you think the issue is impacting their effectiveness or the success of the team. Listen deeply to their perspective on it, and be genuinely open to having your mind changed. Help them come to actionable steps about how they can change. Create homework. Then, check in on next steps, homework, and your sense of progress at every 1:1 until you mutually agree the issue feels resolved. Once it is, celebrate!

An inevitable part of any leader’s role is to give constructive feedback to a teammate when something isn’t going the way it should be.

I once worked with a leader who seemed to be lacking intellectual curiosity. I would see people share good ideas with them, and they would smile and nod, but the ideas never made it into the plan. I don’t think they even realized they were doing it. So I gave them feedback. I collected examples anonymously from several people, including their descriptions of what happened as well as how it made them feel. I set up a meeting dedicated to working through this feedback, and compassionately shared the examples I’d collected, as well as my own experience: “When I share an idea with you and don’t engage with it, I feel discouraged. I wish that when ideas were put forth, you took the time to actually consider them, and, if you don’t like the idea, to at least explain your reasoning.”

And it worked: they had been blind to this pattern and hearing how their behavior affected others stoked a new self-awareness. But had I given the feedback less skilfully, I’m not sure it would have landed: leaning too far (“You’re not listening!”) may have triggered unproductive defensiveness. Leaning too far back (mentioning the problem in passing without clear examples) may have just given them one more piece of feedback for them to ignore.

Coaching is a competitive advantage

In Atul Gawande’s TED talk on the importance of coaching , he recounts the origin of coaching in sports: “In 1875, Harvard and Yale played one of the very first American-rules football games. Yale hired a head coach; Harvard did not. The results? Over the next three decades, Harvard won just four times. Harvard hired a coach.”

The bottom line: As leader of a team, you want your team to succeed in accomplishing its mission. You’ve likely put in a lot of effort to find and recruit the talented people you’re working with. It’s worth it to continue investing in them, to help them be as great as they can be, both for the sake of your project, and for the sake of their natural desire to become great at what they do. Coaching is a highly leveraged way to up your team’s game, making you better and better at doing great things together.

Ready to implement a few of these practices? Here are a set of questions to guide your coaching sessions:

Assessing how things are going:

How are you feeling?
What went well this week?
What’s exciting to you right now?
What’s bugging you?
What are your priorities?
What are your goals? Specific action plans for working toward each one?
What are the biggest challenges you currently face?
How can I and the organization can assist you?
Is there anything preventing you from an unqualified “yes” to the question, “Is this organization the place where I can do my best work?” What obstacles can we remove?
How challenged do you feel at work? Do you wish you were more, less, or differently challenged?

Role reflection:

How do you view yourself in your role?
Is there an area we should give you more space, sheltered from the day to day, to shine?
Are there new approaches you’re interested in experimenting with in how you do any part of your role?
How would you appraise your current skills and abilities?
What’s your pie chart of what you working on? What do you want it to be?
Where are you being under-leveraged?
Where would you like to develop?

Career reflection:

If you were having the best workday ever in your ideal role, what would your schedule look like?
Where do you get your job satisfaction from? What do you find most fulfilling and rewarding? What matters to you most?
What’s most unique in your skill sets?
Where have you been most successful in the past? What do those experiences have in common?

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Coaching Essay Examples

Discussion on college coach’s pay.

For a few years now, there has been a big debate on if college coaches are getting paid too much. This has been a big argument, and it has been back and forth between college players should get paid, and college coaches shouldn’t get paid...

The Rise of Coaching and Tuition Centres: Examining the Trends

What are coaching and tuition centres for? Well when educational institutions are not fulfilling their purpose, the tuition centres come in aid to students who want to fulfill their educational needs. As a result, most of our educational institutions have lost their utility, and parents...

NBA & Coaching Career of Alvin Gentry

Ships need Captains, an army squadron needs a Lieutenant and a basketball team needs a coach. Coaching is the less celebrated part of any sport, as the players usually hog all the media attention, yet it is a job that someone has to do. Cue...

Appreciative Inquiry in Coaching and Counselling

Appreciative inquiry is a coaching approach for change management that emphasis on what is functioning well, analyzing why it is functioning well and then accomplishing more of it to develop towards that path. The process of appreciative inquiry requires a specific method of asking guided...

Famous Face of College Football History: Tom Herman

When it comes to college football, the American football coach, Tom Herman is a well-known figure in the sport. He has achieved tremendous success over the years while serving as the coach of various collegiate teams as he is currently associated with the University of...

The Influence of Coaching and Cognitive Load on Children’s Lying Behavior

The purpose of studying children’s lying behavior is to give valid reasons on why children begin to lie early in life in order to conceal their wrongdoing. However, at many times children are coached to lie and it is harder to detect the lie when...

"In Search of Excellence" by Thomas J. Peters and Robert H. Waterman: Analysis of the Attributes of an Excellent Company

An attempt is made by authors to understand the relationship between the performance and the eight attributes. Old theories were considered to be less ambiquious and more straight forward, but they were not of real life implication. It’s found that managing the paradox is one...

Richard Simmons and His Career as a Fitness Guru

Not many people know that the fitness guru Richard Simmons was actually overweight and frustrated by fad dieting during his formative years. His career as a fitness expert was well informed by his youthful experience and he has since created a handful of aerobic DVDs,...

Psychosocial Principles of Coaching in the Movie Remember the Titans

Remember the Titans is a classic film that illustrates the actions of a coach integrating a racially divided team. Through this process, both the athletes and coaches go through some psychosocial principles to get them to put their differences aside and come together. Several psychosocial...

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