Michigan Football: Coach’s Corner — How to Make Leaders — Part IV

Posted at 5:00am — 8/11/2012

Michigan Football: Coach’s Corner — How to Make Leaders — Part IV

There must be one underlying assumption placed forward before continuing: It can be accepted that all teams need leaders and that some leaders need little development, but many players need to acquire leadership through training that is capable of identifying leadership skills and providing as an end increased leadership skill.

The first quality that a coaching staff must take into consideration is to what degree does the athlete want to be a leader? It is an uphill battle if an athlete holds an attitude against being a leader, whether this is stubbornness, fear, insecurity, or whatever. Some are simply so timid that the role of follower, discussed above, is relished. If this player is young, things may change. If not, the energy is better served with another athlete.

Historically, coaches have simply identified the most skilled athletes and asked them to be leaders. As previously stated and implied, this model is fast changing. Still, coaches instantly see the most talented, the most charismatic, the player everyone else wishes to be around. And this is where leadership can start, but this is certainly not the end.

Coaches also can see intensity, quiet or vocal, coaches can see who is teachable and skilled enough communication-wise to help others. Coaches will see, regardless of overall talent level, who will compete, has the toughness to compete, and will not fold up like a five-dollar lounge chair. Mental and physical toughness indicate potential leadership.

Coaches will look at high character, more valued now than ever. The player who does things right, again regardless of talent level, takes a stand for what is right, and equally encourages others to not engage in negative activities is a leader. This type of leader rarely complains and just gets it done, frequently not seeking fanfare, but enjoying when his good works have been noted and validated.

So, then, a coaching staff can start from that simply formula. But the goal is to create as many leaders as possible.

Leadership should be immersed in team goals, expectations, and policies. The first critical step is for the team to understand and accept the program. The team then needs to know that leadership development is not a one-day lecture or topic of conversation, the effort and intended outcome is permanent, but the manner of execution may change.

Next, the team must understand that every player is expected to step up efforts to learn to lead and then actually lead. Any deviation is a failure and hurts the team.

There can be a hierarchy of leaders, such as head coach, coaches, captains, seniors, etc., but it is critical that every player understand any hierarchy, stated or unstated, should never prevent a player of any talent, or grade level, from being a leader.

How to train leaders is subject to hundreds of ideas and discreet programs. For sports teams leadership starts with being on time and acting appropriately. Leadership training is frequently provided early in the morning before class. And many coaches demand good dress: suit and tie type of stuff, no feet on the desk type of stuff, no one sleeping type of stuff.

Leadership training, many times has as defined expectations that student athletes be first to class and obtain a seat in the front-middle of a classroom seating arrangement. The message is that success requires skills, and becoming a leader, as in the business model, will serve an athlete just fine, in college and beyond.

Some players take to leadership quickly. Some need little guidance. Many need maturation and an organized system of leadership training to pull out “hidden talents.” But again, it cannot be overstated that contemporary big time football programs all value and seek leadership. Most have program elements that identify and enhance leadership as a valuable skill.

Further, it must be stated again that the old model of a head coach and a few others as sole leaders has been discarded for more inclusive models. This may not be tied to a philosophy but to a need: the need for more leadership. And there will be differences in philosophy and delivery of leadership ideals and training programs.

Leaders can hit, leaders can tackle, leaders can keep others out of trouble, leaders can improve themselves and others, and leadership can rub off to others that will follow. That much has not changed. But the walk-on can be as good a leader as any other member.

Here is a model that the author developed that has served the need well.

-Awareness- all must be aware of the value and need for leadership. All must understand the overall construct of leadership.

-Analysis- the coaching staff and perhaps captains discuss needs and intended outcomes, also strategy.

-Acceptance- Everyone signs on and the mission is underway. This is when the new leadership endeavor is presented as a general idea to all. Acceptance or declination depends on the staff and players after any necessary inquires, concerns, etc. Once this is over, the program needs to be accepted with the understanding there is always a mechanism for revival or change. As such the team “pledges” universal support.

-Action- This stage of the model is uber-critical. The plan is researched and developed. A list of master expectations is created along with specific strategies. Planning for implementation must be precise and not scattered and trusting to luck.

-Audition- This simply means implement and start the very acts that lead to leadership.

-Authenticate- Was the plan successful or not? If so, seek to make the plan as efficient as possible. If not, go to the next and final step of the formula.

-Alteration- If the program was well planned and implemented, the natural conclusion is that it should be modified but not blown up. One never knows and chemistry can be weird. One purpose of leadership training is to make chemistry more predictable, based on training known to cause an effect in behavior, in this case better leadership.

This series will close with a pertinent and historical thought supplied by Stanley Laurel. The root of leadership is lead, a word used in many forms. And so Stanley stated: “A horse can be lead to water, but a pencil must be lead.”

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Written by GBMWolverine Staff — Doc4Blu

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