Written by Strong relationships are the cornerstone of any successful organization. In the realm of sports coaching,
the significance of building solid relationships with peers, athletes, and stakeholders cannot be
understated (Jowett, 2017).
In the world of sports, collaboration is vital. Coaches work closely with their peers—fellow coaches,
trainers, and team managers. These relationships can provide a foundation for sharing insights, offering
constructive feedback, and sparking collaboration. The camaraderie among coaching staff not only
enriches the coaching strategies but also fosters a productive environment conducive to professional
growth (Nash, Sproule, & Horton, 2011).
“The strength of the team is each member. The strength of each member is the team,” Phil
Jackson, one of the greatest basketball coaches of all time, encapsulates the essence of strong
relationships in a sports organization (as cited in DeBenedictis, 2012, p. 54).
Athletes are, of course, at the center of any sports organization. Building trust-based relationships with
athletes is paramount for a coach. Athletes must feel confident that they can rely on their coach for
guidance, motivation, and support (Lorimer & Jowett, 2009). Moreover, a coach’s influence extends
beyond improving athletic performance. The relationships coaches forge with their athletes can
significantly impact the athletes’ personal growth and their ability to face and overcome challenges
(Jowett & Shanmugam, 2016).
Lastly, stakeholders – parents, fans, club officials, and sponsors – play a crucial role in a sports
organization. Coaches must maintain positive relationships with these groups to ensure continued support. Engaging with stakeholders opens avenues for constructive feedback
and contributes to a positive, community-focused atmosphere (Misener & Doherty, 2012).
Building and nurturing relationships in a sports organization is an ongoing process. It requires open lines
of communication, a commitment to trust-building, and a collaborative spirit. To quote Henry Ford,
“Coming together is a beginning. Keeping together is progress. Working together is success” (as cited in
Bennis & Nanus, 2007, p.76).
References:
Bennis, W., & Nanus, B. (2007). Leaders: Strategies for taking charge. Harper Business.
DeBenedictis, A. (2012). 11 rings: The soul of success. Penguin Press.
Jowett, S. (2017). Coaching Effectiveness: The coach-athlete relationship at its heart. Current Opinion in
Psychology, 16, 154-158.
Jowett, S., & Shanmugam, V. (2016). Relational coaching in sport: Its psychological underpinnings and
practical effectiveness. In Routledge international handbook of sport psychology. Routledge.
Lorimer, R., & Jowett, S. (2009). Empathic accuracy, meta-perspective, and satisfaction in the coach–
athlete relationship. Journal of Applied Sport Psychology, 21(2), 201-212.
Misener, K., & Doherty, A. (2012). Connecting the community through sport club partnerships.
International Journal of Sport Policy and Politics, 4(2), 243-255.
Nash, C., Sproule, J., & Horton, P. (2011). Excellence in coaching: The art and skill of elite practitioners.
Research Quarterly for Exercise and Sport, 82(2), 229-238.