The High School Athletic Director as the Mentor of Mentors

A sound, effective mentoring program for coaches has to be well-planned and organized. It will not produce outstanding desired outcomes as a result of a laissez-fair, haphazard approach. More is needed than simply assigning an experienced coach with a new, inexperienced individual. This means that the development, implementation and execution of a school’s or district’s initiative falls on the shoulders of the athletic administrator. In addition to an athletic director rightfully being labeled the “Coach of Coaches,” he or she is also the “Mentor of Mentors.”

As the mentor of mentors, athletic directors must develop their curriculum. In other words, athletic directors have to list all of the aspects and elements that should be covered, provide the possible timing of when everything should be ideally shared, include some helpful hints for mentor- coaches of how to guide and offer advice, and detail anything else required for the successful operation of their programs.

Prior to the season, for example, topics such as hints for selecting a squad, details for completing the eligibility form, a system for issuing uniforms and equipment, ideas and concepts for preparing practice plans, and guidelines for the preseason parent meeting, among others should be covered. Anything and everything that a new coach will need to get started should be offered.

Within a season, coaches may need help with how to utilize teachable moments, a review of sportsmanship expectations, how to communicate effectively with student-athletes and parents, and guidelines for post-game responsibilities such as calling in the box score, among others. The topics can almost be unlimited, and each individual school setting will probably indicate some that will be most helpful and necessary for a school’s coaches.

To ultimately be as effective and successful as possible, the topics, timelines, and all approaches and hints should be detailed in written guidelines. This document should serve as a resource for mentor-coaches, and it should be edited and revised annually, or periodically if needed, so that it is always as up-to-date and pertinent as possible. By taking this step, athletic directors are preparing and mentoring their mentors, and not leaving everything up to their own devices. Everything is planned and organized in order to ensure the best, ideal outcomes.

With guidelines in hand, athletic directors next have to identify what qualities they want for any coach selected to serve as a mentor. Obviously, you want individuals who believe in and embrace the education-based concept. This should be a no-brainer. Why would you have a mentor guiding a new and inexperienced coach if he or she did not use this educational approach?

Beyond this basic requirement, you probably should look for individuals who are positive, encouraging and enthusiastic. In addition, you might add being able to be supportive and nurturing. It also goes without saying, a prime request would be that prospective mentors have to have the time and are willing to fill this role. But as the “Mentor-In-Chief,” the athletic director has to establish what are the most important qualities for his or her mentor-coaches.

To kick-off your mentoring program for the year, it would be helpful and wise to hold an orientation session prior to the start of fall practice sessions for selected mentors. In this session, the athletic director would hand out guidelines, highlight responsibilities, provide practical hints and definitely answer all questions. The only goal is to ensure that the mentor-coaches are totally ready to help their mentees.

There is one additional, and perhaps one of the last items, on the agenda for the meeting with mentors. It is vital that you emphasize that if they encounter a question by their mentees or if a situation arises that they cannot handle, the mentor should strongly recommend that they see you. Again, you are ultimately responsible for the program and the advice that is given.

In the extremely rare situation that you cannot provide an immediate, accurate answer, you would logically respond. “I don’t know, but I will check and get back to you with the information or details.” It would also be wise if you could provide a timeframe such as, “I will try to call or email you before the end of the school day.” If you need a little more time, indicate that, but reaffirm that you will let them know what you find out.

When you consider the number of new coaches – assistants and head coaches – that you may have in any given year, it would be difficult or impossible for you to individually mentor all of them. This is one of the practical reasons why you depend upon your mentor-coaches, but this also highlights that you also have to be the guiding force and mentor for your mentors in order for your program to be efficient and effective.

While your mentoring program may largely focus on new, inexperienced coaches – not only new to the profession, but also perhaps new to your school, you should also not overlook those individuals who are already in place in your program. All coaches can benefit from mentoring, and they may need a little reinforcement or reminders occasionally. This effort may be best handled by yourself even though you have a full plate of responsibilities. Remember, you are responsible for the “training of your coaching staff” as included in the 14 legal duties listed in the Leadership Training Course 504, and this involves mentoring.

As with all aspects of athletic management, it is imperative that you take a reflective look and evaluate how successful your mentoring program was during the year. If you identify areas that should be improved, or topics and situations that should be added, you should tweak and revise your approach. While you may want to make notes about items to be included throughout the school year, a good time to accomplish this step is during the summer.

Constantly remind yourself that you do, and should, serve as the “Mentor-in-Chief” and the “Mentor of Mentors. Your efforts will help and enable your coaching staff to be the best they can be, and the ultimate beneficiaries will be your student-athletes.