From Assistant to Head Coach

“The assistant coach, you’re a follower… (as a head coach) you become the conductor of an orchestra” 

A recent conversation with a coach stressed the challenges that they faced when promoted from assistant coach to head coach of the same soccer team.

It’s a natural aspiration for many assistant coaches who are often blissfully unknowing & ill-prepared for the profound differences & vast scope that the head coach role demands.

Phil Jackson’s Sacred Hoops & Eleven Rings provide great insight into the contrast in roles & the challenge he faced when promoted to head coach of the Chicago Bulls in 1989 after two seasons as an assistant coach.

It’s worth noting that whilst Jackson had already experienced two short stints as a head coach, they were at far lower levels than the NBA.

Most assistant coaches are victims of a great irony- that their success in the role up to that point makes them an alluring candidate for board’s prioritizing continuity & familiarity whilst doing very little to actually prepare them for the realities of the head coaching role.

So, what can we glean from Phil Jackson’s anecdotal evidence of becoming head coach of the Bulls & what are the FIVE key elements that coaches need to be aware of when making that leap?

1. Articulating the Vision

From a position of compliance and direction following, one of your first priorities should be setting the vision with clarity & authenticity.

If replacing the former head coach part-way through the season, this may lean more towards a general continuation of the vision rather than an overhaul.

Nevertheless, teams require direction from their leader.

Consistent reinforcement unifies & aligns. Without a vision, your team is rudderless.

A vision should embody the leader whilst considering cultural, historical & organizational elements. It’s the road map that ensures everyone travels together.

2. Conductor of the Orchestra

One of the hardest challenges as a new head coach is stepping back from the detail & technical work that defined your role as an assistant coach.

The role goes beyond specific tactics & coaching specialist skills which should be entrusted to your staff.

It’s no longer about coaching each of the string instruments individually but bringing them together with the rest of the orchestra.

Leading the team in the direction of your vision requires you bringing every department with you whilst “creating the environment that shapes the team’s personality”.

‘Stepping back’ allows you to keep your finger on the pulse, assessing the energy & motivation in the building whilst forecasting any conflict or challenges.

Similarly, head coaches don’t have access to greater energy resources than when they were an assistant coach, but are required to meet increased obligations whilst being responsible for determining the mood.

Having a schedule that protects your ability to perform requires careful consideration of your priorities. Growth requires space. Being a head coach is often about the art of exclusion.

3. Relationship Building

An area of confusion for many new head coaches surrounds the status of current relationships with players & staff alike.

There is an obvious shift in dynamic between players and an assistant coach who, now as a head coach, is responsible for not just their selection in a matchday squad but often for deciding their future.

Phil Jackson explains the difference in being a “more relaxed, approachable figure” as an assistant to one that is now leader.

However, what’s most striking to anyone who has either read his books or watched the Last Dance documentary is the authenticity in which he sets boundaries & maintains control whilst also cultivating deep relationships that relate to & understand each person differently.

Jackson recalls the need “to find a way to relate to each one, motivate them in a way that works for them, and help them achieve their personal and team goals.”

In short, authenticity creates the trust that relationships depend on but defining clear boundaries & setting firm expectations are essential for head coaches.

4. Trusting Your Judgement

Head coaches are required to make decisions- and a lot of them.

Some may be trivial but others can be defining & at the highest level- need to be made under considerable scrutiny.

Jackson emphasizes the need for deep self-awareness & a thorough understanding of oneself whilst staying emotionally regulated; “you can’t make good decisions if you’re not in the moment”.

Being present requires not only management of oneself to sustain attentional capacity but also a deep-rooted connection to your vision & values.

Skilful decision-makers understand the importance of having a trusted person (or group of people) to reflect with- leading to heightened confidence whilst also, at the right time, involving players & staff in the process- “making them feel they have ownership.”

“You are no longer just the conduit of someone else’s ideas; you have to trust your own judgment, develop your own leadership style, and be the one who makes the tough calls.”

5. ‘Be a Diplomat Behind the Scenes’

Phil Jackson’s complex relationship with Bulls’ General Manager, Jerry Krause, was one of the most intriguing sub-plots in the Last Dance.

A head coach is required to connect & communicate short-term goals & the long-term vision effectively to not only the player group & staff but to the ownership group & board.

"The ownership of the Bulls was always focused on winning championships, but they didn’t always understand the process behind it. I had to make sure they understood the value of chemistry, team dynamics, and the importance of keeping certain players happy.”

The interview process is often a missed opportunity to gain a mutual understanding of the team’s requirements & expectations by both the coach & the organization’s directors. All too often key questions addressing support structures, timelines & parallel visions.

Regularly, this becomes the grounds for the breakdown in relationship & parting of ways further down the line.

New head coaches are required to develop strong communication skills & prioritize messaging with upper management to ensure there is no room for ambiguity- whether the structure means it comes directly or through a general manager/director.

Organizations with streamlined communication channels benefit from having a head coach who is able to focus their attention on the players & performance.