PlayerNumber9
Number 9
- Mar 6, 2017
- 186
- 642
- AFL Club
- St Kilda
Assistant coaches have the luxury of not being public facing, so they can speak in industry jargon with no consideration of how the man-in-the-street perceives things. The head coach has to sell it to members (via the media) and so they need to be great marketers.Having had the good fortune to hear some assistant coaches speak, I formed the impression that they mostly appear to be what I call "industry experts". They have been in a particular industry since leaving school, have a lot of contacts, have a reasonable reputation for performance and are likeable. They know all the in-house jargon, and understand most of the concepts involved and used for most of the planning.
That puts them in the same space as rafts of corporate middle managers. What they lack, and what the role probably requires to enable elite performance, is critical thinking. There is a "group think" orthodoxy that delivers "acceptable" performance, without having the capacity to produce something extraordinary.
The flip side of this is that we are exposed to the head coaches, but largely have no concept of what the assistants are doing, what they're trying to achieve, and why. Some examples:
1). Early season we leaked goals, but his was largely due to the lack of defensive pressure up the field. Is it the back line coach's responsibility to work with the mids and forwards on their defensive pressure, or does this fall to their line coaches? How much input does the back line coach have into the team defence?
2). Post the bye, we turned this around. Does the back line coach get credit for the improvement, even if it's largely driven from improvements in the midfield and forward line? What improvements were made to the defensive craft that led to this improvement?
Bottom line is that modern football has a level of detail that very few of us are aware of, and as a result, we can't really assess the effectiveness of the coaching. As an example, I think Teague had improved Carlton's performance this year, particularly when you consider where they have been the last few years. Overall however, he wasn't able to sell that to the punters, and the idea that it would take more time. The board didn't see that he was making fast enough progress and sacks him. Yet within a fortnight he's been appointed by Richmond, who are obviously impressed enough with his coaching performance (I know it's not into a direct role, but it is still in coaching).
A further example. If you are diagnosed with cancer, how do you know if your oncologist is any good? She's an "industry expert"; she's worked in the medical industry since leaving school, has lots of contacts, has a good reputation for performance and is likeable. They talk in lots of jargon, and seem to understand most of the concepts involved. Unlike you (or me). What will make them good for you is if they can explain things so that you understand it. But the only people who can really assess whether they're any good is other medical professionals.