Coaches are Human Too

Even coaches are human! As we have seen, coaches’ needs and motivations are highly relevant to the quality of relationships with athletes. It is not useful to think of feelings and motivations as correct or incorrect, because denial only drives needs underground. However, it may be inappropriate or self defeating for some needs to be met through coaching. Thinking them through is, therefore, vitally important.

Although there is little research to be found about the motivation of coaches, as opposed to the motivation of athletes, work on volunteer and workplace motivation is prolific and relevant. Industrial psychologist David McClelland’s work on Acquired Needs Theory provides insight into individual motivation, which we can use to build on Maslow’s interpretation of universal human needs. According to McClelland, an individual’s unique needs are acquired over time and are shaped by life experiences. Most needs can be classed as relating to either achievement, affiliation or power.

1. Achievement orientation

People with high need for achievement seek to excel and thus tend to avoid both low-risk and high-risk situations. They avoid low-risk situations because easily attained success is not a genuine achievement. In high risk projects, achievers see the outcome as one of chance rather than their own effort. These individuals prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievements. They prefer either to work alone or with other high achievers.

2. Affiliation orientation

Those with a high need for affiliation need harmonious relationships with others and need to feel accepted. They tend to conform to the norms of their work group. They prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations

3. Power orientation

A person’s need for power can be one of two types – personal and institutional. Those who desire personal power want to direct others and this need is often perceived as undesirable. People who need institutional power (also known as social power) want to organise the efforts of others to further the goals of the organisation. Managers (coaches?) with a high need for institutional power tend to be more effective than those with a high need for personal power.

(Obviously coaching provides an ideal outlet for those who desire personal power for themselves, or wish to compensate for a perceived lack of personal power in their life as a whole. This may be further enhanced when coaching women, who are likely to be less resistant to domination than males. This scenario is potentially very harmful being both destructive to performance, the development of the athlete and holds the potential for abuse – sexual, emotional or physical.)

Accurate tests to assess these needs in individuals have been developed by psychologists. Most people have a mixture of needs in varying proportions. Simplified tests are available on the internet and can give the lay person an interesting general indication. McClelland discusses the implications for management and recognises that people with different motivations thrive best in different jobs and cultures, i.e.,

High need for achievement = such individuals should be given challenging programmes with reachable goals. They should be provided with frequent feedback. Whilst money is not an important motivator, it is an effective form of feedback.

High need for affiliation = employees with a high affiliation need perform best in a co-operative environment.

High need for social power = Management should provide power seekers with the opportunity to manage others.

For coaches, an understanding of the approximate influence of these factors on them as individuals can assist decisions regarding the selection of personal goals in coaching, education and training pathways, context in which to coach, who and how to coach, type of mentoring required, etc.

Note that McClelland’s theory allows for the shaping of a person’s needs and he states that training programmes can be used to modify one’s needs profile. Obviously the active pursuit of self-awareness and willingness to change are essential prerequisites and this applies to everyone

Self awareness check-list for coaches

Health warning: Some of these questions may have high relevance to you as an individual and some less. They are best considered over a period of time, allowing insights to surface as and when they will and adding them to the list gradually. Neither will all your answers be necessarily static. Motivations and needs evolve over time with experience and maturity. The process of self-awareness itself also produces healthy change – from a rigid view of self to a more fluid and accepting view.

1.Why am I coaching?
2.What are my personal beliefs and values (religious, humanist, other)?
3.How does my coaching affect my family and social, professional and financial aspects of my life?
4.Is this reasonable?
5.Does coaching compensate for lack of satisfaction in other areas of life?
6.If so, might this affect the way I deal with athletes, and how?
7.How much of this is appropriate and how much not?
8.Have I discussed this with my spouse/partner/family and do they agree/understand?
9.How would I feel if my cultural beliefs and values were challenged?
10.What do I expect from myself?
11.What do I expect from athletes I work with?
12.What do I expect from the club?
13.What do I expect from the sport?
14.Do I expect gratitude?
15.How important is being in control to me?
16.What are my hopes in terms of achievement, recognition, affection?
17.What are my strengths as a person (not technical knowledge)?
18.What are my vulnerabilities?
19.Are there any triggers which tend to put me off balance, make me stressed or anxious?
20.If so, how can I prevent or deal with this?
21.What exactly is my role in terms of athletes’ needs (athletic, personal, educational, financial etc)?
22. What is not my role and what can I do if these boundaries are challenged?

Remember: The objective of this check list is to raise awareness about yourself as an individual, NOT to come up with a series of “good” answers, so don’t pressurise yourself. Mulling certain questions over in the back of your mind, and, perhaps linking your responses to other parts of this resource book, will help you to mould your coaching to suit your needs and strengths.