The Importance of a Strong Relationship with the Head Coach.
The Importance of a Strong Relationship with the Head Coach
Having worked as a professional Strength & Conditioning (S&C) coach for nearly 15 years, I’ve been fortunate to collaborate with head coaches and managers across a range of sports, including Tennis, Rugby, Swimming, Sailing, Rowing, Cycling, and, of course, Gaelic Football and Hurling. One key lesson I’ve learned is that a strong relationship with the head coach is essential for the successful implementation of any programme.
In any team environment, the head coach is the driving force behind standards, culture, and direction. If they don’t fully support and integrate the S&C programme into their overall vision, it becomes difficult to create a lasting impact. Without that alignment, you often find yourself constantly firefighting problems rather than proactively developing athletes.
That being said, building a great working relationship with every head coach is not always possible. As a freelance coach, I’ve had the opportunity to assess whether a manager’s style and philosophy aligns with my own before committing to a role. When that alignment isn’t there, it can be a tough and frustrating experience. I’ve had instances where differing philosophies led to challenges, and in some cases, I became an easy scapegoat when results didn’t go as planned.
Early in your coaching journey, you’ll likely find yourself saying “yes” to any opportunity. As you gain experience, however, you start recognising red flags before committing. Learning when to walk away from a situation that isn’t the right fit is a crucial skill in sustaining a long and fulfilling career.
Another key factor in any team setup is the presence of assistant coaches or selectors. Their influence can be significant, and if they’re not on board with the programme, it can create additional challenges. I’ve encountered situations where I was able to win over initially sceptical selectors, but in other cases, a lack of alignment among the coaching staff contributed to team underperformance. As an S&C coach, you’re often taking time away from other coaches, which can lead to frustration if not managed properly. This is why one-to-one conversations are so important—not just with the head coach but also with assistants and selectors.
Ensuring they understand your role and how it benefits the team as a whole can make a significant difference in how smoothly your programme runs.
How Can You Strengthen This Relationship?
Be Loyal
Loyalty to your head coach is paramount. You’d be surprised how many coaches within a setup criticise the main leader behind their back, especially during a losing streak.
Leading a team is an incredibly difficult task—back your coach.
Support their vision and communicate their beliefs as best as you can.
A simple yet important example of loyalty is never speaking to the team after the head coach has finished. Their word should always be the final one. You don’t want to be a ‘yes person’, but if you have something to discuss, it should be raised privately with the head coach after team talks—not in front of the players.
Be Organised
Most head coaches in the GAA and Rugby—sports I’ve worked in extensively—have demanding, high-profile occupations outside of sport. They are used to a high standard of organisation, and many were elite players themselves, so they understand what “good” looks like from their playing days.
Be the first to training.
Have your cones, sheets, and equipment ready.
Send a brief session plan to the head coach in advance (even if they don’t always read it, the effort is noticed).
I remember working in Offaly once, where our physio prepared weekly injury reports for the county board and management. At the time, we weren’t sure anyone was reading them—until months later, when we found out they were hugely valued. You can never be too organised.
I once asked a famous hurler why he held his multiple All-Ireland-winning S&C coach in such high regard. His response? He was so organised. He had individualised plans for every player, workarounds for injuries, and a personal touch. That stuck with me.
Surprisingly, many coaches—even very good ones—turn up to training without a clear plan. That’s no longer acceptable. Stand out by doing the opposite.
Testing is Crucial
This is non-negotiable. How can a head coach know you’re doing your job unless they see measurable improvements?
The reality is that you could do an incredible job with a team—enhancing their movement skills, improving their injury prevention habits, and instilling discipline—but unless the head coach can see tangible results, your work might go unnoticed.
Align your testing approach with the head coach’s expectations.
Agree on key performance metrics and stick to them.
Involve the team captain—at some stage, the head coach will ask their opinion of you. If their feedback is poor, you’re in trouble.
Managing Training Intensity
This is one of the biggest challenges you’ll face: How hard should training be? The answer? It depends.
Modern coaches are much more open to input regarding training loads, but it remains a tricky area. Even with GPS data and heart rate monitoring, do we truly understand and effectively communicate training intensity to head coaches? I’d argue that we still have work to do.
In the GAA, the most effective coaches are often those who also handle the skills coaching. They see the players’ fatigue levels up close in every session and can fine-tune the intensity like a conductor leading an orchestra.
That being said, common sense is your best starting point:
Avoid sudden spikes in intensity.
Ensure players complete a rigorous pre-season. (This is crucial in my opinion.)
Maintain constant communication with players and coaches.
To help manage expectations, prepare a one-page summary for your head coach outlining key training intensity markers. Make your point clearly, but don’t be overbearing—there’s a fine line between providing useful information and being seen as a nuisance.
And yes, there’s a time and place for brutal training sessions. Managing intensity doesn’t mean avoiding tough sessions—it means applying them strategically.
Final Thoughts
Coaching, at its core, is as much about managing people as it is about designing programmes. Navigating personalities, egos, and team dynamics is part of the job.
The best S&C coaches know how to:
✔ Build trust and loyalty with the head coach.
✔ Stay highly organised and prepared.
✔ Use testing to provide clear evidence of progress.
✔ Manage training loads effectively without unnecessary conflict.
Understanding how to foster strong relationships while staying true to your principles is what separates an effective S&C coach from one who constantly struggles for influence.
Coaching, at its core, involves managing people as much as it does designing programs. Navigating personalities, egos, and team dynamics is part of the job. Understanding how to foster good relationships while staying true to your principles is what separates an effective S&C coach from one who constantly struggles for influence.
Coach Hare