Protecting Yourself as a S&C Coach:

Protecting Yourself as an S&C Coach: Strategies to Safeguard Your Practice

Working as an S&C Coach can be a challenging role. A string of poor results can quickly lead to fingers being pointed in your direction, both internally and externally. There's no use complaining about it—this is simply the reality within the GAA. Interestingly, many S&C coaches in the GAA are well-known figures, a stark contrast to sports like soccer, where few could name Liverpool's S&C coach. In the GAA, it's commonplace.

The complexities of making a team look fit would make anyone’s head spin. First and foremost, you need proper access to the players, and they must be fully committed to your process. Today, S&C coaches in the GAA often play a central role in on-field coaching, moving away from the outdated model where the head coach managed tactics and the S&C coach simply handled fitness sessions afterward.

Step 1: Document Everything You Do

S&C coaches often juggle far more than just strength and conditioning. When I worked with Offaly, the budget was tight, so I found myself wearing multiple hats—handling nutrition plans, providing massage therapy, organising team trips, planning itineraries, and, of course, designing S&C programmes with all the data tracking and feedback that comes with it.

When the manager or head coach evaluates your work, they want to see a well-organised, professional system. This isn't just about appearances; players appreciate structure, too. At lower levels, simple touches—like visually appealing folders in the gym containing players' metrics and training plans—can make a big difference. You should have a mini office in what ever gym you operate out of containing a multitude of emergency programs for fitness, injuries, and mobility. When a new "excuse" arises with the players you NEED to be ready. 

On a broader scale, maintain a master folder that includes every handout, schedule, and programme you've created. Periodically sharing this with the management team demonstrates transparency and keeps everyone aligned. Show your work!

Step 2: Testing is Crucial

In a sport where cardiovascular fitness is paramount, you simply must demonstrate to head coaches and management that you're steering the team in the right direction. Agree on a fitness test they value—whether it's the Bronco, the 1k time trial, or another respected protocol—and conduct regular assessments. Consistent testing highlights progress or identifies areas needing improvement, both critical for your credibility.

If improvements aren’t materialising, you could find yourself under scrutiny. Maintaining open communication with management can ease this pressure. For example, saying, "I think Johnny's slacking a bit—should we have a word?" shows proactive problem-solving.

Having solid fitness data also serves as a protective buffer during tough times. In the GAA, fitness is often the first scapegoat after a loss—rightly or wrongly. By regularly testing and sharing results with both management and players, you can clearly show progression or areas needing attention. Keep all test results in your master folder for easy access and accountability.

I learned this the hard way once while working with an intercounty hurling team. I was too focused on “fixing” individual players, which I felt (correctly, I might add) was more important.

The manager, uninterested in the finer details, bluntly told me, “We didn’t run enough or bull enough weights.”

The result? It didn’t end well. Don’t make that mistake—align your testing approach with what management values and communicate openly.

Step 3: Don’t Be the Quiet Coach

You'll have to fight your corner for most things in intercounty teams, especially time with the players. Managers in most sports hate the quiet coach. They need to see that you can manage and control a team, which may involve the occasional confrontation with players. I have sent teams back into the dressing room to reflect on their attitudes. I have had, as Susan Scott would say, "fierce conversations" with teams too—sometimes it’s necessary.

Getting access to the players is paramount; you have to fight your corner here. The teams I’ve had great success with were those where I had total control of most pitch-related matters. Too many coaches in a setup can seriously stifle this. Produce a plan for the management and make them agree that it’s non-negotiable. If this means another night of training, so be it.

Protecting yourself as an S&C coach isn’t about playing politics—it’s about being organised, transparent, and proactive. Document everything, communicate openly with management, and ensure there’s a clear system that highlights player progression and your contributions, don't assume the management sees or identifies the progress. Build trust by backing your work with data, and don’t shy away from difficult conversations when necessary.

In the high-stakes environment of GAA or Sport in general, where results often dictate job security, the more evidence and clarity you can provide about your role, the better. Ultimately, your goal is to build a reputation as a coach who not only improves performance but also manages the complex dynamics of team sports with confidence and professionalism, be forewarned it ain't easy. 

And what if things don’t go according to plan? Failure is part of the journey. Although my experience with the last county team I coached was tough, I see it as a valuable learning opportunity. As a coach, you can only do your best and move forward. Reflect, educate yourself, and apply those lessons to the next opportunity—if and when it arises.

You simply can't avoid failure if you are a coach.