Meet privately, before the next practice, and get specific about where you differ — philosophy, roles, or terminology. Disagreement belongs in the planning room. In front of players, an aligned staff shows well-defined roles, no overlapping duties, and the same terminology for skills and behavioral expectations, so athletes listen to both coaches with equal respect. Bruce Brown taught that it is fine to question decisions while they are being made, but once a decision is made, loyalty means supporting it. Then check yourself: secure leaders are not threatened by strong assistants — only secure people give power to others. If you have never defined your assistant's exact responsibilities, start there. Most misalignment is undefined roles, not bad intent.
Should I address the disagreement in front of the team?
No. Players perform best when every adult does their own role, and mixed messages break that. On misaligned staffs, an assistant talks over the head coach or freelances; on aligned staffs, coaches work cooperatively and independently, each trusting the other to handle their area. Handle differences privately, then present a unified staff.
How do I know if it's a philosophy gap or an insecurity problem?
Bruce Brown drew the line at security. Secure people know their strengths and weaknesses and are never threatened by people equal to or better than themselves; insecure people create problems that do not exist and want control. Apply the test to yourself first. A strong assistant should feel like an asset, not a threat.
What does an aligned coaching staff look like in practice?
Each coach arrives knowing the practice plan and their exact responsibilities. Roles are defined, duties do not overlap, and both coaches use the same terminology for skills, techniques, and behavioral expectations. Players listen to both with equal respect. If your staff cannot check those boxes, that is the conversation to have this week.
What should I look for in my next assistant coach?
The same three things that let any coach be trusted: competence, caring, and character. Then hire up. First-rate people seek out people equal to or better than themselves because it makes the team better; second-rate people hire third-rate people because they want control. Hire someone who will challenge you well.
That is the what — the how is in the library: start with First Rate People Hire First Rate People, included in the 7-day free trial of membership — $180/year.
Join the conversation