Coach collection football form organize program ready tool use winning

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Outstanding Leadership Stan Toler. Football is a game that provides unique young men an opportunity to learn about life. While it is debatable whether football builds character, it most certainly provides opportunity for young men to learn about self-discipline, teamwork, adversity, and courage. Football also provides a framework to satisfy individuals social, ego, and self-actualization needs. It provides an outlet for aggression channeled into a positive, controlled environment.

Coaches have a responsibility not only to teach athletes but also help them satisfy their needs. Winning is, and will be, the objective of any football game, but it is not as important as making the effort to win. Success lies in the journey, not the destination.

Ideally, young men are better citizens and will make a greater contribution to society because of their participation in football. In short, to learn that you get back or receive in direct proportion to what you put into something. Love people when they are unloved. Be honest when other folks are not. Understand X and O strategies.

Do what you believe is right. Demand that whatever the players do, they do it with effort and enthusiasm; and that it is done correctly. Have a plan to keep your players as well as yourselves motivated, enthused, and upbeat about what we are trying to teach.

Work with all young men. Do not let a player go unnoticed. Never let a player quit a drill. If he quits during a drill he has accepted failure. It is easy to always point out the negatives. Remember you can make more progress with positive than you can with negative. We must be tougher than ever before. Do not let the players feel sorry for themselves. Our practices must be mentally and physically tough.

Have your drills and ideas for practices set up and ready to go. In the face of all that, you have got to be resolute in where you are heading and how you plan to get there. And even though you might fail, even though it might not develop, you never panic. A lot of people bring on failure in the way they react to pressure. Most coaches lose their nerve late in the game. When they do, players will turn on each other and try to protect themselves from criticism.

The minute that happens, you have people working against their own best interests. The coach who has the nerve to stay with a program right up to the bitter end is the one who most often will have the best results.

What do you think are the essential management skills of a successful head coach? The role of the head coach begins with setting a standard of competence. You have to exhibit a strong working knowledge of the game.

The head coach must be able to function effectively and decisively in the most stressful situations. And the head coach must demonstrate resourcefulness—in particular, he is responsible for designing a system of football that is not simplistic. Successful coaches realize that winning teams are not run by single individuals who dominate the scene and reduce the rest of the group to marionettes.

Winning teams are more like open forums in which everyone participates in the decision-making process, coaches and players alike, until the decision is made. Others must know who is in command, but a head coach must behave democratically. Then, once a decision is made, the team must be motivated to go ahead and execute it. What does it take to create a decision-making process in which people feel they can participate? It starts with the expectations the head coach sets. It is part of the job to expect everyone in the organization to be an expert in his or her particular area of responsibility, to refine their skills continually, and to be physically and intellectually committed to the team.

The head coach has to make it clear that he expects everyone to participate and volunteer his or her thoughts, impressions, and ideas. The goal is to create a communication channel that allows important information to get from the bottom to the top. But sometimes the association has worked against the best interests of the rank and file. That was the story of the NFL players strike.

Things like their safety, medical services, and the condition of the fields. It was just pure dollars to them.

And sometimes the players accept the judgments of people who take advantage of their emotions and suspicions. But even though a strike might be misdirected, it would be a terrible mistake to underestimate the power that is inherent in people grouping together. During the strike, the 49ers did one of the best jobs in the NFL of working around the strike and healing the team afterwards.

When you face an issue like a strike, you have to be sensitive without demonstrating weaknesses or vacillating. I was willing to do whatever it took to keep the team together. And although I felt the union leadership was wrong, I understood that the players were obligated to follow it. During 49ers games, my coaches and I always tried to respond to what the players said.

We knew that we needed their input. And it often made a difference. For example, in a game against New Orleans in , I told the team at halftime that we would call one particular pass play when we got inside the Saints yard line.

But on the sideline, Steve Young, our backup quarterback, immediately reminded me of it. I called it, and we scored. We were after results. We all wanted to win. If that is what it takes to be a successful coach, what are the qualities that define the modern football player?

The key to being a modern football player is the ability to respond quicker, both mentally and physically, than the other player. Some people are naturally quicker physically. But to win, you need to be quicker as a team. You must beat your opposition to the punch every time.

Physical strength and speed are important advantages, but even more advantageous is having the training that permits you to respond intelligently to whatever confronts you. That means more precision, better execution, and quicker response than your opponents. Under the extreme stress of game conditions, a player must condense his intellect and focus it on thinking more quickly and clearly than the opposition. How do you achieve that quickness and responsiveness in your teams?

It is all in the way you prepare. Preparation allows us to overcome the fact that we might not be the most physically talented team. During the s, the 49ers may not have been as talented as the New York Giants or Chicago Bears, who had measurable advantages in speed or strength. But we were able to compensate in the way we prepared for a game. Some coaches rely on relatively simplistic plans. We have gone beyond that pattern of failure and finger-pointing.

The responsibility for the success of the team starts with the coach, who develops the plan that is then executed by the players—who are extremely well-prepared. Being prepared starts with identifying the essential skills our team needs to compete effectively. The next step is to create a format to teach those skills. Here at Stanford, our practices and game plans are far more detailed than those used by most of our opponents.

There is more to learn with our schemes, so we demand more mental commitment and concentration from the players. How do you approach the job of structuring practices so your players will be prepared? I believe in extremely precise, minute-by-minute, tightly structured practices. We focus far more intellect and put far more thought into what we do in practice than other teams do. We have five or six skills or techniques that we want each of our players to be able to use in carrying out his assignment, where our opponents usually will have only one or two.

Take an offensive lineman, for example. Before the ball is snapped, that guard or tackle might have only three or four seconds to decide what kind of blocking technique to use on the man in front of him.

Say there are four blocking techniques he can use. By the way his man is positioned, by the situation in the game, by what he has learned to expect from his opponent, he will be able to select one of those techniques. Many other teams take a more simplistic approach.

They teach their players one approach, one technique. Our approach gives our players more dimension. That is the intellectual part of the game. That is the area in which we ask more of our players than our opponents are asking of theirs.

The most important tool for getting things done is the drill. For example, we work on drills to teach running backs about pass protection against blitzing linebackers.

You have to identify the 6 different situations that can occur. Then you have to allocate the time to work on those 6 situations and also the 20 techniques that you want your running backs to be able to apply. In teaching those skills, sometimes you want to have your guards and tight ends participate, or even the entire offensive unit. All of that requires preparation, discipline, and focus from both coaches and players.

I have established the priorities for what we need to accomplish and allocated the time in which to teach the necessary skills. I establish the program long before we take the field so I can use most efficiently the time available for learning and so the players do not get bored or distracted. The players must know clearly and at all times exactly what it is that they have to get out of any given drill.

Another distinction in drills is between those skills and techniques that can be taught individually and those that require groups. It is also critical to allocate time for team play and to build in practice segments that focus on the execution of particular plays and particular game situations that you want to be ready for. Why is it important to prepare so many skills for so many contingencies? Making judgments under severe stress is the most difficult thing there is. The more preparation you have prior to the conflict, the more you can do in a clinical situation, the better off you will be.

For that reason, in practice I want to make certain that we have accounted for every critical situation, including the desperate ones at the end of a game when we may have only one chance to pull out a victory. Even in that circumstance, I want us to have a play prepared and rehearsed. We have already practiced 6 plays that we can apply in that situation.

That way, we know what to do, and we can calmly execute the plays. Can you recall a specific instance where this actually paid off for one of your teams? I look forward to implement many of the suggestions and ideas!

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All you need to do is enter your name and email in the form above. Thanks so much for creating this template. It will help me immensely!

Blessings, Dallas. Michelle: What a straight-forward, no-nonsense way to break down this sometimes overwhelming prospect! Thanks, Michelle! The bad part about that is you have to still go and type out anything you want to use from that manual. With the Outside The Lines Manual, we give you the originals with every document on it so that you have a digital copy that you can edit and personalize for your program!

Chris has been a Head Coach for 8 years. This manual has been created over hundreds of hours over the last 8 years.