A PROFESSIONAL ATTITUDE

TOWARDS COACHING
By Dr. Frank Dick, OBE
In this article, revised and updated in November 2006 from his 2000 work that
appeared in New Studies in Athletics, the author re-visits some of the more
critical issues surrounding coaching development and offers suggestions for a
professional coaching framework. A must-read for all coaches and athletics
administrators.
Re-printed with permission from the author.
The first cut is the deepest
The first issue of NSA in 2000 included coaching as a specialist topic which
l
edwi
t
ht
hear
t
i
c
l
e
I
t

st
i
mef
orcoac
hest
ot
akecar
eofbusi
ness.
The
purpose in writing that article was to stress the need for coaches and athletes
to review their relationships against the background of commercial and
professional changes in athletics.
We are now almost seven years on, yet there has been little change in the
coac
h
sposi
t
i
onassetouti
nt
hatar
t
i
cl
e.
My purpose here is to raise the matter again, bringing things up to date,
revising and expanding where necessary and, hopefully, encouraging
European coaches and, indeed, colleagues in all 6 IAAF Area Coaches
Associations to involve themselves in turning talk into action in
t
aki
ngcare of
busi
ness

.
Let me start by re-stating that what this discussion is not about is that at
hl
et
e
s
coaches should be professional. The fact is that, in my opinion, every coach
who commits hundreds if not thousands of hours, to encouraging athletes to
realise their future potential is professional. Why? Because in our world,

pr
of
es
si
onal
i
snotabouteconomi
c
si
ti
saboutattitude.
Commer
ci
al
ont
he
other hand, is about economics.
So this presentation is founded on the premise that at
hl
et
e
scoaches who
take a professional attitude and approach to their work within the sport should
take a more commercial view of their value to athletes and to our sport.
The Way we Were
But let me remind you of how we started as coaches, and what coaching
means for most of us, because this in many ways explains why we have some
difficult
yi
ngr
aspi
ngt
hecommer
ci
al

net
t
l
e
!

Dr Frank Dick O.B.E

At
hl
et
e
scoaches, for over one hundred years, have channelled their
energies, time, and talent into coaching more as a passion or hobby. After all,
for the most part throughout these years, athletes were taking on tough
personal challenges in meeting the demands of training track, gym and
competition arena, often making considerable social and economic sacrifice
in pursuit of achievement goals measured variously as personal records,
better results, medals, national representative honours and so on. Reward for
the athlete was achievement itself and often as triumph over adversity. There
was no sense of material gain, fame or celebrity as the purpose of athletic
endeavour.
Against this background, the coach shared the struggle in working with the
athlete. Achievement for the coach was the certain knowledge of having
cont
r
i
but
edt
ot
heat
hl
et
e
sac
hi
evement
.Ther
ei
sapr
of
oundj
oyi
nt
hi
sand of
the sense of personal value that comes with it, especially when the athlete
acknowledges the contribution!
It would be true to sayt
hati
nsuc
hanenv
i
r
onment
,acoac
h
sst
at
usi
smor
e
often than not, measured byt
heat
hl
et
e
sac
hi
ev
ement
s.I
twoul
dbeequal
l
y
true to say that this is not necessarily a relevant measure of the Coac
h
s
effectiveness especially when the cynic might suggest
Mor
eathletes make
gr
eatcoac
hest
hancoachesmakegr
eatat
hl
et
es.
Wi
t
hi
ns
uc
hcyni
ci
sm l
i
es
the virus which attacks the values base of the coach-athlete relationship. But
why would I suggest that this agonistic environment may have created
difficulty in the coach embracing the realities of our commercial world?
Times they are changing
It is because the values base on which the coach- athlete relationship is
founded is more of an assumption on the part of the coach, than an
agreement between athlete and coach. The very process of coaching, in
taking an athlete from beginner to fulfilment of potential in peak performance
years, demands a shift in the value of the coach athlete relationship in terms
of dependency. The goal in the process is to ensure the athlete is prepared to
take personal ownership of his/her performance delivery in the face of
competitive challenge. The coach gives roots to grow and wings to fly. The
coach equips the athlete to accept such ownership. I
ni
t

searly years of the

relationship the coach is more of a directive teacher and the athlete is very
dependant. In later years the coach is more of an enabling counsellor and the
athlete becomes independent. In the early years the coach, as suggested
earlier,
s
har
est
hest
r
uggl
e.
I
nl
at
eryear
s,i
nt
oday
smor
ecommer
ci
al
athletics world, the successful athlete at national and international level, sees
the struggle compensated for in part or in total, via grants, scholarships,
sponsorships, prize money etc., but the coach sees little compensation for his
or her years of sharing the struggle. This is where the assumption of the
coach is tested. There is very real potential at this stage of the relationship, for
confusion, if not conflict, on roles, entitlement and so on as athlete, coach
and, in these modern times, agent and ot
her
swhobel
ongt
ot
heat
hl
et
e
s
support framework.

Dr Frank Dick O.B.E

There are, of course, other variables in the form of function of the coachathlete relationship. For example, some coaches are specialists at a given
level of athlete development, for example, beginner, developing, elite; so
athletes may transfer from one coach to another rather than be escorted from
cradle to gravy by the same coach. Or, again, there may be more than one
coach involved say in combined events; or in having a separate technical
and conditioning coach. Again, each coach may hold certain assumptions as
t
ohowheorshewi
l
l
bev
al
uedi
nt
er
msoft
heat
hl
et
e
sat
hl
et
i
candt
her
ef
or
e,
commercial success, should the athlete reach such a level.
In some instances the coach is paid by a third party for coaching services. For
example, Universities Track & Field departments in the USA may employ
chief coaches and specialist staff; Large Athletics clubs in Europe will do
likewise. Where all coaching is contained within such institutions, there are
naturally some differences in the nature of the coach athlete relationship. So
the coach does, of course, get compensation. However, there are similarities
such as the athlete having no direct responsibility for putting a measurable
v
al
ueorcostt
ot
hecoach
s services received.
To summarize, then,
i.
The coach-athlete unit/relationship is at centre of producing
performance excellence in the competition arena.
ii.
The 21st century top national-international athlete has probability of
economic advantage.
iii.
Without a robust agreement, there is no probability of economic
compensation to the coach for professional services rendered.
iv.
Commercial opportunities for athletes and coaches are currently limited
in the sport, where very few nations have a coaching career structure.
The Living Years
The reality of the commercial world of modern athletics demands change in
this situation.
In the commercial world in general there is total acceptance that expert
advise, professional services and so on come at a price. Would you expect a
lawyer, music teacher, driving instructor, fitness coach etc. to provide their
services for nothing? I think not. So why should an athletics coach?
You invest years of your coaching life learning through study and practice and
experience to become a highly qualified and effective coach whose specialist
expertise is pretty unique. It is an immense investment of your energies, your
economics, and your time. In fact it is a substantial piece of your life, invested
to provide a world class service for those you will coach. So when you deliver
such service, each hour of your time, each decision, each technical and
behavioural change you effect, reflects a most precious and irreplaceable
slice of your life those years of personal commitment to coaching
excellence. It is beyond belief that this is given without some cost attached.
After all, your endeavours can influence the economics of athlete, manager,
the Member Federation, the nation and the sport.

Dr Frank Dick O.B.E

Take a Chance
So how can the change be addressed?
I will approach this by considering five career opportunities in turn, bearing in
mind that not every Member Federation is in a position to offer all of them, but
all can offer one or several. These are the same five career opportunities
discussed in 2000.
1.
2.
3.
4.
5.

Personal Coach
Coach/coaching development coach/leader/director
Specialist Team Coach
Chief Coach
Athletics/coaching consultant

1. Personal Coach
My position in terms of coaching arrangement has changed since 2000. Now,
I would suggest that from the moment a coach-athlete relationship is shaping
up, there should be a written agreement. This should be the case whether or
not there is an economic arrangement. Why? To establish from the outset that
our accountabilities and responsibilities are laying a foundation for any future
commercial agreement.
The framework for such an agreement may include:a. Relevant exclusivity
b. From 16 years (athlete age) annual retaining fee. (minimum initial
duration 2 years; thereafter annually reviewed)
c. Mi
ni
mum
coac
hi
nghour
sperannum.
d.
Coachi
nghour
sdef
i
nedi
nt
er
msofcont
actt
i
me.
e. Services package
f. Responsibilities of athlete.
g. Performance improvement targets conditioning, technical, training,
competition etc. (as a measure of coaching effectiveness).
h. Results bonus structure (where relevant)
i. Special conditions (e.g. in event of injury etc.)
j. Disengagements/termination conditions (both sides)
Developing the competencies of a personal coach is the focus of Member
Federations coach certification programs, and IAAF CECS levels I - IV and
IAAF Academy Elite Coach Course.
2. Coach/coaching development coach/leader/director.
This coaching role may come under various guises and description of
f
unct
i
on.I
tr
angesf
r
om bei
ngasbr
oadas
At
hl
et
i
c
sDevel
opmentOf
f
i
cer

where there is acknowledgement of the more general skills of the coach as

teacher and developer of people for their role within the at
hl
et
e
sfamily; to the

Dr Frank Dick O.B.E

more specific role of

Coac
hi
ngDevelopment Di
r
ect
or
whodev
el
ops
coaches, coaching and a culture supportive of coaching. The IAAF Academy
Coaching Development Director course has been established precisely for
addressing the skills and competencies and knowledge required for the full
range of such roles.
Normally, such professional positions are with Member Federations or
communities as a feature of local/national government policy, or as part of a
large club structure.
Such opportunities will have a clear contractual arrangement.
a. Responsibilities/Accountabilities/Duties
b. KeyPer
f
or
manceI
ndi
cat
or
s(
KPI

s)
c. Employment terms and conditions including hours of work/week,
holidays and compensation package.
d. Disengagement/termination conditions (both sides)

3. Specialist Team Coach

This coach has a well established and highly developed area of expertise and
is very experienced. The area may be an event/discipline (e.g. high jump); or
group of events/disciplines (e.g. throws); or conditioning specialist (e.g.
strength) or conditioning in general; or an age group (e.g. juniors); or
development level (e.g. beginners); or gender specialist. The role may be as
much management as practical.
Higher levels of Member Federations coach certification; level IV IAAF CECS;
and IAAF Academy Elite Coach course develops the competencies for
coaches preparing for such positions.
The appointment will involve an agreement including components such as:
a. Responsibilities/Accountabilities/Duties including coaching contact
time; coaching coaches; project design and delivery; contribution to
national strategy.
b. Techni
c
alcompet
ence(KPI

s)
c. Empl
oyer

st
er
msand conditions including hours of work; holidays;
compensation package. Normally this is an 2-4 year contract. contract.
d. Results bonus structure
e. Disengagement/Termination conditions (both sides)
(Note:-There must be a clear contractual agreement reference personal
coaching commitments.)
4. Chief Coach

Dr Frank Dick O.B.E

This coaching role is primarily one of leadership/Management on a foundation

of extensive experience in personal coaching to elite level. It may also reflect
high level team coaching and other athletics related work. The chief coach
position is normally one of high responsibility and accountability demanding
excellence in preparing for and delivering performance excellence in coaches,
athletes and support staff.
At National level, the chief coach will be the highest technical position in the
sport and be compensated accordingly, because this coach has responsibility
for ensuring that the nati
on
sathletes complete with distinction and as
ambassadors for sport and nation.
At Club or University or similar level, where a high number of National Team
Athletics are produced, compensation may equate to that of a specialist Team
Coach.
The agreement will include components such as these, engrossed within a
fairly standard contract such as that for Specialist Team Coach.
a. Relevant exclusivity and fixed compensation package for 4 years
(Olympiade) minimum.
b. Responsibilities/accountabilities/duties reflecting delivery of leadership,
management, technical competencies.
c. KPI

sincluding performance and results targets (team medals and

points in championship cups etc.)
d. Results bonus structure
e. Disengagement/termination conditions (both sides)
(Note: - See specialist Team Coach Note)
The IAAF Academy Chief Coach Course has been designed specifically to
prepare coaches for this role.
5. Athletes/Coaching Consultant
Such coaches will be recognised nationally and the best internationally as
leading experts on their fields of expertise. Such expertise is quite unique and
the advice of these coaches is, therefore, highly valued. They should be
considered in the same league as a consultant in any other area of
professional life. As a consequence, their compensation per unit of time is at
the highest level for athletics coaches.
Even if this coach has not already developed the competencies of public
speaking, this can become an important attribute as an income stream at this
level. Presentations will range from purely technical (not normally a high
earner) to the entertaining/motivational (normally a high earner).
Agreements are customised for each assignment and may include
components such as:
a. Relevant exclusivity and annual retaining fee; and/or hourly/daily unit
charge; and/or per diem.

Dr Frank Dick O.B.E

b. As appr
opr
i
at
e,mi
ni
mum
consul
t
ancyday
s
per annum; minimum

cons
ul
t
anc
yhour
s
t
ocompl
et
et
het
ask,pr
oj
ectet
c.
c. Consultancy days/hours are defined in terms of contact time plus
planning and preparation time plus production of reports, written
materials etc.
d. Where international travel is concerned a cost for travel time should be
factored into the economics.
e. Responsibilities/accountabilities/duties should be defined.
f. KPI

sshoul
dbesetout.
g. Empl
oyer

s(
c
ust
omer

s/
cl
i
ent
s
) terms and conditions including
confidentiality agreements should be established. These will be specific
to each employer.
h. Disengagement/Termination conditions (both sides)
All IAAF Academy Courses include elements which may develop the
competencies demanded of such a position.
I

m Reviewing the Situation

It is possible for a coach to operate in more than one of these career
opportunity areas. At one end of things there may simply be the matter of
taking measures to balance economic outlay with a means of covering some
of the costs. At the other end there is setting up a self employed business.
Whatever, the coach may need to consider such matters as pension
provision, income tax, VAT, administration support/secretarial assistance,
equipment, heating, lighting, office access, personal transport etc. The coach
may also consider commission on sale of equipment, deals on use of
facilities, developing products etc. For sure, all such things must be
considered when evaluating how to get the most appropriate overall
compensation package.
Clearly, the career opportunities for a coach are determined by the culture in
which they operate. So it is not only the attitude of the coach which must
change, there is the culture itself, from national to International.
The good news is that IAAF Development Commission and the IAAF Coaches
Commission is aware of this and certain initiatives are already in motion.
-

It has been recommended to the IAAF Council that all IAAF

Member Federations have a chief coach appointment and a
coaching structure and that such may become a condition of
development grants.

The IAAF Academy Coaches Development Director course

includes components on leading culture change.

The IAAF Academy is requesting of all Member Federations via

the Area Coaches Associations, information on those coaches
who have influenced the development of coaches and coaching
in the areas of theory/sciences or in practice to establish a

Dr Frank Dick O.B.E

culture of intelligence on their contribution to the sport from the

commencement of the modern sport. This will ensure that
coaches and coaching are recognised, appreciated and valued
not just by this generation of coaches, athletes and the sport
itself but for every generation to come. Naturally, this will be
continually updated.
-

IAAF Coaches Commission is committed to representing the

views of coaches to IAAF Council on all matters that shape the
future of athletic coaching and the culture in which they operate.
The EACA is your forum for getting key issues on the IAAF
Coaches Commission agenda. Please use that forum well just
as your colleagues will in the other five ACA
s.

In all of the above, Elio Locatelli had driven coaching forward

with his IAAF MSD Team, with my fellow ACA presidents and
the IAAF Coaches Commission and with IAAF Academy
Management group which I am privileged to chair. Now he and I
are working at establishing an instrument for monitoring
coaching effectiveness. For sure, this will help coaching rid itself
of the cynicism which I remarked on early in this presentation.

The Long and Winding Road

To summarize, it seams to me that we are now in better shape than in 2000 to
address the matter of taking care of business! I believe this to be the case for
coaches and, indeed for the sport.
We can identify five career opportunities
ACA and IAAF Commission provide an effective forum for coaches to
influence their future.
Member Federation programs, IAAF CECS and the IAAF Academy
afford development and preparation for coaches to enjoy career
opportunities as they arise.
Initiatives are in place to ensure coaches are valued and a coaching
culture can grow.
We are establishing an instrument to measure our effectiveness as
coaches whatever our role within the athletics coaching framework.
Appendix 1 represents a guide to putting economics for coaches into
practice. The detail must, of course, be adjusted to national and
cultural conditions.
When the article was written in 2000, there was an intention for the
development of a college of Professional Coaches. In part, the IAAF Academy
represents a college for professional coaches
development. However, I
believe it remains important to establish a group within EACA and within our
par
t
nerACA
st
osuppor
tandr
epr
esentt
hosecoac
heswhoar
eoper
at
i
ngi
n
the professional/commercial territory of athletics coaching.

Dr Frank Dick O.B.E

What has been set out here is really a digest of what coaches have talked
about for years. But talk, as they say, is cheap. Coaching must not be! It is
time for us to do more than talk. This means coaches, wherever the work,
must take responsibility for their personal future and that oft
oday
sand
t
omor
r
ow
sat
hl
et
i
ccoaches round Europe and, indeed the world. It is a
journey each one of us must undertake. It will be a long one, but even the
longest starts with small steps. You can start by acting on small words.
If it is to be, it is up to me!
Appendix 1
Money, money, money
The following suggestions for costing must be seen against the background of
local economic conditions.
Coaches should work out what the cost is to them for delivering a service not
just in the short term, but over years. Such costs will include training courses,
purchase of equipment, clothing and learning and recording materials, travel
and so on. In short, coaches must learn a bit about book keeping in the
interest of good order!
1. Personal Coach
16-19 years (unless National Junior/Senior Team Squad)
a. 1 Coach; 1 athlete (per coaching unit of work)
$960 retainer (48 week year) paid quarterly in advance
5 hours per week (i.e. $4 per hour)
Extra hours $5 per hour
b. 1 coach: 2 athletes (per coaching unit of work)
$720 retainer per athlete (48 week year) paid quarterly in
advance
5 hours per week (i.e. $3 per hour paid by athlete: $6 earned by
coach)
Extra hours $4 per hour
c. 1 coach: 3 athletes (per coaching unit of work)
$600 retainer per athlete (48 week year) paid quarterly in
advance
5 hours per week (i.e. $2.50 per hour paid by athlete: $7.50
earned by coach)
Extra hours $3 per hour
16 years upwards if National Junior/Senior Team Squad & 20 years upwards
if not in National Junior/Senior Team
d. 1 coach: 1 athlete (per coaching unit of work)
$2,400 retainer (48 week year) paid quarterly in advance
5 hours per week (i.e. $10 per hour)

Dr Frank Dick O.B.E

Extra hours $12.50 per hour

e. 1 coach: 2 athletes (per coaching unit of work)
$1,800 retainer per athlete (48 week year) paid quarterly in
advance
5 hours per week (i.e. $7.50 per hour paid by athlete: $15
earned by coach)
Extra hours $10 per hour
16 years upwards European/World/Olympic medal potential
f. 1 coach: 1 athletes (per coaching unit of work)
$6,000 retainer (48 week year) paid quarterly in advance
5 hours per week (i.e. $25 per hour). But training camps (up to
14 days) included in retainer.
Extra hours negotiable.
Results bonus: Agree Tariff previous autumn(A = European/Regional tariff Gold5x
B = 3XA (Olympic)
(B = Olympic/World tariff Silver3x
2XA (World)
Bronze1X
Cl
ear
l
y,aper
sonal
coac
hcanhav
eal
ar
genumberofat
hl
et
esas
cl
i
ent
s
.
That number will be limited to the number of hours a coach wishes to work per
week whilst guaranteeing quality coaching.

2. Coach/Coaching Development Coach/Leader/Director

This should equate, in salary terms, to an Assistant Physical Education
Teacher

ssal
ar
yi
fatcl
uborl
ocalcommuni
t
yl
evel
.I
ft
heposition covers a
wider geographic region requiring management and coordination skills, the
salary will probably reach Assistant PE Teacher + 20% + travel allowances. If
at national level, this will equate at least to a physical education advisor or
Senior University Lecturer salary, whichever is higher.
3. Specialist Team Coach
This should equate to a Physical Education Head Teacher or Senior
University Lecturer salary plus travel allowances, whichever is higher.
4. Chief Coach
At National level, this should equate to 1.5 X large school Head Teacher
salary or University Faculty Chair, whichever is higher, + car + travel
allowances and accommodation expenses etc. At club/regional level, this
should equate to somewhere in the range between a PE Head Teacher

s
sal
ar
yandal
ar
gesc
hoolHeadTeacher

ssal
ar
y+t
r
avel
/
accommodat
i
on
package.

Dr Frank Dick O.B.E

10

Whilst there should be bonuses for team achievement in International

Competition/National Leagues or Cups, these coaches must also accept
responsibility for failure to meet agreed reasonable results targets, and the
consequences of such.
5. Athletics Consultant
The packages will be designed specifically for a given project or client.
However, this may serve as a guide:
Up to 19 days per annum $1,250 per day
20 days per annum

Retainer $10,000 paid quarterly in advance

Per Diem $500 paid quarterly in arrears (Total $20,000)

30 days per annum

Retainer $12,000 paid quarterly in advance

Per Diem $400 paid quarterly in arrears (Total $24,000)

40 days per annum

Retainer $14,000 paid quarterly in advance

Per Diem $350 paid quarterly in arrears (Total $28,000)

50 days per annum

Retainer $15,500 paid quarterly in advance

Per Diem $310 paid quarterly in arrears (Total $31,000)

60 days per annum

Retainer $16,500 paid quarterly in advance

Per Diem $275 paid quarterly in arrears (Total $33,000)

One- off presentation/lecture fees should be charged at a minimum of the day rate
i.e. $1,250.
Normally, travel for an international expert will take out a full working day (i.e. an
earning day!). So, travel to the venue and the return home counts for half a day.
Accommodation and travel costs are additional.
Top professional coaches should earn something in the region of $150,000 per
annum- $250,000 per annum. Some at
hl
et
es
agent
sal
r
eadyear
ns
umsi
nt
hi
s
r
egi
onbutv
er
yf
ewhav
ei
nv
est
edevenaf
r
act
i
onofacoac
h
spr
epar
at
i
ont
i
meor
enjoy the experience they bring to helping athletes achieve their athletic and,
therefore, commercial success.

Dr Frank Dick O.B.E

11