Strength Coach Network

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Section 1 of 6

Career and Personal Development

There are two kinds of coach: those who got their job based on a personal recommendation or someone within their extended professional recommendation, and liars. The cliche that your network is your net worth holds a lot of weight, and there is definitely an art to effectively developing the kind of network that accelerates your career and personal development.

3Professional Connections

4Contacting People

5Meeting Coaches

6Face to face meetings

7Relationship building

8Job applications

9Interviews

Section 2 of 6

Theoretical Knowledge and Understanding

In-person coaching and applying training methodology are the tools that the coach uses to elicit adaptation and produce high performing, robust and adaptable athletes. But like any tool, training is only as good as the ability of the coach to wield it. Knowledge and understanding of training theory directly underpin the ability of the coach to produce results in the real world. Without it, you're using a tool you've not read the manual for.

10Program design

11Biomotor considerations

12Positional demands

13Injuries

14Data use and collection

15Planning of training

16Testing

17Systems

18Decision making

19Individualized program design

20Constraints approach

21Training activities

22Program Implementation

23Training Residuals

24Loading Parameters

Section 3 of 6

Interpersonal Skill

Just as there are those athletes who may test brilliantly but fail to transfer it to the field or court, there are coaches who possess great theoretical and even applied training knowledge but fail to fully exploit this in the real world. Conversely, just like the athlete who tests in the middle of the pack but who leaves it all on the field, there are great coaches who may not be the most knowledgeable, but who distinguish themselves through their ability to communicate, manage multiple tasks and groups at once, and drain every last drop of energy and productivity from every session.

25Communication

26Communication Style

27Confidence

28Multi-tasking

29Session Planning

30Problem Solving

31Productivity

Section 4 of 6

Applied Knowledge and Skill

Putting training theory into practice is where the rubber meets the road as a coach. The potential of knowledge and understanding remains unfulfilled until you as the coach are able to create the necessary exercise conditions to get the adaptations you want, and this is directly related to your (meaningful) practical experience in using and adapting training methodologies as parts within an integrated high-performance program. For this section, rank your ability according to the below statement for each of the listed methods.

32Loading Parameters

33Speed

34Agility

35Jumps and Plyometrics

36Medicine Ball Throws

37Ballistic Power

38Strength

39Conditioning

40Movement efficiency

41Long Term Return to Play (RTP)

Section 5 of 6

Programming Monitoring and Adjustment

No battle plan survives first contact with the enemy, and no program survives first contact with the athlete. The long term productivity of a training plan is only as good as the ability of the coach to gather information regarding the status of the athlete and/or the work being performed, derive meaning from it, and adjust the plan in a timely fashion.

42Workload Monitoring

43Physiological Systems

44Systems In Place

Section 6 of 6

Self Reflection and Iteration of Practice

As programs must evolve and improve over time, so too must your knowledge and skill as a coach. Unfortunately in a world where abundant and conflicting information can be accessed at the click of a button, merely consuming information without first establishing criteria to filter or identify areas of attention represents a potentially huge waste of time and energy.

45Process

46Self Review