Changing the culture (Coaching Edge, November 2018)

Recent research has shown that overall the coaching workforce in the UK is quite diverse, in terms of gender, ethnicity and physical/mental health conditions.

Yet the overall picture masks pockets of inequality, particularly in sports club settings and at high performance levels.  Recent figures report only one in 10 accredited Olympic sport coaches are women, and further research shows a disproportionate underrepresentation of ethnic minority coaching staff at the elite level.

The consensus is that much more work can be done to not just bring these populations on to the playing field, but into sports coaching and leadership roles to deliver positive change at a deep structural and cultural level.

New measures implemented by the government and Sport England, Sporting Futures Strategy and the Coaching Plan for England, will fundamentally affect the way coaching is delivered in the future. Funding streams will be more readily available to clubs that can demonstrate they offer a welcoming environment for all, regardless of background, ability, race or age. The Football Association has recently followed suit by announcing its three-year diversity and equality plan, In Pursuit of Progress, to help ensure the diversity of those governing both on and off the pitch.

In 2016 UK Coaching, in partnership with Leeds Beckett University and ORD Consultants, launched Changing the Culture of Coaching a programme of workshops to help sports organisations develop a long-term blueprint of how they can attract, recruit, manage, develop and retain coaching talent at all levels.

Designed using approaches within neuroscience, sport psychology and change management, the course set out to initially outline the current landscape of coaching in the UK, create the vision for change in recruiting new coaching talent, while also focusing on developing the existing workforce as leaders.

Dr Leanne Norman from Leeds Beckett University says we should embrace the new strategy if we want to both attract a wider player base and enhance the way our organisations and clubs operate.

“Our coaches are our frontline to potential players,” she says. “Underrepresented people are more likely to connect with them if they can see themselves reflected in those leadership roles.”

While some might resist this change, seeing it as a box-ticking exercise that will only serve to restrict how clubs operate, Leanne highlights the benefits that a diverse workforce can offer.

“Research consistently proves that diverse teams make better decisions and are more productive, while staff turnover is lower and well-being is higher. These teams have the ability to bring different ideas and approaches to the table.”

The first cohort of the course included representatives from national governing bodies including the Lawn Tennis Association, British Cycling and England Netball.

Helen Hiley, Senior Coaching and Education Officer for British Cycling, was one of the participants. “Last year we set a goal to have one million more women on bikes by 2020,” she said. “The course helped us consider how to better reach our audiences traditionally but also through the hiring of diverse staff. “We’ve also given more thought about making our sport more approachable – the way we promote cycling and through which channels, and we’ve redesigned our resources to become more accessible by people at all levels.”

Should clubs not change the way they operate and recruit, their ‘business as usual’ approach could well put off potential players from joining, and at the very worst, lock out some potential avenues for funding.

Leanne believes that one of the key factors contributing to this diversity problem is a lack of transparency in coach recruitment. “We have a tendency to hire those that look and act like us. If we don’t think outside the box, we’re going to bring onboard the same kind of person that will recycle what we’re doing but yet expect better results.”

One of the other major challenges in sustaining diversity has been the limited scope for progression and developing existing talent. While underrepresented groups do come through the door and take up entry level coaching roles, beyond Level 2 there is a huge drop off in their numbers.

“The biggest barrier is people asking the question, ‘why should I bother investing in a higher qualification if there’s no opportunity for me to utilise these new skills?’” says Leanne. “Clubs need to stop thinking of what their coaches can do for them, but what they can offer to our coaches - how do we nurture them in the long-term and provide opportunities to help them develop as professionals?”

For clubs yet to engage with this strategy but willing to take the first step, Leanne says: “You can begin by having the conversation with people that can kick-start real change. Instead of asking why should we diversify, we should ask, what is the cost of not having a diverse team? Take people on that journey, and your club will grow.”