This post was contributed by one of our BTC’s, Darren Rodrigues, who coaches several school sports teams in his spare time.

Typically the first question I’m asked by someone when referring to the current team I’m coaching is “How is your team doing this year?”  The natural human tendency when answering this question (and the natural expectation by the person asking) is to point to our track record as an indication of how good our team is or how good a coach we are.  However, I think this is misguided and misses the point of what it means to be a good coach.

Over the past several years, I’ve been on a journey of what it means to be a good coach.  I’m always reading a coaching book – looking for insights or tips to help me along the way.  I’ve asked players what THEY think is a good coach.  I’ve asked other coaches.  I’ve attended coaching seminars.  I listen to weekly podcasts for coaches.  Although I don’t think I’ve arrived, I’ve made a commitment to be a transformational coach as opposed to being a transactional coach. 

Transformational vs. Transactional Coaching

There are arguably more coaching styles, but I decided to focus on these main two.  Depending on the book/author/source, you will get a different answer on how either coaching style is valued.  Some authors view transactional and transformational coaching as just two different styles of coaching that have positives and negatives.  More current sources now view transactional coaching as negative and encourage coaches to adopt a more transformation mindset to their coaching instead.

While both transactional and transformational styles of coaching aim to facilitate growth and development, they differ significantly in their focus, techniques, and outcomes.

Transactional Coaching: Getting the Job Done

Transactional coaching is often associated with short-term goals and specific outcomes. It is extrinsically motivating (i.e. motivated by external sources as opposed to internal motivation). This style centers on achieving measurable results and is prevalent in contexts where efficiency and performance are key. Here are some key features of transactional coaching:

• Goal-Oriented: Transactional coaching primarily revolves around achieving specific, immediate goals. There is an emphasis on outcomes rather than process. For example, this style of coaching is seen when a coach or even a leader demands a specific number of rebounds or shots made during a game.

• Directive Approach: In transactional coaching, coaches often provide direct guidance, suggestions, and advice to help athletes meet their objectives efficiently.

• Performance Metrics: Progress is measured through quantifiable metrics and targets. Short-term gains are emphasized over long-term growth.

• Feedback-Driven: Feedback in transactional coaching is immediate and action-oriented. Coaches focus on correcting behaviors and strategies to align with the desired outcomes.  This is typically done by praising efforts or assigning punishment when they fail (such as running laps). For many transactional coaches, this also involves yelling at players when they fail – and in extreme cases, breaking clipboards, slamming a chair, or banging the wall in the locker room to create an intimidating environment.

• Skill Enhancement: In business settings, clients often seek transactional coaching to enhance specific skills, improve performance, or address challenges. 

Transformational Coaching: Unlocking Potential

Transformational coaching, on the other hand, aims to create long-lasting, profound change by delving into an individual athlete’s beliefs, values, and identity. It is intrinsically motivating and relies on the internal desires and motivation of the individual to encourage growth. This style prioritizes personal growth, self-discovery, and unleashing hidden potential. Here are the defining characteristics of transformational coaching:

• Authentic Connection and Trust: This connection serves as the foundation upon which profound transformations can take place, on and off the court. This involves building a relationship with your players where mutual respect fuels your interactions.

• Mindset Shift: Coaches work with athletes to help shift perspectives and reframing challenges as opportunities for growth, allowing them to unlock their potential and embrace change. It’s about seeing the obstacles as tools to improve, setting a precedent for confronting challenges on and off the court.

• Holistic Development: Coaches consider all aspects of an individual's life, including personal, professional, emotional, and spiritual dimensions. By addressing the WHOLE person, coaches can guide clients towards balanced and sustainable transformations.

• Empowerment: Transformational coaches empower athletes to find their own answers and solutions, fostering a sense of self-reliance and confidence. Although you are still coach, you are allowing for a more player-led team. This is where mutual respect shines the most - players will feel comfortable asking questions and making hard choices when they know you respect their knowledge and skills.

• Lasting Change: The transformations facilitated through this style tend to create LASTING change that impacts not only the immediate goals but also the athlete’s overall life trajectory. Many, if not all, of these skills can be used in future endeavors.

Which Coaching Style Is Best?

I have landed on the following principles:

• Coaches are never 100% Transactional or 100% Transformational – they are a little bit of each.

• I believe transformational coaching is the preferred style and one should strive to be as transformational as possible. This is a holistic approach that considers much more important things than the season’s record or winning a section finals game.

• Transactional coaching works but only in the short term, and for most athletes it causes more harm than good.  Both my wife and I have played for transactional coaches that can win games, but I’m confident that encouraging players rather than yelling at them will yield better results—the score will take care of itself.   We all love to win games and I know from our own experience that this can be done by lifting up and challenging our athletes. 

• Coaches tend to coach how they were raised or how they were coached. This means that a coach needs to start with themselves.  Change yourself first and your coaching will follow.

• Becoming a transformational coach takes a LOT of work – understanding why you coach, developing core beliefs, establishing standards, having motivational conversations while celebrating behaviors and providing natural consequences.

Now when I’m asked, “How is your team doing this year?” I answer “Ask me in TEN years. If I’m invited to the athlete’s graduation party and marriage celebration, I probably had the impact I hope for.”  Then I tell the questioner highlights of the current team in growth we are seeing over the season.  That growth might be in skill, leadership, teamwork, spiritual maturity, or culture building. I’m confident when these things are going well, your team record will reflect it….

“A good coach can change a game. A great coach can change a life.”  John Wooden