Senior athletes and new coaches clash on leadership. How can you mediate the power struggle?

Here's a detailed strategy: - Understand the root cause: individual meetings and common themes - Open communication: facilitated discussion and active listening - Establish common goals: shared objectives and vision and mission - Define roles and responsibilities: clear roles and respect expertise - Build trust and respect: team-building activities and mutual respect - Create a collaborative environment: inclusive decision-making and joint problem-solving - Implement conflict resolution mechanisms: mediation training and regular check-ins - Promote continuous feedback: feedback loops and appreciative inquiry - Leadership development: leadership training and mentorship programs

Both have been walking different paths that have now converged and are headed in the same direction. There needs to be a mutual respect for the individual journeys that have led them to this point. Transparency and communication on what their individual and collective goals are and how best to achieve them will be imperative as they now journey together. The senior athlete will have a perspective that is invaluable as they have been there longer; however, the coach was brought in for a reason and that has to be valued by the athlete as well. Honour the foundation that’s been laid, recognizing that change is necessary for the further growth of the program. They both need each other.

Ainda que haja conflito entre o atleta mais velho e o treinador mais novo, o clube precisa se posicionar favorável ao treinador como gestor. Um fator que pode ser favorável para o treinador é sempre se aliar com atletas seniores, obtendo deles o compromisso de liderança da equipe em busca dos resultados que estão estabelecido no plano. Com isso, cada qual compreendendo sua função, há a possibilidade de sucesso em ambos. O alinhamento precisa ser com diálogo e recompensas entre as partes.

It's very important for the both party to identify their roles and understand that they have to work as a team for the progress and upliftment which is their primary responsibility

Tolerance and focus will always make it possible for the to achieve this, sometimes we disagree to make things better and to get each other perspective in related to the issue at hand

Como medida principal, a alta administração esportiva precisa determinar os objetivos e conquistas necessárias para o alcance dos planos estratégicas. De posse desses objetivos, é o momento de construir as necessidades de cada setor para o cumprimento do plano e entendimento do que cada profissional e setor precisa entregar para alcançar os objetivos. Entendo que este longo plano (que pode durar três anos) nem sempre é construído pelas empresas esportivas e isso poderia ser feito no detalhe, determinando até os resultados necessários em cada partida para chegar ao resultado.

Setting clear expectations is vital in preventing and resolving leadership clashes. As a mediator, work with both the new coach and senior athletes to establish expectations for communication, decision-making, and team objectives. Ensure these expectations are realistic and aligned with the team’s goals. When everyone is on the same page, it reduces ambiguity and potential conflicts, leading to a smoother transition and better working relationships.

O Foco do clube deve ser preponderante para se chegar a um denominador comum , unindo os pontos fortes de cada tipo de profissional e afastar os pontos fracos evitando o enfraquecimento do grupo.

A comunicação no cenário esportivo requer muita atenção e pode render resultados importantes. Nem sempre o treinador pode se comunicar da maneira que gostaria com o grupo e esta comunicação pode ser feita pelos atletas mais experientes, que compreendem melhor o cenário e o ambiente onde estão inseridos. Estes atletas, por ter conexão direta com outros atletas, podem servir de líderes nesta comunicação necessária.

Actually this is one of the most important things or key that open the door of progress in the team there should be an effective communication that will give both the opportunity to express and lay down their experiences for better performance

A comunicação precisa ser a mais honesta e assertiva possível. Claro que nem todas informações podem circular, mas não esconda o jogo, não minta...

Ein Team funktioniert wie eine Familie und offene Kommunikation ist alles, sonst kippt die Chemie. Wenn sich ein Team Mitglied nicht verstanden fühlt und im Hintergrund schlechte Stimmung macht, dann wirkt sich das auf Motivation und Performance des gesamten Teams aus. Die Kultur der offenen Kommunikation muss von dem Team Leadern vorgelebt und eingefordert werden. Man muss das Gefühl haben, dass die eigene Meinung gehört wird und zählt. Und Mann muss auch diskutieren und streiten dürfen. Eben wie in einer Familie.

Creating a culture of an open and honest dialogue is essential. Arrange a meeting where both sides can express their views and concerns in a structured manner. Ensure that this conversation is framed positively, emphasizing that everyone shares the common goal of the team's success. As the mediator, your role is to listen actively, validate each party’s feelings, and ensure that the discussion remains respectful and productive.

Building a positive culture in a team environment requires the use of shared leadership. Veteran athletes typically have a level of respect and influence over younger athletes. Empowering veterans players and assistant coaches to be leaders in their own right, promotes community as all voices and minds play a role in the team getting its win.

Probably the way to go in professional sports in these times. A consultative approach with senior or experience athletes could carve out more options and pain points may surface earlier. Such approach should be communicated from the onset and such relationships could forge deeper level of respect and trust in the team. But good for the coach to draw the line that he/ she makes the final decisions.

I think this will give them both relief and address the too much workloads on each party it will also compliment their time management and make to identify if their any cacus or any player who is not working well with the team

Though every situation requires its own analysis, this step towards a shared leadership is a great stance for avoiding power struggles. While it creates a common working ground for both the coach and the senior athlete, it also empowers the role of the captain who is the active on-field coach. Relationships between coach-captain and coach-player are two distinct relations.

É importante empoderar o elenco. O técnico Tite fazia algo que eu sempre achei muito legal: nos times dele, ele fazia um revezamento da braçadeira de capitão.

Quanto mais cedo o conflito for resolvido, melhor. Evite deixar rolar para não ficar maior do que deveria. E é essencial ter senso de justiça.

Tanto a mediação, como a negociação são fatores a serem considerados para resolver conflitos que existem continuamente. Na equipe deve haver profissionais mediadores, que são os líderes da equipe e tomam a palavra para fazer o entendimento das causas a serem resolvidas. Por sua vez, o negociador é aquele que precisa colocar no ambiente da equipe as propostas mais inovadoras e mais necessárias. Estes devem ser de responsabilidade dos gestores, que propõem as ações mais importantes e demonstra como alcançá-las e os motivos pelos quais se fazem relevantes.

I think there should be a displinary actions to certain level to curb indispline amongst the players because everybody are different backgrounds bringing together to achieve a common goal

Mediadores, no meu entender em uma faze inicial será de forma fundamental a presença dele, mas creio que com o tempo poderá haver um denominador comum de forma mais equanime.

Entendo que a avaliação contínua é a continuidade das ações de construção das relações entre as partes para o benefício da organização esportiva. Tudo é muito delicado nessa função, me parece que a avaliação contínua pode trazer riscos nas comunicações. É importante que haja avaliação dos avanços obtidos e traçar as rotas, mas sob o ponto de vista do fortalecimento das partes, da equipe, pode ser uma linha que requer cuidado.

This is from a club official perspective, however it should be threaded lightly since evaluation of this process could quickly turn into unwanted interference by any of the parties. While in some situations it is up to the club to step in and take control of the situation, sometimes it’s best to leave it to the parties to find their way of turning this into positive results for the team. A well solved conflict is one of the most effective boosts for a football team

I think what tends to happen, especially if the team was one that lost is that they don’t see value in the senior leaders who have been there through the bad things. There tends to be language of cleaning house, starting fresh, clean slate, and when this is said it ignores the older athletes. I would advise coaches to not say that. To value what the senior leaders can bring to the table. Completely cleaning how has never worked in any industry. There should be respect of what happened in the past, some the might not have been the athletes fault as well as conversation on what is happening and why. Treating them as part of the change not hindering the change.

As a professional who has been a part of two coaching changes. I have been able to see it done well fortunately in both ways. One has to remember the senior athletes, have been recruited, and have given more effort to the program at that point than the new coaches have. They are at that time the most invested of the two. The success I was able to see in my role is when a coach or coaches/staff are able to come in value what has been done and clearly communicate areas where improvements can be made. With that communication a coach can let the senior athletes know their role as the pioneers of a new impact in the program they love. When giving the plan for improvements clearly communicate with seniors as they most likely know change is needed

I agree with Edward and will only add that this should be done at the onset of the new coach being hired as part of a transition plan. This is what our Team Whisperer program does to close the cohesion gap. If that “new” window of time is missed, then we focus on bringing everyone together through a curated process. Rosters/staff/ Personnel changes happen yearly which can alter the core dynamic.

Having experienced this multiple times in my career, I agree that acknowledging the value that senior athletes bring to the table is critical to gaining their trust and creating buy in for any and all changes that the new coach would like to make. More often than not, the senior athletes know better than anyone what might need to change and can be tremendous help in making it happen if they feel valued.

As a new coach coming to manage an existing team, you show first present yourself as one who has come to learn, be corrected, willing to complement the effort of the athletes, and not completely overhauling the entire processes of the team. Though there will be some degree of firmness, but the idea is for the coach to win the confidence of the athlete, and the rest is history.