|BARRY EATON|CO CHING MA A


Eaton describes this as a lucky period, but, although luck played its part, it is clear to see the emerging characteristics that led the Keighley board to view him as the right man for the job.


Eaton agrees that the term ‘Head Coach’, which can give the impression of a job based on the training pitches, really does not do his job justice. ‘You have to take on many roles, such as signing contracts and having meetings with the RFL and local council, but I got stuck into it, and it’s broadened my mind as to how the game is run.’


He added: ‘Everybody’s coaching style is different, but I think that coaches are becoming aware of how the management side of the game is just as important as the technical aspects and how to beat the opposition.’


Eaton incorporates his role of Head Coach at Hunslet with that of full-time community officer and, as he has done throughout his career, visits local schools to mentor children and lead rugby skills sessions. The club became fully owned by a supporters’ trust in February and, at the time of Eaton’s signing, director of rugby Darren Williams saw it as ‘vital that we had a full-time coach working right at the heart of the community on a day-to-day basis’.


For Eaton, the personal side of coaching is his biggest motivation. His philosophy is that each player is different and will need different approaches according to their learning style.


‘I’m a coach that likes to work with players and earn their respect, so when I ask a player to take up a certain role or do a job for me, then it’s more likely they’ll buy into that because there’s a mutual respect there.


‘The management side of players is more important now. Having a good relationship with a player so you can get them to carry out your instructions on the pitch is a big part of my philosophy.


‘You quickly realise that every player has their own personality, and you can’t treat everybody the same. You need to handle some differently to others – some need to be told "right, this is what you need to do", and be given pats on the back when they need it, and while some players are great professionals you still need to make sure you’re communicating at the right level. It’s challenging to make sure you’re treating all the players in the right way because on the field you’ve got 20 individuals.’


GETTING AHEAD What advice would you give to up-and-coming coaches?


‘Always be willing to take on board other people’s opinions and ideas, especially those of the players. You must be willing to accept feedback.‘


What’s the biggest positive change that’s happened to the game in recent years?


‘The move to summer, although we haven’t had much of one so far! It’s really benefited the athletes, with training during the season. Pre-season training is still in the winter and so you always lose a few days here and there, but certainly during the season there are few times now when you’re not able to play games due to the weather.


‘We’re getting more players becoming all-round athletes. Previously you might look at a team photograph and be able to pick out the props, whereas now, unless you know exactly who they are, you’d struggle to name their positions, and I think the summer game has helped that.


‘Probably more players are progressing up to Super League from the Championship than ever, and also the Championship is benefiting from the quality of players moving across.’


Do you have any practical tips for coaches?


‘Manage your time. As a head coach of a Championship side, where the pressure to work around players’ own schedules is especially keen, I have to manage my time wisely. Do the right preparation in terms of player training, reviewing games or training sessions, and don’t try to swamp yourself or the players with too much information – just keep giving them what they need to take on board for that particular week, or game.’


Eaton gained experience of coaching at Super League level when he became an assistant to his former Wales teammate Iestyn Harris at Crusaders. Having coached at both professional and semi-professional level, Eaton is keenly aware of the relative luxuries afforded to Super League coaches who don’t have to fit in with players’ day-to-day work when trying to draw up training plans.


The move to Crusaders was a big decision for Eaton, but one he felt he needed to make. While the travelling from West Yorkshire to North Wales certainly put a strain on his wife and sons, he had his family’s full support. He spent a year at Crusaders, before they withdrew their application to stay in Super League and disbanded. Through matters entirely out of his control, Eaton found himself looking for a job, and the role of Hunslet head coach offered him some much-needed security.


When he arrived at Hunslet in late 2011, the club was in a similar situation to when he’d joined Keighley some six years previously. ‘They’d just been taken over and finances were tight,’ he says, ‘and they were competing for players against nearby rivals in a hotbed area. It was a really tough challenge for me, but I thoroughly enjoyed it.


‘We are punching above our weight in the Championship, but the Board of Directors are supporting me in trying to make the club sustainable. Despite the fact it’s been tough, and we’ve not won many games, this is probably more important for me at this time than trying to find four or five new players, as I can’t overstretch the budget.’


Indeed, Eaton is committed to getting the club on a sound financial footing, and he is fully aware that this is at least a two or three-year job. He maintains that, while fans want quick fixes when things aren’t going so well on the pitch, change doesn’t happen overnight. He points to the fact that the situation at Hunslet has improved over the past few years, and there have been changes in personnel, which contrasts with the fortunes of other clubs who have bowed to fan pressure and appointed head coach after head coach, instead of giving the top man time to change things.


Eaton is a man who likes to get stuck in; he’s a hands-on coach for whom awards are incidental to getting on with the job. Why does he love what he does? ‘I’ve been involved in the game since I was six. It’s a fantastic game, and I honestly don’t know what I’d do if I wasn’t involved in it. It’s my life.’


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