[
HER SPACE] editorial Coaching the Millennial How to
sidestep the generation gap
C oaching has
become a complex profession.
Though most
coaches have tried-and-true preferences, all athletes (and people) are to some extent products of their generation. We need to know where they’re coming from first, and then craft our approach within that understanding. Americans born
between the 1980s and 2000s have been lumped together as the Millennial Generation. Depending on the conversation, it can be an affectionate or derisive term. Millennials have developed a reputation of being dependent, entitled and in need of affirmation — traits that require more than just the tried and true when it comes to coaching. “Millennials grew up in organizational environments that place a strong emphasis on teamwork and collaboration, and as a result, they draw greater meaning from experiences where they feel like their ideas matter,” Ben Goessling, an NFL writer for
ESPN.com, wrote in January, when the Minnesota Vikings were searching for a new coach. “Generally, they’re less used to being screamed at, more used to being asked what they think and more likely to buy into an idea when they’ve been told the rationale behind it…Today’s player probably requires a different kind of leader than players did in the 1980s or 1990s.”
A Publication of US Lacrosse
TRAITS TO DEVELOP Duke coach Kerstin Kimel believes some Millennials lack what she called “organic leadership skills.”
“They aren’t developing these skills naturally because they are involved in adult- supervised sports starting at such a young age,” she said. Past generations perhaps had more free time to play with their neighbors as kids. Leadership became the byproduct of socialization, disagreements and confrontations between children, without parental oversight. For today’s youth athletes, organized sports consume that time.
“The current generation of players struggle more with aspects of leadership that arise in the college athletic arena,” Kimel said. Developing leadership in Millennials means more intentionally defining it for them, identifying those who display leadership traits and formalizing the team’s hierarchy. Coaches should communicate the chain of command, define leadership qualities during the captain selection process, identify and praise proper leadership decisions and redirect players who force leadership on others without merit. Nobody is entitled to lead by seniority, stats or politics. Captains need to earn the trust of their teammates first. Have honest conversations with Millennials about earned respect and success.
TRAITS TO NURTURE Some coaches loathe the Millennials’ yearning for affirmation. But the best coaches craft their style around the needs of their players. It’s important to
respect this innate need, with extra emphasis on the player as an individual. “Millennials respond to positive reinforcement more than critical feedback,” Georgetown and Team USA coach Ricky Fried said. “You have to be sure to recognize what they are doing well with the same enthusiasm and intensity as you correct them with. Everyone responds differently, so there is not one way to motivate the group.” Fried’s comments reflect a broader educational concept called differentiation
Good coaches will find a way to meet them in the middle. LM
Some coaches loathe the Millennials’ yearning for affirmation. But the best coaches craft their style around the needs of their players.
— tailoring your lessons to different learning styles for the best collective outcome. The Millennials are products of their culture. While they possess certain characteristics that challenge conventional coaching strategies, they also have what some say will make them the most innovative and open-minded generation yet.
Millennials can add not only complexity, but also creativity and excitement to lacrosse.
— Kate Hickman
Kate Hickman is the girls’ lacrosse coach at St. Mary’s (Md.), director of Bay Area Lacrosse Club and founder of Balance Lacrosse.
July 2014 >> LACROSSE MAGAZINE 27
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