 | 1. | Develop self-management skills such as time management, prioritizing, computer, information management and personal health and welfare skills. |
 | 2. | Improve skills that deal with others, for example, communication, negotiating, team-building, the ability to manage upward, media and delegating skills. |
 | 3. | Learn to manage others. This range of skills includes motivation, providing performance feedback, appraising/evaluating staff, setting goals, planning and budget management. |
 | 1. | Employment contracts--important to management and coaches to have a signed contract with a current job description. |
 | 2. | Job descriptions should be reviewed, particularly if an organization makes a significant strategic shift. |
 | 3. | Codes of conduct are useful in protecting coaches, ath letes and organizations. |
 | 4. | Performance measures for coaches are important for coaches as well as athletes. They should be conducted at least once a year doing a fair assessment of coach performance and providing feedback for further professional development. |
 |  |
|
 | 5. | Ongoing communication is best done through a schedule of regular formal and informal meetings. It is usually more effective in meetings that have a prepared agenda. It is important to communicate directly with the individual(s) that need the information. |
 | 6. | Develop a calendar that includes all external events such as competitions and sponsor meetings. Include coach-management strategies and build in some fun! |
 | 7. | Strategic planning that aligns coach and management actions in a team effort to promote improved athletic performance. |
 | 8. | Openness is the core of enduring relationships. On a day-to-day basis, deal with honesty and openness. |
 | 9. | Realistic expectations should be used in assessing coach performance. |