July 16, 2024 • 16 mins
In Episode 5 of the 'Coach Education is Broken' series,' I explore the importance of addressing systemic barriers in the sports workforce that mean that the worksforce continues to lack diversity.
This episode delves into real-world examples of how local community engagement can drive participation, social impact, and talent development but how this can only happen by utilising the qualities, skills and attributes of coaches from within that local community.
Through a compelling story of a martial arts club in a deprived area, I showcase the importance of localised, bottom-up approaches to coaching and education and the impact it can have on the lives of young people.
00:00 Introduction and Episode Overview
00:23 Understanding Workforce Diversity
01:55 The Importance of Local Community Coaches
05:19 Challenges Faced by Unqualified Coaches
11:27 Decentralising Education for Greater Impact
14:44 Call to Action and Conclusion
Become a supporter of this podcast: https://www.spreaker.com/podcast/the-talent-equation-podcast--2186775/support.
This episode delves into real-world examples of how local community engagement can drive participation, social impact, and talent development but how this can only happen by utilising the qualities, skills and attributes of coaches from within that local community.
Through a compelling story of a martial arts club in a deprived area, I showcase the importance of localised, bottom-up approaches to coaching and education and the impact it can have on the lives of young people.
00:00 Introduction and Episode Overview
00:23 Understanding Workforce Diversity
01:55 The Importance of Local Community Coaches
05:19 Challenges Faced by Unqualified Coaches
11:27 Decentralising Education for Greater Impact
14:44 Call to Action and Conclusion
Become a supporter of this podcast: https://www.spreaker.com/podcast/the-talent-equation-podcast--2186775/support.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Good Morning, dog Walk Diaries.Coach Education is a broken series. Where
are we Episode five? Episode five? This one is cooled. We've jealous,
jealous dog not happy with flow gettingfuss from someone else from their own
(00:23):
Yes, So this one is calleddiversity through decentralization. Now, so,
one of the things that people recognizeabout the workforce development this is in sport,
but also in all walks of life, is that quite a lot of
workforces are not representative of the generalpopulation. There's a whole myriad of reasons
(00:46):
for that. Not necessarily going toprosecute those now, a lot of those
are debated and discussed, and there'splenty of space for that kind of conversation.
Might even be something I'll come backto later. But the bottom line
is that what most people will recognize, and sport is no different, is
that there are certain people for whomengagement within the workforce is a challenge,
(01:12):
and the challenge stems from the factthat there are systemic and systematic and cultural
but that for this purpose we'll talksystematically dimensions that actually exclude or make it
an unwelcome space, or are somewhereor actively promotes the fact that the workforce
(01:38):
isn't necessarily for them and one ofthe systemic challenges faced with that. Now,
just to come back to this point, now, some people might say,
lang on a second, why isthis important? Why are we making
a big deal out of this?And I would argue that it's important for
a whole range of reasons. Butone of the reasons it's important is because
(01:59):
if we gen want to grow participation, or if we genuinely want to develop
talent, then having a workforce thatunderstands and has much more of an association
about come this way. Having aworkforce that understands and has a genuine understanding
(02:20):
and connection and also comes from theplaces where you know people live, understands
the environment and understands the dynamics ofthat world and some of the challenges that
people face when they engage in physicalactivity or they want to progress through their
sporting career. Having an understanding ofthat and having people who are within those
(02:45):
environments is really powerful. It's oftenreferred to as the people like Me phenomenon,
and there's boat loads of evidence tosuggest this that you know, the
people who are from an area andwithin a community and have an understanding of
the people in the community are reallypowerful agents for change. And it makes
me think about somebody I met quitea few years ago now. We were
(03:07):
actually on a radio program together whenI was launching a new strategy for coaching,
and it was quite critical of me, and in many ways, quite
rightly, because a lot of whatI was talking about was very strategic and
high level and it didn't really makeit wasn't really obvious to him, and
quite rightly that it was necessarily goingto make any impact on him, didn't
(03:30):
really have much to offer. ButI decided to take it upon myself to
go and visit him in his environment. He works in a very very deprived
area of one of our major citiesand is involved in martial arts and coaching
martial arts and actually not just doingamazing things within the community, but also
developing some really high level performers goingon to compete at national and international level
(03:58):
from a relatively environment that you wouldnever say was in any way salubrious or
got the best of facilities, verylow cost, The subscription model was a
almost like an honesty box, paywhat you can afford. And I remember
one thing some members of his workforce, they weren't necessarily qualified as such qualified,
(04:21):
and one of the reasons they weren'tqualified was because access to the governing
body courses just it wasn't feasible,and much of the content wasn't relevant to
what they were doing in their environment. And some of the members of his
(04:42):
workforce had got pretty checkered histories andmay not have been able to access the
courses for that reason. Now,I'm not gonna talk about whether that's right
or wrong, and whether they shouldor shouldn't be involved in the workforce.
What I'll tell you is that theywere involved. They were actively helping out
(05:02):
i think mostly in involuntary capacity,and they were having an impact on those
individuals. So there members of theworkforce, whether the national organization involved in
training and delivery is aware or not, they're doing it. And I think
one of the challenges with a lotof sports is there's what's referred to as
(05:25):
the gray market, which is likeall the coaches out there who aren't actually
on the radar because they haven't engagedin whatever learning and various estimates placed that,
and it's different from different sports,but various estimates place that up to
about fifty percent of coaches don't actuallyhave any formal accreditation. Now, some
(05:46):
of that's because they maybe operating atthe helper level and therefore don't need it,
But in other cases I think it'sbecause they're actively involved but just haven't
gone down that road. So that'sinteresting in itself. And just going back
to this story about this particular club, I remember the sort of the guy
who was running the club, whowas the sort of head coach as well
as the chair or whatever you callit, basically making the club happen as
(06:12):
well as coaching, and sat downand talked to him and took to me.
Talked to him about two hours,and I didn't really say much,
to have much to say. Hejust talked to me at me. But
that was fine because my job inthat situation was really just to be a
listener. And actually it was soinstructive and has stayed with me as you
can probably tell ever since. Andthe thing he said was, if this
(06:38):
club didn't exist, there are kidsin this club who were from either from
different postcodes or they're from different ethnicgroups, who would be out on those
streets and they would be killing eachother or trying to. And he said,
and the reason they don't do thatis because when they come here,
(07:00):
I tell them from the get gothat coming here is a privilege, not
a right. And if I findout that you're out there using the stuff
that you learn here to injure orattack others, you're never coming back.
And he said, it's amazingly powerfulbecause that club means so much to those
(07:26):
kids, and the people in thatclub, the leaders of that club,
the coaches in that club, meanso much to those kids. These are
kids often with very little family supportand very little parental kind of guidance,
and these clubs offer that for them. So it's enormously powerful. So why
(07:47):
am I telling this story Because thepeople doing that kind of stuff are like
critical. They're critical from participation PCs, they're critical from the pact. The
fact that they have a social impactand make a social impact on the world.
(08:07):
The critical because it's like the immeasurable. Like if you talk about,
for example, like crime prevention,things like knife crime, youth violence,
these sorts of things, you justthink about the sort of social impact and
how hard is it to calculate thevalue of that because it's a lot of
it's done behind the scenes. It'spreventative. But these voluntary clubs, lively
voluntary are operating on a shoe stringand yet having this impact on society at
(08:33):
a time when, without wanting toget too political, things like youth service
and youth clubs and youth provision havebeen gutted out of the vast majority of
localized provision. And so the voluntarysector, and called the third sector,
the charitable sector, steps into thatspace to then create this kind of opportunities
for young people and to do orhave this sort of social impact. These
(08:58):
people are critical for that, andthey are immensely powerful when it comes to
enabling young people to maximize their potential. But what happens generally speaking when we
talk about that, A lot ofthat is often very systematized, and often
when we talk about young people developingtheir potential, it's about, oh,
they must go to this center orthis venue or whatever. That doesn't happen
(09:24):
because these sorts of people, oftenwith very low incomes or whatever it might
be, they live in a hyperlocal world and you could have a leisure
center two miles away too far away, right, So the idea of going
to some sort of center which mightbe ten, fifteen, twenty in some
(09:45):
cases, hundreds of miles away.And this is the UK, by the
way, where hundreds of miles isreally far and a lot obviously in other
countries that's like a thing you doon a daily basis to get bread.
In the UK, one hundred milesaway, it's just not going to happen.
So workforce, the people in theworkforce who are in the community working
(10:11):
with those young people and others,are enormously impactful from the perspective of participation,
from the perspective of social impact,and from the perspective of talent development,
and yet fifty percent aren't part ofthe system. They're not being supported.
(10:31):
And generally speaking, the way peoplelook at this is to say,
oh, we need them to bequalified. Why because they need to be
ensured, they need to do this, they need to do that, all
important things people need to be safeto practice. But actually that we need
to flip that round. We needto think about how can we support these
people to do the best job possible. They're already probably doing a really good
(10:52):
job. I've talked about that previously. We don't know that be worth finding
out. How do we support them, how do we help them avoid maybe
doing something that might cause others harmunintentionally. How do we help them support
young people who have probably got prettycomplex needs. We might be able to
(11:16):
give them the tools they need toreally enable some young person who is facing
into some significant challenges, or theremay be others we can connect them with
who would be able to support them. Now, the only way we can
achieve that, oh, by theway, yes, the only we can
achieve that is to decentralized, Soinstead of people coming to us, we
(11:39):
go to them. Now, thatmight mean that some of our educational systems
we have to let go of becausemany of the organizations involve. The reason
that we have centralized approaches or evenregionalized approaches or whatever is because we want
control, we want to manage it, we want to make sure that we've
got the right level of quality.One hundred percent agree with that need to
(12:01):
maintain quality, of course, butdoesn't mean we have to be the only
ones who do it. So whatwe might want to do is let go
of some of the educational stuff.What we might want to do is engage
others in community, have more trustand if we can have a recognition system
(12:22):
where actually what we do is webring people with some expertise and knowledge to
those environments, to work in thoseenvironments with the people in their space,
and to design learning environments around theirneeds based on their environment and the people
that they're working with. Then allof a sudden, we can transform everything.
(12:43):
And then if we can also design, and then if we can engage
other providers locally who can support thatkind of work and support the offer that
we provide, then we can havea much greater impact. And the benefit
is our workforce. The look ofour workforce changes because it becomes more representative
(13:05):
of the people that were trying towith, the people that were trying to
work with. So no one shouldever use this phrase, and if you
hear it, challenge it. Thatpeople are hard to reach. They're from
hard to reach communities. This issomething that I learned in the last few
years, which is these the people. If you ask those people in those
communities, they'll say to you,we're not hard to reach. We've always
(13:26):
been here. It's the systems andthe structures that are created and built usually
in the image of the people whobuilt them, that can't reach. So
if we decentralize and work from theground upwards, and I'm not saying this
isn't difficult, of course it is, otherwise we'd be doing it now.
But if we can work back fromthe ground upwards, and there's lots of
(13:50):
ways of doing this, and there'slots of models and examples of organizations facing
into this challenge and having success,a lot of success, and it's already
organizations working in a hyper local wayactually having impact like this. My good
friend Hannah Crane, who works forStreet Games, has a decentralized approach,
working on the ground through locally trustedorganizations and building up a network of individuals
(14:16):
and groups that can provide this kindof opportunity locally. And the fact those
examples exist that they are living testamentto the fact that this is very doable.
It just requires different thinking, workingfrom individual and community backwards rather than
(14:39):
system downwards that's always going to marginalize. Happy to talk to anyone about this
in more detail, Happy to sharemore ideas and more ways of different ways
of thinking. At any point,reach out, get in touch with me.
It's on the website tile quating dotcot UK. You can reach out
to me on a day job basisas well. Some of your oranizations that
(15:00):
work with on a daily basis,they can reach out to me as well,
but I'm more than happy to speakto any other organization if they want
to try and address this challenge,whether it's within the UK or beyond,
and happy to provide some ideas andthoughts and guidance. Likewise, if you
are valuing this series, please shareit helps the podcast grow, helps more
people access the learning. Some ofyou might, for example, this resonate
(15:22):
and you might want to share itwith your governing organization reps or training providers
and give them some ideas, orshare it with other people who this might
resonate with, and it means youcan take action locally. But that helps
the podcast grow, and that definitelyhelps me with managing the costs of running
this thing and the time, becauseI've had to invest in some support to
help me with that, which isgreat and I'm you're going to see more
of the content more places. Butyeah, so any help you can do
(15:45):
with scup me that and you mayif you want to. If you're a
practitioner, you want to join theguild, which is I call it a
mastermind group. It's actually a groupof a really intrepid individual so are really
properly facing into some of these conversationsand challenges on a regular basis. So
we meet monthly, we meet onzoom, we come together. It's not
formal. It's people from all walksof life, all different sports, all
(16:08):
different levels. It's very welcoming,it's very open, and everyone's just come
with an open mind and a willingnessto learn. There you go, look
forward to episode the next episode.In the meantime, I hope you will
have a great time. Speak yousoon. Bye.
Good Morning, dog Walk Diaries.Coach Education is a broken series. Where
are we Episode five? Episode five? This one is cooled. We've jealous,
jealous dog not happy with flow gettingfuss from someone else from their own
(00:23):
Yes, So this one is calleddiversity through decentralization. Now, so,
one of the things that people recognizeabout the workforce development this is in sport,
but also in all walks of life, is that quite a lot of
workforces are not representative of the generalpopulation. There's a whole myriad of reasons
(00:46):
for that. Not necessarily going toprosecute those now, a lot of those
are debated and discussed, and there'splenty of space for that kind of conversation.
Might even be something I'll come backto later. But the bottom line
is that what most people will recognize, and sport is no different, is
that there are certain people for whomengagement within the workforce is a challenge,
(01:12):
and the challenge stems from the factthat there are systemic and systematic and cultural
but that for this purpose we'll talksystematically dimensions that actually exclude or make it
an unwelcome space, or are somewhereor actively promotes the fact that the workforce
(01:38):
isn't necessarily for them and one ofthe systemic challenges faced with that. Now,
just to come back to this point, now, some people might say,
lang on a second, why isthis important? Why are we making
a big deal out of this?And I would argue that it's important for
a whole range of reasons. Butone of the reasons it's important is because
(01:59):
if we gen want to grow participation, or if we genuinely want to develop
talent, then having a workforce thatunderstands and has much more of an association
about come this way. Having aworkforce that understands and has a genuine understanding
(02:20):
and connection and also comes from theplaces where you know people live, understands
the environment and understands the dynamics ofthat world and some of the challenges that
people face when they engage in physicalactivity or they want to progress through their
sporting career. Having an understanding ofthat and having people who are within those
(02:45):
environments is really powerful. It's oftenreferred to as the people like Me phenomenon,
and there's boat loads of evidence tosuggest this that you know, the
people who are from an area andwithin a community and have an understanding of
the people in the community are reallypowerful agents for change. And it makes
me think about somebody I met quitea few years ago now. We were
(03:07):
actually on a radio program together whenI was launching a new strategy for coaching,
and it was quite critical of me, and in many ways, quite
rightly, because a lot of whatI was talking about was very strategic and
high level and it didn't really makeit wasn't really obvious to him, and
quite rightly that it was necessarily goingto make any impact on him, didn't
(03:30):
really have much to offer. ButI decided to take it upon myself to
go and visit him in his environment. He works in a very very deprived
area of one of our major citiesand is involved in martial arts and coaching
martial arts and actually not just doingamazing things within the community, but also
developing some really high level performers goingon to compete at national and international level
(03:58):
from a relatively environment that you wouldnever say was in any way salubrious or
got the best of facilities, verylow cost, The subscription model was a
almost like an honesty box, paywhat you can afford. And I remember
one thing some members of his workforce, they weren't necessarily qualified as such qualified,
(04:21):
and one of the reasons they weren'tqualified was because access to the governing
body courses just it wasn't feasible,and much of the content wasn't relevant to
what they were doing in their environment. And some of the members of his
(04:42):
workforce had got pretty checkered histories andmay not have been able to access the
courses for that reason. Now,I'm not gonna talk about whether that's right
or wrong, and whether they shouldor shouldn't be involved in the workforce.
What I'll tell you is that theywere involved. They were actively helping out
(05:02):
i think mostly in involuntary capacity,and they were having an impact on those
individuals. So there members of theworkforce, whether the national organization involved in
training and delivery is aware or not, they're doing it. And I think
one of the challenges with a lotof sports is there's what's referred to as
(05:25):
the gray market, which is likeall the coaches out there who aren't actually
on the radar because they haven't engagedin whatever learning and various estimates placed that,
and it's different from different sports,but various estimates place that up to
about fifty percent of coaches don't actuallyhave any formal accreditation. Now, some
(05:46):
of that's because they maybe operating atthe helper level and therefore don't need it,
But in other cases I think it'sbecause they're actively involved but just haven't
gone down that road. So that'sinteresting in itself. And just going back
to this story about this particular club, I remember the sort of the guy
who was running the club, whowas the sort of head coach as well
as the chair or whatever you callit, basically making the club happen as
(06:12):
well as coaching, and sat downand talked to him and took to me.
Talked to him about two hours,and I didn't really say much,
to have much to say. Hejust talked to me at me. But
that was fine because my job inthat situation was really just to be a
listener. And actually it was soinstructive and has stayed with me as you
can probably tell ever since. Andthe thing he said was, if this
(06:38):
club didn't exist, there are kidsin this club who were from either from
different postcodes or they're from different ethnicgroups, who would be out on those
streets and they would be killing eachother or trying to. And he said,
and the reason they don't do thatis because when they come here,
(07:00):
I tell them from the get gothat coming here is a privilege, not
a right. And if I findout that you're out there using the stuff
that you learn here to injure orattack others, you're never coming back.
And he said, it's amazingly powerfulbecause that club means so much to those
(07:26):
kids, and the people in thatclub, the leaders of that club,
the coaches in that club, meanso much to those kids. These are
kids often with very little family supportand very little parental kind of guidance,
and these clubs offer that for them. So it's enormously powerful. So why
(07:47):
am I telling this story Because thepeople doing that kind of stuff are like
critical. They're critical from participation PCs, they're critical from the pact. The
fact that they have a social impactand make a social impact on the world.
(08:07):
The critical because it's like the immeasurable. Like if you talk about,
for example, like crime prevention,things like knife crime, youth violence,
these sorts of things, you justthink about the sort of social impact and
how hard is it to calculate thevalue of that because it's a lot of
it's done behind the scenes. It'spreventative. But these voluntary clubs, lively
voluntary are operating on a shoe stringand yet having this impact on society at
(08:33):
a time when, without wanting toget too political, things like youth service
and youth clubs and youth provision havebeen gutted out of the vast majority of
localized provision. And so the voluntarysector, and called the third sector,
the charitable sector, steps into thatspace to then create this kind of opportunities
for young people and to do orhave this sort of social impact. These
(08:58):
people are critical for that, andthey are immensely powerful when it comes to
enabling young people to maximize their potential. But what happens generally speaking when we
talk about that, A lot ofthat is often very systematized, and often
when we talk about young people developingtheir potential, it's about, oh,
they must go to this center orthis venue or whatever. That doesn't happen
(09:24):
because these sorts of people, oftenwith very low incomes or whatever it might
be, they live in a hyperlocal world and you could have a leisure
center two miles away too far away, right, So the idea of going
to some sort of center which mightbe ten, fifteen, twenty in some
(09:45):
cases, hundreds of miles away.And this is the UK, by the
way, where hundreds of miles isreally far and a lot obviously in other
countries that's like a thing you doon a daily basis to get bread.
In the UK, one hundred milesaway, it's just not going to happen.
So workforce, the people in theworkforce who are in the community working
(10:11):
with those young people and others,are enormously impactful from the perspective of participation,
from the perspective of social impact,and from the perspective of talent development,
and yet fifty percent aren't part ofthe system. They're not being supported.
(10:31):
And generally speaking, the way peoplelook at this is to say,
oh, we need them to bequalified. Why because they need to be
ensured, they need to do this, they need to do that, all
important things people need to be safeto practice. But actually that we need
to flip that round. We needto think about how can we support these
people to do the best job possible. They're already probably doing a really good
(10:52):
job. I've talked about that previously. We don't know that be worth finding
out. How do we support them, how do we help them avoid maybe
doing something that might cause others harmunintentionally. How do we help them support
young people who have probably got prettycomplex needs. We might be able to
(11:16):
give them the tools they need toreally enable some young person who is facing
into some significant challenges, or theremay be others we can connect them with
who would be able to support them. Now, the only way we can
achieve that, oh, by theway, yes, the only we can
achieve that is to decentralized, Soinstead of people coming to us, we
(11:39):
go to them. Now, thatmight mean that some of our educational systems
we have to let go of becausemany of the organizations involve. The reason
that we have centralized approaches or evenregionalized approaches or whatever is because we want
control, we want to manage it, we want to make sure that we've
got the right level of quality.One hundred percent agree with that need to
(12:01):
maintain quality, of course, butdoesn't mean we have to be the only
ones who do it. So whatwe might want to do is let go
of some of the educational stuff.What we might want to do is engage
others in community, have more trustand if we can have a recognition system
(12:22):
where actually what we do is webring people with some expertise and knowledge to
those environments, to work in thoseenvironments with the people in their space,
and to design learning environments around theirneeds based on their environment and the people
that they're working with. Then allof a sudden, we can transform everything.
(12:43):
And then if we can also design, and then if we can engage
other providers locally who can support thatkind of work and support the offer that
we provide, then we can havea much greater impact. And the benefit
is our workforce. The look ofour workforce changes because it becomes more representative
(13:05):
of the people that were trying towith, the people that were trying to
work with. So no one shouldever use this phrase, and if you
hear it, challenge it. Thatpeople are hard to reach. They're from
hard to reach communities. This issomething that I learned in the last few
years, which is these the people. If you ask those people in those
communities, they'll say to you,we're not hard to reach. We've always
(13:26):
been here. It's the systems andthe structures that are created and built usually
in the image of the people whobuilt them, that can't reach. So
if we decentralize and work from theground upwards, and I'm not saying this
isn't difficult, of course it is, otherwise we'd be doing it now.
But if we can work back fromthe ground upwards, and there's lots of
(13:50):
ways of doing this, and there'slots of models and examples of organizations facing
into this challenge and having success,a lot of success, and it's already
organizations working in a hyper local wayactually having impact like this. My good
friend Hannah Crane, who works forStreet Games, has a decentralized approach,
working on the ground through locally trustedorganizations and building up a network of individuals
(14:16):
and groups that can provide this kindof opportunity locally. And the fact those
examples exist that they are living testamentto the fact that this is very doable.
It just requires different thinking, workingfrom individual and community backwards rather than
(14:39):
system downwards that's always going to marginalize. Happy to talk to anyone about this
in more detail, Happy to sharemore ideas and more ways of different ways
of thinking. At any point,reach out, get in touch with me.
It's on the website tile quating dotcot UK. You can reach out
to me on a day job basisas well. Some of your oranizations that
(15:00):
work with on a daily basis,they can reach out to me as well,
but I'm more than happy to speakto any other organization if they want
to try and address this challenge,whether it's within the UK or beyond,
and happy to provide some ideas andthoughts and guidance. Likewise, if you
are valuing this series, please shareit helps the podcast grow, helps more
people access the learning. Some ofyou might, for example, this resonate
(15:22):
and you might want to share itwith your governing organization reps or training providers
and give them some ideas, orshare it with other people who this might
resonate with, and it means youcan take action locally. But that helps
the podcast grow, and that definitelyhelps me with managing the costs of running
this thing and the time, becauseI've had to invest in some support to
help me with that, which isgreat and I'm you're going to see more
of the content more places. Butyeah, so any help you can do
(15:45):
with scup me that and you mayif you want to. If you're a
practitioner, you want to join theguild, which is I call it a
mastermind group. It's actually a groupof a really intrepid individual so are really
properly facing into some of these conversationsand challenges on a regular basis. So
we meet monthly, we meet onzoom, we come together. It's not
formal. It's people from all walksof life, all different sports, all
(16:08):
different levels. It's very welcoming,it's very open, and everyone's just come
with an open mind and a willingnessto learn. There you go, look
forward to episode the next episode.In the meantime, I hope you will
have a great time. Speak yousoon. Bye.
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The Clay Travis and Buck Sexton Show. Clay Travis and Buck Sexton tackle the biggest stories in news, politics and current events with intelligence and humor. From the border crisis, to the madness of cancel culture and far-left missteps, Clay and Buck guide listeners through the latest headlines and hot topics with fun and entertaining conversations and opinions.