How to create a career development plan

What common mistakes do people in the S&C industry make when it comes to their career development, and what can they do to better position themselves for success?

A key issue I’ve noticed is the lack of a clear plan. Many aspiring S&C coaches don’t have a structured approach to transitioning from education to a professional setting. They often lack short, medium, and long term goals for their career progression. Just like athletes need a periodised training program, S&C professionals need a professional development plan.

It’s not just about getting a degree and expecting immediate success. It’s a process that can span months or even years.

Another problem is a sense of entitlement, possibly exacerbated by academic courses. There’s a misconception among some students that they’re owed a top position right out of university. However, the reality is far different. It requires hard work, perseverance, and a realistic outlook. It’s important not to be swayed by the naysayers who claim there are no jobs in the industry. That’s simply not true, but it’s also not a walk in the park.

Approaching career development logically, as one would with an athlete’s training plan, is crucial. I’ve mentored several aspiring S&C coaches, and those who grasp this concept, who plan and work diligently, often achieve significant success. Many of them have gone on to hold influential positions, even becoming the ones who hire and fire in the industry.

Social media can paint a gloomy picture, suggesting that the field is oversaturated and opportunities are scarce. But that’s a skewed perspective. The reality is that for those willing to put in the effort, plot their path logically, and stay focused, success is very much within reach.

How should one go about creating a personal development plan?

The first step is recognising the need for a plan. Many aspiring coaches know where they want to be in a few years but haven’t thought about the steps to get there. It’s similar to working with athletes: having a big outcome goal is great, but understanding the performance and process goals is crucial.

For instance, if you aim to work with a team or open a private facility, you need to identify the qualifications and experiences required – these are your performance goals. Then, focus on the process: which meetings, conferences, and books are relevant, and what actions you need to take.

Jobs won’t just appear. You need to actively create opportunities.

I first developed a structured approach to professional development at the English Institute of Sport. We had many S&C coach positions but not enough qualified candidates. We created a development program to ensure that within a year a coach could independently handle an elite squad.

A practical framework involves setting big outcome goals and conducting a needs analysis. This can cover various skills, from communication to practical expertise.

Identify areas for improvement using tools like a radar plot. Each month, set a major project that culminates in a task, like presenting or leading a session. This approach not only enhances skills but also prepares for real world pressure.

The radar plot can be tailored to individual needs. In my book You’re Hired, I outline a typical framework with eight key aspects: vision, career excitement, professional development, walking the talk, practical intelligence, intellectual intelligence, networking, and communication skills.

Each aspect is rated on a scale from one to ten, where one indicates a lack of skills in that area, and ten signifies excellence. This approach was inspired by Michael Heppell’s concept in Being Brilliant. By ranking yourself on these aspects, you identify gaps in your skills.

The goal isn’t to jump from a low score to a perfect 10 immediately. Instead, it’s about incremental improvement. If you’re at a 2 in an area, we focus on getting you to a 3, then gradually to a 4, and so on. This method forms the foundation of the development plan, aiming to systematically address and improve the weaker areas.

Underpinning knowledge in specific areas, such as anatomy, and gaining practical experience, like observing coaches, are also integral. Documenting these activities over time creates a tangible record of progress.

This method formed the basis of the program I designed for Ian Pyper and has been a framework I’ve used in mentorships and internships. It’s about applying the principles of athletic program design to career development, ensuring you don’t just drift through a period without gaining tangible skills and evidence of your growth.

Do you still use a personal development plan for yourself?

While I don’t follow a formal radar plot currently, I’m always actively looking to enhance my skill set. For instance, I’m contemplating a project for the next 2-3 years to add new capabilities. I believe in continuous learning and adaptation.

Interestingly, the mentorship roles can reverse over time. Mark Jarvis has transitioned from being mentored by me to offering me guidance. This full circle experience has been beneficial for both of us, highlighting areas in my skill set that could be strengthened.

While I may not have a specific radar plot right now, I’m constantly aware of what I need to do to future proof my career and ensure continuous professional growth.

How specific should the ultimate goal in a development plan be for a young coach? Does it need to be as precise as a specific team position?

While it’s important to have specific goals, they should also be flexible and realistic. For instance, aiming to be the head of S&C at Manchester United might be too narrow, limiting your options. A broader goal, such as becoming the head of S&C at a Premier League football club, opens up more opportunities.

I always knew I wanted to work in performance sport. That general direction guided my career, even though I’ve worked with the general population as a means to an end.

My advice to aspiring coaches is to consider being a “specialist generalist.” This approach, where you gain diverse experience across different sports and demographics, can provide career longevity.

Pigeonholing yourself into a single sport or niche might seem appealing, but these areas are often too narrow for a long term career. For example, I enjoyed working with netball, but I realised its limited scope wouldn’t sustain a long career. Moving to an organisation like the EIS, where I gained multi-sport experience, was a strategic decision to broaden my career prospects.

Do you believe that even those currently employed in the S&C field often lack a plan for career advancement?

Absolutely, it’s a widespread issue. It’s like final year students who suddenly realise they need a job and scramble to apply in March. By then, it’s often too late. Those who’ve been proactive with work experience and volunteering are already ahead.

I see similar situations with professionals in seemingly secure jobs, like at a home institute or sports club. It’s easy to become complacent, especially if you’ve progressed through the ranks in an academy role and aspire to move to a first team or switch clubs.

You can’t just start thinking about career moves at the end of an Olympic cycle, when everyone else is doing the same. You need to start planning now. It’s like playing chess, thinking several moves ahead, making connections, and attending the right conferences. While it’s essential to have a plan, it’s also crucial to be flexible and ready to switch to a plan B when necessary.

I credit my dad for instilling the importance of planning and preparation. He helped me craft CVs and covering letters when I was younger, which has been invaluable. The quality of CVs and cover letters I receive now often leaves a lot to be desired. It’s a testament to the importance of planning and presentation in any professional journey.

What’s your opinion on getting a mentor and sourcing the right person? Do you think the concept of paid mentorship will become more common in the S&C industry?

Mentors play diverse roles at different stages of your career, and I’ve had various mentors over the years. Some relationships are informal and enduring, like with my first intern, Ian Pyper, who I still advise occasionally. These relationships often blur the lines between mentorship and friendship.

Regarding paid mentorship, it’s becoming more prevalent in many industries, including business. I’ve paid for business advice in the past, especially when starting as a consultant. Such relationships can be transactional but valuable, with clear outcomes and targets. However, in the S&C industry, the effectiveness of paid mentorship might be harder to quantify. Can one guarantee job success or a high salary through mentorship? That’s uncertain.

There’s also the aspect of goodwill and paying it forward. Many of us in the industry help others without expecting payment, partly because we see potential and commitment in them. But I understand why some might want to start charging for their time, especially when it becomes a significant commitment.

I differentiate between a mentorship and a course labeled “mentorship.” Mentorship is more personal and ongoing, like being able to call someone for advice and expect a response. Paid services, on the other hand, are more structured and time bound, and they shouldn’t be confused with the traditional concept of mentorship.

We need to distinguish between genuine mentorship and paid professional services. Both have their places, but they serve different purposes.

What are the most common issues you see in candidates applying for positions in the field?

The basics often trip people up: spelling and grammar. I’m not perfect myself, but these details matter. There are affordable services like Fiverr for proofreading, if it’s a concern. And now ChatGPT can help with these kinds of tasks. Attention to detail is crucial. A simple error in a report could significantly impact an athlete’s career. It’s about trust and precision.

Generic emails and letters are another issue. It’s apparent when someone hasn’t tailored their application to the specific institution or person they’re addressing. This lack of personalisation and poor formatting can be a major turnoff.

You can often spot applications straight from university graduates: Times New Roman, size 12, double spaced.

It’s dull and uninspiring, especially when you’re sifting through hundreds of CVs. But then there is the other end of spectrum where people will go over the top and fill a CV full of graphics, club badges and personal pictures. The key is for it stand out while remaining subtle.

CV writing and cover letters are becoming a lost art.

Another aspect people struggle with is handling rejection. Being rejected doesn’t mean the door is permanently closed. Stick your foot in it, keep it ajar. Ask for feedback, offer to volunteer, or just keep in touch. Being persistent – in a good way – keeps you on people’s radar. I’ve been that persistent person, and it’s paid off. People remember you when opportunities arise.

People sometimes expect opportunities to just land in their laps. I’m still actively doing everything I preach. I’m competing against the best in performance sport. You can’t just sit back and wait for big opportunities to come to you. You have to work towards them.