Assessing Head Coach Candidates

The coaching carousel spins incredibly fast with many searches starting and ending in a less than ten day timeframe. Without pre-work or a trusted partner, it is really difficult to get a comprehensive understanding of a candidate pool in this tight timeframe. Working with an experienced and respected search firm is essential to running a complete and effective search. By working with a reliable search partner, you are able to take advantage of their expertise in the coaching market and you can rely on the firm to do deep background research on your candidates so that you can better predict what these candidates are going to be like when the interview process is over and they become your Head Coach. A lot of candidates can be impressive during an initial zoom and an in-person interview but what you really need to know is what these coaches are going to be like when the process ends and they are leading your program – what are they going to be like on a day to day basis and do they have the relevant experience required to succeed in your job?
– Drew Turner
CSA President and CEO and former athletics administrator at Old Dominion University, Duke University, and the University of South Carolina

When evaluating head coaching candidates, it’s essential to assess not just their past success, but their readiness to step into the role with a clear, strategic plan. Strong candidates should be able to articulate a detailed vision for how they will lead the program, demonstrating both their preparedness and their understanding of the institution’s unique needs and challenges. A well-thought-out plan not only showcases their preparation but also signals their ability to lead with intention from day one. Candidates should proactively articulate this vision with confidence rather than waiting for the Athletics Director or search committee to prompt them.
– Marcy Lanoue
CSA Vice President and Chief of Staff and former Senior Associate AD, Chief Development Officer and SWA at the University of San Diego

From the perspective of an AD or institutional CEO, I would want to know that the prospective coach understands the broad role of athletics in higher education and specifically related to our University’s mission. The successful head coach candidate will embrace the role of teacher/educator and leader. The best candidate must be able to articulate and demonstrate their leadership skills and style in such a way that their message serves to inspire not only student-athletes, prospective student-athletes, and a coaching staff but also the various stakeholders surrounding the program and the University whose support is critical to achieving success. The head coach prospect must appreciate how important being a good partner to University leadership and its various internal and external stakeholders is.
– Craig Littlepage
CSA Senior Consultant and former Director of Athletics at the University of Virginia

As you assess coaching candidates, it’s critical to keep the student-athlete experience at the forefront of your evaluation. Now more than ever, coaches play a pivotal role in shaping the holistic development of student-athletes. Publicly available metrics like the Graduation Success Rate (GSR) and Academic Progress Rate (APR) provide valuable insights into a program’s academic standing, but these numbers only tell part of the story. Peer-to-peer vetting is essential in understanding a coach’s leadership style, approach to accountability, and commitment to fostering a positive team culture. Conversations with colleagues, former athletes, and staff can offer invaluable perspectives on how a coach builds and sustains a program beyond the scoreboard.
As a search committee, it’s natural to gravitate toward candidates from programs with strong competitive results. However, truly elite programs are not just defined by wins and championships—they also excel in team culture, academic success, and graduation rates. These elements are fundamental to a sustainable and successful athletics program.
– Marcy Lanoue

Try not to get overly influenced by recency bias. We encourage our clients to look at the total body of work by the coach. Sometimes coaches will have a great year here and there or conversely every once and a while they may have a down year. Try not to overreact to an outlier year just because it was the most recent – look at the total body of work by the coach and look for consistency over time. This is often a better predictor of future success than one recent great year or one recent really bad year.
– Drew Turner

For rising assistant coaches who have not yet held a head coaching role, it’s important to evaluate their natural leadership qualities and their willingness to grow in areas where they have less experience. Identifying candidates who take initiative, seek mentorship, and proactively develop their leadership skills can be just as telling as assessing their direct coaching record.
– Marcy Lanoue

A note for the candidate themselves: It’s important to understand the types of opportunities where you are going to be a competitive candidate. You want to focus your attention and preparation for those opportunities that align best with your background where you are likely to be an attractive candidate even in a very crowded and talented pool. Every search is different, but this should probably only be a handful of opportunities in a given coaching cycle. Only pursuing the right type of opportunities demonstrates your understanding of the market and your qualifications, and lends more sincerity to your interest.
– Clay Pfeifler
CSA Senior Consultant