sport management

Topics: Head coach, Olympique Lyonnais, Coach Pages: 7 (1381 words) Published: November 26, 2014

Patrice Lair is a French soccer coach, who last managed Olympique Lyonnais women's team. As a footballer Lair played in the lower categories in France. After spending a decade in Stade Briochin, in 1987 he moved to FC Périguex where he had his first experience as a coach, coaching the junior team while playing in the first team, before retiring in 2001. In 2004 he held his first position as a first coach in CS Villeneuve, and in 2005 he made his debut in women's football, taking charge of defending champion Montpellier HSC. Under Lair's two-year tenure Montpellier won two national cups, reached the 2006 European Cup semifinals and was the championship's runner-up behind FCF Juvisy and Olympique Lyonnais. Lair subsequently returned to male amateur football, coaching Castelnau-le-Crès FC for two seasons. In 2009 he moved to Benin to coach Espoir de Savalou, but he left the team after a month. He also coached briefly the Rwanda under-17 national team, also serving as the senior team's assistant coach, the following year. In June 2010 Lair returned to France to coach Olympique Lyonnais women's team. He was nominated for the FIFA Women's Football World Coach Award in 2011 and 2012. After the 2013–14 Division 1 Women’s season, Lair stepped down as the Coach of Olympique Lyonnais women's team, after achieving a third straight domestic double. He stated that it was the perfect way to leave. During his reign at Lyon, Lair led the club to four Women’s Division 1 titles, three Women’s National cup titles and two UEFA Women's Champions League titles.

What are you current responsibilities and objectives in your job? Leadership and Management
Leadership and management skills are necessary for the successful modern-day high performance coach. Leadership requires the head coach to identify and define short, medium and long-term goals for the program. Once these goals are identified and communicated, key strategies to deliver the outcomes should be developed and enacted. The head coach leads this visionary process. The head coach and his team have the overall responsibility for preparing each athlete for competition. Of importance is how the head coach leads that team in working towards the longer-term vision (organizational goals), which requires team members (including the head coach) to have role clarity and role complementarity. Effective head coaches provide athletes and the support team with a sense of purpose. It is also essential that the athletes themselves are involved in the planning of their own programs. This includes acknowledging their own strengths and limitations, committing to an agreed training program and taking responsibility for their own development and performance. Realistic goals must be set for the athletes and support team, program priorities established, informed decisions made and any conflicts resolved. This process may need to be revisited during the year if changes to the program become necessary to improve performances. While the process involved in integrating the approach is a time-consuming one, the positive outcomes make it worthwhile, if not essential. Management responsibilities also extend to the program budget, where the cost benefits of the various preparation and competition components need to be regularly evaluated. It is often not the size of the budget that is a limiting factor in achieving a result, but how wisely it has been invested. Communication

The head coach needs to have good verbal communication skills for interacting with athletes, other coaches and program support staff, and for liaising with others involved in the sport, such as administrators, sponsors and the media. The head coach needs to be confident, forthright and able to make an impact when giving presentations to the training squad, the support staff, committees and boards, and at media interviews, seminars and conferences. In the high-profile sports, being able to deal with the media, particularly during...
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